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More Layoffs Are Coming. Here Are Hard-Earned Lessons From A Former CEO Who’s Been There On Doing RIFs The Right Way

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By Seamus McMahon

Reductions in force, or RIFs, are often unavoidable and always painful. I’ve been there. And judging by the latest data from the Crunchbase Tech Layoffs Tracker, RIFs are continuing at a steady pace.

This year, tech firms both large and small have announced layoffs. Even companies in industries with rapid growth, like artificial intelligence, are not immune, as we saw Scale AI announce a 14% RIF in July.

Seamus McMahon

As a leader, you can effectively manage RIFs if you develop a comprehensive strategy and apply the insights gained from the experience and perspectives of other leaders who have been through them.

During my stints as a senior executive and CEO in various banks, I had to shutter more than one business that wasn’t making strategic sense. As a founder, I had to lay off the majority of the team in a business that didn’t find its product-market fit.

In both cases, many of the team members were long-time colleagues and friends. It sucked.

If you are not currently facing a RIF, this is the perfect time to create a strategy for one and hope you will never need it. Regardless, it is still crucial to assess the factors and events that could necessitate such a response.

Let’s explore what those look like.

Factors influencing RIFs

RIFs can be caused by macro and micro factors, the fault of the leadership team, or truly be necessitated with no one to blame.

At the macro level, if you look at venture capital and private equity, limited partners have been vocal about reducing their funding commitments until they see some capital returned. Secondary stock sales are not giving them much comfort that their GPs’ valuations of their portfolio companies are realistic.

The upshot for founders: You may be unable to count on that next raise being as large or coming as quickly as you had planned.

At the individual company level, a RIF may be the best or only way to deal with a change in strategy and market positioning. It may also be the most sensible option to revamp an organization that is no longer streamlined for success. The unexpected loss of a key customer could leave leadership with no choice but to reduce headcount.

One positive aspect that we can draw from the most recent economic data is that the U.S. economy has held up better than many expected, despite or perhaps because of changes in trade policy, tax rules and beyond.

However, uncertainty still looms for the second half of 2025 and into 2026. Including a downsizing scenario in your planning makes strategic sense, no matter how optimistic the outlook generally.

Conducting RIFs with compassion and clear strategic objectives

Your main priority in conducting a RIF should be treating employees with compassion. While this might seem obvious, there have been many instances in recent years where this hasn’t been the case.

I see too many RIF announcements that provide only vague rationales. This may be what your lawyers advise, but it clouds the perception of “Are you really on top of the business?”

Be as clear as you can about why this RIF had to happen and why now. To the extent you can afford severance and placement assistance, the positive impact on the remaining team may be as powerful as retention bonuses for key people. It will pay off in the recruiting marketplace.

Similarly, I have seen RIF plans that cut evenly across the company, without a strategic plan to reallocate resources to the best-performing teams, products and markets. Very often, this leads to a second, or even third, RIF within a year.

Let’s turn to the CEO and top team. Anyone with a shred of empathy will hate announcing and leading a RIF, no matter how justified. However, the remaining team needs leadership that is focused and sympathetic, yet calm and energized about the post-RIF opportunities.

By all means, turn to your peers who have been through this. Mentors and coaches can play a brief but pivotal role in providing guidance and serving as a neutral party to confide in.

Perhaps surprisingly, there is potential upside in downsizing. After a couple of personal repetitions and counseling of other CEOs, I came to realize that a RIF can create opportunities to promote and hire superior talent into new positions. In particular, if you are shrinking one product line or geography, you may be looking to reassign talent to existing teams that you’re able to keep.

Striking the right balance of empathy for those leaving and optimism toward those staying and joining is possible. Focus, conviction and empathy will get you there.

Mistakes to avoid along the way

I’ve been in the business for decades and I’ve learned some lessons. The first is that I wish I had developed both pessimistic contingency plans and optimistic business projections. Even a skeleton plan of how you will reduce burn rates, who stays and who goes, allows leadership to focus on execution and communication when they are most critical.

The next step is to keep your investors informed about this planning. This not only ensures that you look professional, but it also gives you the best chance to get their support when it’s no fun for them either.

On the topic of communication, I learned to keep the story short, candid and in your own voice. If it sounds like a committee or outside counsel wrote your message, you will lose authenticity when it really matters. Reiterate your right to win and your confidence that the RIF sets you up for success.

From a tactical perspective, conduct the RIF mid-week and hold a follow-up town hall on Friday. Letting people know they are being let go on a Wednesday gives them and HR some time to process before the weekend. Similarly, a town hall on Friday gives you the best shot at sending the remaining team into the weekend with the story you want to tell.

Anticipation, planning and clear communication. Done correctly, a RIF can galvanize and focus an organization.


