Dragonfly Launches $650M Fund IV as Co-Founder Reveals the Blueprint Behind Building a Crypto VC Firm

TLDR:

• Dragonfly Capital launched a $650M Fund IV, bringing total assets under management to approximately $4 billion.
• Co-founder Qureshi credits geographic arbitrage between Asia and the US as the firm’s earliest competitive edge.
• Dragonfly avoided trending crypto deals like Terra and Axie, instead backing Ethena and Polymarket at low-interest periods.
• Qureshi argues that non-consensus investments drive the majority of venture returns, making contrarian discipline essential.

Dragonfly Fund IV, a $650 million crypto venture capital fund, has officially launched amid widespread skepticism about the industry.

Dragonfly Capital now manages approximately $4 billion in assets across offices in New York, San Francisco, and Singapore, with around 45 staff members.

Co-founder Haseeb Qureshi recently shared a detailed account of the lessons behind building the firm, offering rare transparency into the mechanics of crypto venture capital.

Starting From Zero: Reputation and Finding a Niche

Dragonfly Fund IV’s story begins long before the launch announcement. Qureshi entered crypto in 2018, just as the ICO bubble collapsed and most participants were exiting the space.

He later partnered with Bo to launch Dragonfly Capital at a time when dominant players like Polychain, Pantera, and a16z controlled the market.

According to Qureshi, first-time fund managers must stake their personal reputation to get started. He wrote that raising from friends, former bosses, and wealthy connections is non-negotiable for a debut fund. Without putting everything on the line, he argued, there is little to no chance of success.

The firm’s early edge was a geographic arbitrage strategy. Qureshi was based in the United States while his partner, Bo operated in Asia.

This east-meets-west positioning helped Dragonfly earn allocations in early rounds, even without leading deals. The approach was demanding, requiring long hours and constant coordination across time zones.

Talent Management and Brand Building as Competitive Advantages

As Dragonfly grew, Qureshi identified talent retention as a major differentiator. He noted that VC firms are notoriously poor at corporate management, including basic practices like mentorship, clear responsibilities, and open communication. Poor management often goes unaddressed because power law returns mask internal dysfunction.

Dragonfly took a different path. The firm invested in giving junior team members stability, voice, and independence.

Qureshi credited this approach for helping retain people who could have joined larger platforms. Over time, those individuals became central to the firm’s performance.

Brand distribution was another focus area. Qureshi stressed that every team member should build a personal audience. He encouraged public writing, social media presence, and individual thought leadership.

Firms that discourage employees from engaging publicly, he wrote, are making a strategic error.

Investment Philosophy: Non-Consensus Bets and Long-Term Discipline

On investment strategy, Qureshi outlined a clear framework. Most returns in venture come from a small number of deals, often just two or three per fund. He pointed out that consensus deals are usually overpriced, leaving little room for outsized returns.

Dragonfly’s biggest wins came from avoiding popular trends. The firm passed on Terra, Axie Infinity, and Yuga Labs during their peaks.

Instead, it backed Ethena shortly after the Terra collapse and invested in Polymarket before the 2024 election cycle drew mainstream attention.

Hsseeb wrote on X: “Every cycle has a narrative that feels irresistible…most of those themes turn out to be a waste of money.” He tied this discipline directly to portfolio construction, warning that trend-following produces a portfolio of “what was popular 18 months ago.”

Qureshi also addressed fundraising timing, noting that the best window to raise capital rarely aligns with the best time to deploy it. Managing that tension, he concluded, is one of the defining skills in venture.

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