Ignite: Conversations on Startups, Venture Capital, Tech, Future, and Society
Aug 13, 2026 · 42 min · 12 segments
Dark Matter Lab can give Berkeley researchers up to $1 million before incorporation, split between capital, compute, legal, and operating resources. Emmanuel Vallod is a partner and head of venture…
Emmanuel VallodGuestBrian BellHostSo walk me through what you built there and kind of what experience you still draw on now as an investor.

So it started from an observation I made at BlackRock that concurrently, one of the other co-founders was a partner at Goldman Sachs, made at Goldman Sachs.

And that's one of my thesis advisors at Berkeley had made through consulting, which is fantastic.

Way too many people, whether it's Wall Street, whether it's tech, were spending time reading information, ingesting information versus prioritizing what part of that information should actually have more implications for their respective business lines.

And so we said, OK, all of that, could we basically build infrastructure that ingests much faster, very accurately, in a very flexible way and ends up pre-chewing for these knowledge workers and speed up the time to information summarization and then prioritization, deep dives into whatever corner of the world you want to take this.

that back in 2018, still through this day, when you start going rubber to the road and figuring out, okay, what are the friction points? Most friction points are actually technological friction points.

How do you ingest fast enough in a robust enough manner, in an accurate enough manner, in a flexible enough manner, whatever content people are pushing at you.

And then how do you make it an intuitive back end force between the tech, the product and the user that you don't force them into an answer.

but you let them in a way drive their own path, right? And that was a big chunk of work I did during my first grad school.

So some part of that was how do you accelerate AI workloads? Some part of that was notably when it comes to natural language, how do you make it essentially agnostic, highly robust, super paralyzable, yada, yada.

Along the way of going from an idea to a business and eventually a business smashing into the wall, there were a few things that still mark me in how I try to act as a VC today.

The first one was this very big understanding gap and language gap between basically the nerds and the VCs.

So I remember a number of conversations where we would come into pitching to VCs, we would be explaining technical challenges that corporations are facing with regard to latency and speed and infrastructure costs.

And we would be met with a blank stare, right? Or people trying to force you into what they've decided would be the right product.

So there was this first angle that was interesting and that still marked me.

The second thing that marked me actually a lot was everything that could go wrong went wrong.
So walk me through what you built there and kind of what experience you still draw on now as an investor.

So it started from an observation I made at BlackRock that concurrently, one of the other co-founders was a partner at Goldman Sachs, made at Goldman Sachs.

And that's one of my thesis advisors at Berkeley had made through consulting, which is fantastic.

Way too many people, whether it's Wall Street, whether it's tech, were spending time reading information, ingesting information versus prioritizing what part of that information should actually have more implications for their respective business lines.

And so we said, OK, all of that, could we basically build infrastructure that ingests much faster, very accurately, in a very flexible way and ends up pre-chewing for these knowledge workers and speed up the time to information summarization and then prioritization, deep dives into whatever corner of the world you want to take this.

that back in 2018, still through this day, when you start going rubber to the road and figuring out, okay, what are the friction points? Most friction points are actually technological friction points.

How do you ingest fast enough in a robust enough manner, in an accurate enough manner, in a flexible enough manner, whatever content people are pushing at you.

And then how do you make it an intuitive back end force between the tech, the product and the user that you don't force them into an answer.

but you let them in a way drive their own path, right? And that was a big chunk of work I did during my first grad school.

So some part of that was how do you accelerate AI workloads? Some part of that was notably when it comes to natural language, how do you make it essentially agnostic, highly robust, super paralyzable, yada, yada.

Along the way of going from an idea to a business and eventually a business smashing into the wall, there were a few things that still mark me in how I try to act as a VC today.

The first one was this very big understanding gap and language gap between basically the nerds and the VCs.

So I remember a number of conversations where we would come into pitching to VCs, we would be explaining technical challenges that corporations are facing with regard to latency and speed and infrastructure costs.

And we would be met with a blank stare, right? Or people trying to force you into what they've decided would be the right product.

So there was this first angle that was interesting and that still marked me.

The second thing that marked me actually a lot was everything that could go wrong went wrong.
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