Seamus McMahon is an organizational and strategy consultant who helps individual and corporate clients with executive coaching, team development, succession planning and strategy development. He has had leadership roles in large and small organizations: he ran the global financial services group at Booz Allen, was the CEO of TD Bank USA, led HSBC’s U.S. expansion program, and co-founded Novantas, a data analytics company. During the 2008-2009 economic crisis, McMahon was an adviser to the U.S. Congress on the Troubled Asset Relief Program, and he has served on several nonprofit boards, including the National Council for Economic Education, American Lung Association of New York, and the National Ability Center.

Illustration: Dom Guzman


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Fintech Startup Rillet Lands $70M Series B From a16z, Iconiq Just 12 Weeks After Last Raise

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Fintech Rillet announced Wednesday that it’s raised $70 million in a Series B funding round co-led by Andreessen Horowitz and Iconiq Capital.

Notably, the financing comes just 12 weeks after the Palo Alto, California-based startup raised $25 million in a Series A round led by Sequoia Capital, which also participated in the latest raise alongside Oak HC/FT and earlier backers. The 4-year-old company has now raised over $108.5 million over the past year. While Rillet did not disclose valuation, a source familiar with the deal told Reuters that it is around $500 million.

Nicolas Kopp, Rillet CEO and co-founder

Co-founded by Nicolas Kopp, former U.S. CEO of N26, Rillet describes itself as an AI-native ERP, or Enterprise Resource Planning software, built for CFOs and accounting teams at high-growth companies. It integrates with hundreds of tools across the tech stack and uses artificial intelligence and machine learning to automate critical accounting workflows, such as accruals, bank reconciliations, revenue recognition and investor reporting.

“It was timely doing the Series B so quickly,” Kopp told Crunchbase News. “Revenue has doubled in the 12 weeks since Series A and this new round was pre-emptive — so it made sense to do it now to fuel the fire and all.”

Rillet works with over 200 companies, he said, declining to reveal hard revenue figures. Customers include Postscript, Finch, Laurel, Lang AI and Windsurf.

As part of the financing, Andreessen Horowitz general partner Alex Rampell and Iconiq general partner Seth Pierrepont are joining Rillet’s board.

“In our view, Rillet is not just modernizing accounting software, it’s redefining what finance teams can achieve when freed from outdated systems,” said Pierrepont in a written statement. “Their AI-native approach can give companies a clear edge: faster insights, leaner teams, and smarter decisions.”

Looking ahead, Rillet plans to expand its AI capabilities and deepen integrations across the financial technology stack. Its goal is to build “a collaborative platform where AI agents and human expertise work together to transform how businesses understand and manage their financial performance.”

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Startup Funding Stays Flat, But Figma IPO Lights A Spark In The Market 

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Global venture funding totaled $29.7 billion in July 2025, flat year over year and down month over month from the $43 billion invested in June, Crunchbase data shows.

Despite a month-over-month dip in venture dollars, July offered hopeful signs for startup investors: AI remains a funding juggernaut, and Figma’s stellar IPO performance could be the catalyst needed to unlock the public markets for dozens of high-growth, revenue-generating tech unicorns that have been waiting in the wings.

By stage, 10% of venture funding last month was invested in seed-stage companies, around 30% in early-stage deals, and 60% in late-stage rounds. Funding also continued to concentrate in larger rounds, with corporate and private equity leading the majority of deals at $200 million and over.

Overall, for the first seven months of the year, global venture funding has increased by 23%, driven by large billion-dollar-plus funding rounds to the AI sector, Crunchbase data shows.

The biggest news last month for the venture world was the blockbuster Figma IPO, which priced at $33 and climbed to more than 3x its IPO price by the end of the first day of trading, making the San Francisco-based design collaboration startup arguably the biggest tech brand to debut since 2022. As a 13-year-old company, established  in an earlier technology wave, Figma was able to grow revenue alongside the shift to AI.

The successful debut could spur more tech IPOs, especially for companies which have been waiting on the sidelines and are still growing, have significant revenue and are profitable or close to profitable.

AI took the biggest rounds

The largest startup funding round in July went to xAI — a $5 billion investment led by another  Elon Musk company, SpaceX.

That deal was also the third-largest funding this year, behind only OpenAI’s $40 billion SoftBank-led round announced in March, and Meta’s $14.3 billion investment in Scale AI in June.

Large rounds of $200 million or more totaled $11.4 billion in July, or around 38% of private financing to venture-backed companies. These larger rounds were led predominantly by corporate entities, private equity and alternative investors. OpenEvidence and Lovable were the only two rounds above $200 million led solely by venture capital firms.

U.S. and AI led

The U.S. continued to dominate startup funding in July, raising $17 billion — or 58% of global venture investment, Crunchbase data shows.

AI accounted for 37% of funding in July, totaling $11 billion and remaining the leading industry for funding, followed by healthcare and biotech at $5.7 billion. Funding to financial services was $4.6 billion last month, doubling from a year earlier.

