Leapfrog Ventures
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Why do we call ourselves Leapfrog?
The answer is simple. We believe that the most successful company in any industry gains a disproportionately higher return for its shareholders. Our mission is to help our portfolio companies Leapfrog their competitors and achieve industry-leading levels of competitive and market performance as quickly as possible.

What does it take to Leapfrog the competition?
Success isn't easy. Opportunity, skill, resources, relationships, commitment, and execution are all needed to succeed. We know. We are all experienced operating executives of technology companies as well as successful venture investors. We can recognize the patterns that signal opportunities or risks in a small, high growth company. We have the resources and relationships to help entrepreneurs create the key alliances that will allow them to achieve victory early and convincingly.

We know what entrepreneurs need to succeed.
Every entrepreneur wants an investor who can help build the business. What does this mean? Certainly it is about advice and experience. These are the intangibles. Then there are the tangibles - the introductions to key customers and strategic partners, the access to distribution channels, the assistance in attracting and recruiting key executives - these are the immediate advantages that help Leapfrog the competition. We have built an extensive network of relationships which can be called upon to accelerate the success of our portfolio companies.

Leapfrogging takes teamwork.
When you work with us, you work with all of us, not just a single partner. All the partners work closely with all our companies to ensure that all of our collective resources are being matched to the immediate needs of our portfolio companies.

Leapfrog is selective.
This level of commitment and involvement has an impact. We can only focus on a select number of companies; therefore, we have high standards and high expectations. Frankly, we are biased towards entrepreneurs who share this commitment to excellence.

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