Meet David Zhu, CEO and Co-Founder of Reevo

What does it take to build a company that challenges industry giants and a venture firm at the same time?  In this exclusive ATC interview, Judy Canalin sits down with David Zhu, CEO and co-founder of Reevo and founding partner of Zhu Ventures, for a candid conversation on entrepreneurship, resilience, and the power of lifelong relationships.  David shares how his early years in China and Silicon Valley shaped his contrarian views on education, why failure is the cornerstone of innovation, and how multi-decade friendships became the foundation for Reevo’s success.  From raising a fund to scaling a startup in a competitive market, this is a genuine, insightful look at what it means to lead boldly in today’s startup world.

Judy: David, let’s start with your background. Can you share more about your upbringing and how it influenced your path into entrepreneurship?

David: I was born in China and spent my early childhood immersed in an environment shaped by my father’s entrepreneurial spirit. He was constantly on the move - Wuhan, Hong Kong, Guangzhou, Shenzhen, even London - pursuing ventures that I didn’t fully understand at the time, but I could sense the energy and independence in what he was doing.  That exposure planted a seed in me early on.  I was treated like a “little prince” because of my father’s reputation, and while that may have spoiled me a bit, it also made me aware that there was something different about carving your own path.

When we moved to the U.S. in 1997, my parents were hit hard by the stock crash, which was a tough transition.  But by then, the idea of entrepreneurship had already taken root.  Growing up in the Bay Area, I was surrounded by a culture that celebrated risk-taking and innovation.  It’s a place where being entrepreneurial and bold isn’t just accepted, it’s encouraged and expected.

That combination of early exposure to my father’s ventures and the American ecosystem that rewards bold ideas created the perfect storm.  I didn’t set out with a clear plan to become a founder, but over time, I realized that I was drawn to building things from scratch, solving problems, and creating something meaningful.  For the past 15 years, I’ve been doing just that: building startups, embracing the chaos, and learning through trial and error.

Judy: How did your educational journey play into your entrepreneurial mindset?

David: My educational experience shaped my entrepreneurial mindset mostly by showing me what I didn’t want to do.

I grew up and studied entirely in the Bay Area, eventually graduating from UC Berkeley.  From an early age, I questioned why schools were designed to teach everyone at the same pace, aiming for the median rather than nurturing individual strengths.  In large classrooms with a 1-to-30 or 1-to-50 ratio, it’s impossible to tailor learning to each student’s unique capabilities. That system, in my view, discourages creativity and risk-taking, which are the very qualities entrepreneurs need. Because of this, I started to focus on hustle rather than on grades – tutoring calculus in eighth grade, taking side jobs, and finding ways to create value.  At the time, I didn’t think of those activities as entrepreneurial, but they taught me resilience and self-reliance.

College reinforced my contrarian perspective.  At the time, Berkeley was/is known for its rigorous engineering and computer science programs, but I saw how various classes and curve grading created a culture of conformity rather than innovation.  That experience convinced me that success doesn’t come from following a prescribed path, it comes from thinking differently, questioning norms, and being comfortable with and learning from failure. Those lessons shaped Reevo’s culture: we embrace mistakes, prioritize learning, and reject the idea that there’s only one path to success.

Judy: How do you see those values reflected in your leadership, both in business and personal?

David: My leadership philosophy is rooted in the belief that innovation thrives in an environment where people feel safe to take risks and learn from mistakes.  From day one, I was intentional about building a culture that prioritizes curiosity, resilience, and trust.  We don’t punish failure; we extract lessons from it.  If you know something will work, it’s not innovation, it’s repetition.  And Reevo is not in the business of repetition.

We’ve created systems that reinforce psychological safety. We attack problems, not people. When things go wrong, we ask, “What can we learn?” not “Who’s to blame?” That mindset keeps us creative instead of fearful.  When the team knows that mistakes are treated as data, not as personal failures, they take bolder bets.  And bold bets are the only way to break through in a market dominated by incumbents. 

Transparency and shared ownership are also key.  Every team member understands the “why” behind decisions, not just the “what.” That clarity empowers people to act boldly because they know their work connects to a bigger mission.  And when we succeed, we celebrate as a team; when we stumble, we rally together to course correct.

I share my own mistakes openly, whether it’s a product decision that didn’t pan out or a hiring call that was misjudged.  When leaders admit their missteps, it sends a powerful signal - vulnerability isn’t weakness, it’s a catalyst for growth.  In a startup, you’re fighting inertia every single day, and survival depends on relentless iteration and collective resilience.  That means creating a culture where people feel safe to experiment, fail fast, and learn without fear of blame.  My job as a leader is to engineer that environment. 