Unicorns waiting to exit

The Figma IPO represented a big win for its startup investors, which included, respectively, seed through Series C lead investors Index Ventures, Greylock, Kleiner Perkins and Sequoia Capital — each of which earned billions in exit value, enough to return multiple funds.

However, with $1 trillion of capital invested in more than 1,600 unicorn-valued companies, a lot of value remains locked up in private companies that still need an exit path.

Methodology

The data contained in this report comes directly from Crunchbase, and is based on reported data. Data reported is as of Aug. 4, 2025.

Note that data lags are most pronounced at the earliest stages of venture activity, with seed funding amounts increasing significantly after the end of a quarter/year.

Please note that all funding values are given in U.S. dollars unless otherwise noted. Crunchbase converts foreign currencies to U.S. dollars at the prevailing spot rate from the date funding rounds, acquisitions, IPOs and other financial events are reported. Even if those events were added to Crunchbase long after the event was announced, foreign currency transactions are converted at the historic spot price.

Glossary of funding terms

Seed and angel consists of seed, pre-seed and angel rounds. Crunchbase also includes venture rounds of unknown series, equity crowdfunding and convertible notes at $3 million (USD or as-converted USD equivalent) or less.

Early-stage consists of Series A and Series B rounds, as well as other round types. Crunchbase includes venture rounds of unknown series, corporate venture and other rounds above $3 million, and those less than or equal to $15 million.

Late-stage consists of Series C, Series D, Series E and later-lettered venture rounds following the “Series [Letter]” naming convention. Also included are venture rounds of unknown series, corporate venture and other rounds above $15 million. Corporate rounds are only included if a company has raised an equity funding at seed through a venture series funding round.

Technology growth is a private-equity round raised by a company that has previously raised a “venture” round. (So basically, any round from the previously defined stages.)

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AI-Powered Sales Automation Startup Clay More Than Doubles Valuation To $3.1B

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Sales automation startup Clay has raised $100 million in a Series C round of funding that more than doubles the company’s valuation to $3.1 billion, the company told Crunchbase News on Tuesday.

Alphabet’s independent growth fund, CapitalG, led the round. Existing backers Meritech Capital Partners, Sequoia Capital, First Round Capital, BoxGroup and Boldstart Ventures, as well as new investor Sapphire Ventures, also participated.

Notably, the financing comes just six months after New York-based Clay announced it had secured $40 million at a $1.25 billion valuation in a Series B extension led by Meritech Capital.

In May, Clay completed a tender offer led by Sequoia at a $1.5 billion valuation. The latest infusion brings Clay’s total raised to $204 million since its 2017 inception. The company told Crunchbase News that it “hasn’t touched” the last round it raised.

Clay’s platform aims to “transform” traditional sales and marketing operations, building automated workflows that it says can research thousands of prospects, personalize outreach at scale, and identify revenue opportunities “that would be impossible to find manually.”

It integrates with more than 150 data sources, and its AI agents can perform research tasks such as monitoring competitor mentions to trigger personalized campaigns, or analyzing satellite imagery to count warehouse parking spots as a predictor of customer fit.

The company also claims to have developed something it calls a “GTM (go-to-market) engineering role.”

Kareem Amin and Varun Anand, co-founders of Clay.

“GTM engineering represents the first true AI-native profession, and we believe that it will be tech’s next big job category,” said Kareem Amin, CEO and co-founder of Clay, in a written statement. Amin originally founded Clay and was joined by co-founder Varun Anand in 2021.

Anand told Crunchbase News via email that Clay first coined the role of GTM engineering in 2023.

“GTM engineers combine growth acumen with AI and automation to build revenue engines. We call it ‘engineering’ because they work within certain parameters to build scaled systems — but instead of coding software, they’re coding revenue,” he said.

Clay raised another round to fuel the growth of GTM engineering and make “major” product upgrades, including autonomous agents for research and messaging, the ability to use first-party data, and better signals, according to Anand.

While Clay did not disclose hard revenue figures, it notes that its revenue is “on track to more than triple this year.” The company’s 10,000-plus customers include OpenAI, Anthropic, Cursor, Canva, Intercom and Rippling.

For its part, Capital G said in a blog post that over the past 18 months, it spoke with more than 100 sales and marketing leaders, studied past approaches to the sales and marketing stack, and projected how AI would change go-to-market. Its goal was to develop its perspective on the next era of go-to-market technology.

“Ultimately that work culminated in our deep conviction that Clay will become the de facto go-to-market platform for the AI era,” wrote Jane Alexander — who previously served as CMO of Carta — and Capital G investor Will Noddings.

“For decades GTM teams have had to deal with a suite of point solutions that chip away at pain points but in aggregate created a Frankenstein’s monster of disconnected tools,” they added. “For the first time, Clay gives revenue teams a single platform from which they can launch any campaign, limited only by their imaginations.”

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Photo courtesy of Ava Pellor via Clay.


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