London · San Francisco · Global

Don
Hoang

Operator, advisor, and investor with 25+ years spanning private equity, venture capital, and high-growth companies. Former Revolut & Uber. Scout, Sequoia Capital. Active in AI & emerging technology.

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Operator · Advisor · Investor
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About

Building companies
that endure.

Revolut Uber Stanford GSB Top 5% Angel

Don Hoang is an experienced operator and investor with 25+ years spanning private equity, venture capital, and high-growth companies. He has held executive roles at Uber and Revolut and served on the Investment Committee at Atomico, one of Europe's leading venture and growth equity funds, where he helped raise and invest a $1.24bn Fund.

At Revolut, Don was VP of Global Business, overseeing growth, profitability, product, sales, partnerships, and capital markets. He built and scaled global operations enabling expansion into new markets — helping Revolut become Europe's most valuable private startup at a $75bn valuation.

At Uber, he led the company's international rollout across 45 countries, raising $3.5bn in growth capital, executing $4bn in M&A, and managing a P&L north of $100m.

Alongside his operator roles, Don is a top-performing angel investor and advisor with 50+ early-stage investments, ranking in the top 5% of angels (Cambridge Associates). He is also a scout for Sequoia Capital, identifying and backing high-potential startups worldwide.

25+Years Experience
50+Angel Investments
45Countries at Uber
$75BRevolut Valuation
$1B+First Cheque to Unicorn
Experience
Revolut
VP, Global Business

Joined as an early executive, helping shape Revolut's global expansion from the ground up. Oversaw growth, profitability, product, sales, partnerships, and capital markets — through to a $75bn valuation.
Uber
International Expansion

One of the early executives helping build Uber internationally. Led rollout across 45 countries, raising $3.5bn in growth capital and executing $4bn in M&A.
Sequoia
Scout

Identifying and backing high-potential startups worldwide. 50+ investments ranking in the top 5% of angels (Cambridge Associates).
Stanford GSB
MBA · UCLA BA

MBA from Stanford Graduate School of Business. BA from UCLA. Two institutions that shaped an approach to business grounded in rigour and ambition.
Imperial College
Advisory Board

Advisory Board member at Imperial College Business School, supporting the next generation of global business leaders.
Selected Press
Sifted

The Revolut power players
FT

Revolut fundraising and hiring Don Hoang
Bloomberg

Atomico appoints Revolut executive as Partner
Forbes

Partnering with VCs to back the next generation of founders
Sifted

The investors Sequoia is hunting with in Europe
Focus & Impact
Focus Areas
Case Studies
Stablecoin Infrastructure · First Cheque

First cheque in. Company now worth over $1bn.

  • Backed pre-product, before any institutional capital was in the room
  • Shaped the founding narrative early; stayed close as conviction compounded across successive raises
  • Connected the founders to institutional capital at the right moments — each introduction timed to when the story had matured enough to land
Valued at $1bn+ · Backed by tier 1 global investors
AI Company · Series A

Series A. Oversubscribed. Crowded market.

  • Built the narrative from inception — long before the raise began, when the company wasn't yet fundable on its own terms
  • Ran a disciplined process: eight high-conviction investors, warm paths to each, full preparation for every partner meeting
  • Repositioned the pitch around retention depth — why customers would never leave — not just why the product was good
Closed oversubscribed · Backed by tier 1 global investors
AI Company · Seed

Revenue 5x at seed stage.

  • Right product, no repeatable commercial motion — rebuilt the pipeline from scratch
  • Defined the ICP, built the vertical GTM playbook, and handed the team a repeatable motion they could run independently
  • Hired the commercial lead: wrote the spec, ran the process, closed the candidate
Revenue 5x · Now raising Series A · Backed by tier 1 global investors
Fintech · Series A

One market to four. Revenue 6x in twelve months.

  • Designed the expansion sequencing — chose new markets on regulatory fit, competitive gap, and distribution leverage, not just headline size
  • Built the market-entry playbook for each geography: pricing, distribution channels, first enterprise relationships, local hiring
  • Placed country leads across all three new markets from a network built over a decade of international operations
International revenue 40% of total · Backed by tier 1 global investors
Consumer Tech · Series B

Restructured the org. Headcount 3x. Execution held.

  • Diagnosed the accountability gaps slowing decisions — redesigned the team structure around outcomes, not functions
  • Hired two senior leaders who became the executive spine of the company; neither would have surfaced through a standard search
  • Built the operating cadence — weekly metrics, quarterly planning — that let the founder step back without losing grip
Headcount 3x without losing execution quality · Now scaling Series C
Writing

The consensus is that AI democratises capability. From where I sit — across my portfolio and the companies I advise — it's an amplifier: it takes whatever is already there and makes more of it. Good operators are moving with more precision. Bad operators are producing more output without improving outcomes. The gap between strong and weak isn't closing. It's widening.

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After 50+ investments across the full company lifecycle, I've come to believe that what makes a great founder changes dramatically depending on the stage. Early stage: conviction over proof — a specific and defensible point of view on how the world is going to change. Late stage: that same conviction, now paired with the science of execution — metrics that compound, clear accountability, a repeatable motion the team can run without the founder in the room.

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The operators I've seen use AI well share one thing in common: they started with the problem, not the technology. The winners aren't the ones who move fastest — they're the ones who make the most durable choices, embedding AI into core operations in ways that are hard to unwind and impossible to replicate quickly. Infrastructure beats features, every time.

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The most common mistake I see founders make with AI is treating it as a technology competition. The underlying models are commoditising faster than anyone predicted. The moat is distribution, data, and workflow depth — the companies that will win are the ones embedded so deeply in a customer's operations that switching becomes genuinely painful.

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When I was VP of Global Business, Revolut was launching new products at a pace most financial services companies couldn't comprehend — not because we had more people, but because we had built a machine for iteration. Product velocity isn't a function of effort. It's a function of organisational design: how decisions get made, how teams are structured around outcomes, how you handle the tension between quality and speed.

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Uber's answer to international expansion was radical decentralisation — each city operated like an independent startup, with real P&L ownership and real hiring authority. The version that actually works: maximum local autonomy on decisions that are genuinely local, maximum standardisation on everything that isn't. Structure is a strategy, not an HR question.

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Most founders assume what got them to $100m will get them to $1B. It won't. Somewhere around the $500m–$1B mark, the skills that made you successful — tight loops, founder-led decisions, scrappy execution — start working against you. The transition is hard because it requires you to evolve your identity, not just your tactics.

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Contact

Let's build
something great.

Don takes on a small number of advisory relationships each year — across fundraising, commercial scale, and international expansion. If you're building something that fits, reach out directly.

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