As a parent, I apply the same thinking. I have two kids, ages five and seven, and I encourage them to see mistakes as growth, not failure.  I want them to discover their unique spikes, their passions and strengths, and pursue them at their own pace.  Whether it’s building with Legos or tackling a tough problem, I encourage them to try, to fail, and to learn from it.  That mindset builds confidence and embraces individuality, and the result is that you learn through failure, and reject conformity.  This is what drives me as a founder and as a father.

Judy:  Congratulations on the recent announcement for Reevo!  Tell us more about the company and what excites you most about building it.

David: Reevo was born out of a fundamental frustration we observed across revenue organizations - the “Frankenstack” problem.  Over the past decade, go-to-market teams have accumulated a patchwork of point solutions for sales, marketing, and customer success.  Each tool solves a narrow problem, but together they create a fragmented ecosystem that forces teams to spend more time managing systems than engaging with customers.  In fact, revenue teams waste up to 70% of their time reconciling data and workflows across these disconnected tools.  This inefficiency slows down growth, creates operational complexity, and erodes the ability to make fast, informed decisions.

Our mission at Reevo is to eliminate this fragmentation by building a unified revenue operating system: a single platform that consolidates the entire go-to-market stack.  What makes our approach unique is that we’re not just stitching existing tools together; we’re reimagining the entire workflow from the ground up with AI as the foundation.  This means every process - from pipeline management to forecasting to customer engagement - is powered by intelligent automation and real-time insights.  Instead of juggling multiple dashboards, revenue teams operate in one seamless environment where data flows effortlessly, decisions are faster, and execution is smarter.

Securing $80 million in funding, co-led by Khosla Ventures and Kleiner Perkins, marks a significant milestone for Reevo.  It’s one of the largest series A rounds for a GTM tech platform, and it gives us the resources to accelerate product development, invest in R&D, and hire world-class engineering talent.  Our vision is clear: to build the first AI-native revenue operating system that transforms go-to-market from chaos into clarity.

We’re not here to make incremental improvements.  We’re here to redefine how revenue organizations work.  With Reevo, companies can finally spend less time managing tools and more time driving growth. This is the reset modern teams have been waiting for.

Judy: What sets Reevo apart in the market?

David: Technology alone isn’t the differentiator.  Our real advantage lies in the strength of our founding team: Cindy, Clement, Curtis, and myself.  We’ve known each other for decades, and those deep bonds create resilience and trust, which are critical ingredients for navigating the inevitable challenges of building something this ambitious.  Curtis and Clement have been my closest friends for over two decades, and Cindy brings a unique perspective and operational rigor that elevates everything we do.  These relationships are professional and personal, and that level of commitment means we show up for each other in the hardest moments, when most startups break.

That connection gives us an asymmetric edge because one of the hardest truths about startups is this: by default, the company is dead.  Through a miraculous amount of work ethic, mental fortitude, and will, we generate momentum and spark out of nothing.  That initial static friction - taking something that is the default state of death to alive - requires a lot of trial and error, friction, and suffering.  And in order to endure that duration of suffering, which can be one, two, or multiple years, the bond between founders gives the company additional chances to iterate and find life.

That foundation also allows us to think bigger.  Our goal is to eliminate the inefficiencies caused by fragmented tech stacks and unlock a new era of speed, clarity, and growth.  It’s a bold vision, and it requires a team that can withstand the pressure, adapt quickly, and keep pushing forward.  That’s what makes us different; not just the product, but the people behind it.

Judy: What’s been one of the more challenging moments for you at Reevo?

David: One of the most challenging moments at Reevo wasn’t about a single crisis - it was about instilling the right culture from day one.  Culture often feels intangible, and early-stage startups tend to prioritize speed and product over values.  But I’ve learned from past experiences that culture isn’t a “nice-to-have”, it’s the foundation that determines whether a company can scale without breaking.

When we started Reevo, I was very intentional about defining our principles: choosing optimism, assuming best intent, doing right by employees and customers, and fostering a blame-free environment.  These values sound simple, but they’re hard to operationalize when the pressure is on.  And, unless you’ve been burned firsthand before, it’s really hard to appreciate and invest in culture early on. 

The real test came when we faced setbacks, such as missed deadlines, failed experiments, and tough decisions.  In those moments, it’s easy for teams to slip into pessimism.  But we leaned on our values - we attacked problems, not people; we treated mistakes as data and learning opportunities; and we reinforced that innovation requires risk.  This mindset helped us stay resilient and maintain trust even during the hardest times.

Over time, those principles became our operating system.  They shaped how we hire, how we make decisions, and how we respond to adversity.  Looking back, that early insistence on culture from day one was one of the most important decisions made.  At the time, it felt intangible and hard to justify when everyone wanted to focus on product and growth. But now, it’s clear: culture is the backbone of Reevo. 

And the truth is - Founders are very lonely.  Founding teams are very lonely.  It’s important for us to understand that life and business are similar and there are extended highs and extended lows.  As co-founders and early employees, it’s important to be there for each other as human beings.  To pick each other up and offer energy during the lowest lows, but also to be there during the highest highs and knock each other down when pride or ego takes over.  That requires emotional maturity, ego suppression, trust, and a willingness to give.

We’re not just building a company - we’re building it with people who will never let each other fall. And that’s why I believe we’ll win.

Judy: Can you share more about Zhu Ventures?

David: Zhu Ventures was born out of a combination of curiosity, opportunity, and a willingness to take on challenges that most people would shy away from.  The idea really started with Cindy, one of my co-founders, who had deep experience at Atomic Labs - a venture studio that incubated hundreds of startups, including notable successes like Hims & Hers.  Cindy introduced me to the venture studio model and its unique approach to governance, economics, and company-building.  I found it fascinating because it aligned perfectly with my belief in creating leverage through systems rather than relying solely on individual effort.

At the time, I was already doing advisory work for CEOs and executive teams, and Cindy suggested formalizing that into something bigger.  Her perspective was simple: “You’re already doing this so why not build a platform around it?”  That sparked the inception of Zhu Ventures.  True to my personality, I thought, how hard can it be? 

We decided to launch Zhu Ventures in parallel with building Reevo.  It was a bold move, but we believed the two could complement each other: one focused on operating and scaling a company, the other on backing and incubating new ideas.

We raised our first fund of $30 million relatively quickly, which validated the thesis and gave us confidence to keep going.  The model we adopted was inspired by the venture studio approach but tailored to our strengths: deep operational experience, strong founder networks, and a culture of resilience.  Our goal wasn’t just to deploy capital, it was to create an ecosystem where founders could access not only funding but also strategic guidance and operational support from people who have been in the trenches.

Now, as we gear up for Fund II in Q1, we’re doubling down on that vision.  Zhu Ventures is about more than investing; it’s about building enduring companies and fostering relationships that last decades.  For me, it’s also a way to scale impact beyond a single startup.  Reevo is one universe we’re creating, but Zhu Ventures allows us to create many universes in parallel.  That’s the exciting part.

Judy: Are there any Asian role models who’ve inspired you?

David: One person who stands out for me is Alfred Lin, now leading Sequoia Capital globally. Alfred is widely regarded as one of the most influential investors in Silicon Valley, but what inspires me isn’t just his track record, it’s his combination of intellectual rigor and humility.

I first encountered Alfred during my time at DoorDash in 2017, and what struck me was his ability to simplify complex business problems down to their core economics.  His superpower is operational discipline, he’s known for being mathematically precise and financially prudent, which is critical in businesses with razor-thin margins like marketplaces.  He understands unit economics at a granular level and uses that clarity to guide strategic decisions.  That level of rigor is something I deeply admire and try to emulate.

But beyond his business acumen, Alfred’s humility left a lasting impression.  I remember seeing him do small, thoughtful things - like cleaning up after board meetings or pushing in chairs - tasks most people in his position might overlook or delegate.  To me, these little tasks were a reflection of his respect for people and the environments he operates in.  That combination of confidence and humility is rare, and it’s something I aspire to in my own leadership style.

For me, Alfred represents what great leadership should look like: sharp thinking, operational excellence, and a deep sense of humanity.  He’s proof that you can be at the top of your game without losing sight of the small things that matter.  That’s the kind of role model I look up to - not just for what he’s achieved, but for how he carries himself along the way.

Judy: If you could go back and tell your younger self one thing before starting this journey, what would it be?

David: I’d probably tell myself, “Don’t do it.”  (laughs) But in all seriousness, I may have told myself to pick one lane instead of trying to do both - either be a founder/operator or a GP/investor.  Doing both Reevo and Zhu Ventures has been incredibly rewarding, but it’s also deeply demanding.  Each role requires full commitment; you can’t half-do either.

The reality is that building a company from zero to one is already a Herculean task.  It’s not just about strategy and execution, it’s about mental resilience, enduring years of uncertainty, and pushing through moments when everything feels like it’s falling apart.  Layer on top of that the responsibility of running a venture fund, managing LP relationships, and deploying capital wisely, and you’re essentially living two full-time lives.

If I had focused on one, I might have had more balance, especially with family.  Right now, I barely see my kids Monday through Friday, and that’s a real trade-off.  It’s not because I don’t want to; it’s because I simply don’t have the bandwidth.  Entrepreneurship demands sacrifice, and I’ve learned that time is the most expensive currency.

I don’t regret the journey.  It’s shaped who I am and taught me that if you want to build something meaningful, you have to lean into discomfort and give it everything.  But if I could give my younger self advice, it would be: choose one path, go all in, and protect the time that matters most.