Venture capital is often a game of spreadsheets and bravado, but Amy Griffin is looking at things differently. She’s the founder and managing partner of G9 Ventures, and if you haven't heard of The Tell by Amy Griffin, you're missing the shift happening in how deals actually get done. It isn't just a catchy phrase. It's a lens. It’s a specific way of evaluating founders that moves past the "growth at all costs" metrics that dominated the last decade.
Honestly, the old way of picking winners is broken. We saw it with the massive collapses of overhyped unicorns. Griffin’s approach focuses on something more primal: the human behavior behind the business.
What Exactly Is The Tell by Amy Griffin?
Basically, it's about the signals. Not the pitch deck signals—those are polished by consultants. We’re talking about the micro-behaviors. When Amy Griffin talks about "The Tell," she’s referring to the moment a founder reveals their true character under pressure or during a casual interaction. It’s the "poker tell" of the business world.
You’ve probably seen it. A founder treats a waiter poorly during a lunch meeting. Or maybe they pivot their entire life story to fit what they think an investor wants to hear. To Griffin, those aren't just quirks. They are data points. G9 Ventures has used this philosophy to back some of the most recognizable consumer brands of the last few years, including Bumble, Goop, and Spanx.
The Psychology of the Founder-Market Fit
Most people talk about founder-market fit like it’s a checkbox. It’s not. It’s a deep, almost obsessive connection to the problem being solved. Griffin looks for "The Tell" in how a founder describes their early failures. If they blame the market, the team, or "bad luck," that’s a red flag. If they own the mess? That’s a signal.
The framework is rooted in the idea that early-stage investing is 90% people and 10% product. Products change. Markets shift. But the person at the helm? Their core temperament is usually fixed. Griffin’s track record suggests that identifying these behavioral tells early can predict how a leader will handle the inevitable "trough of sorrow" that every startup hits.
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Why the G9 Ventures Strategy Works
It's kinda simple when you think about it. G9 Ventures doesn't just spray and pray. They are highly selective, often entering as a value-add partner rather than just a checkbook. The Tell by Amy Griffin allows the firm to filter out the "mercenaries"—the people just looking for an exit—and find the "missionaries."
- Obsessive User Empathy. Does the founder actually use the product? It sounds stupidly obvious, but you'd be surprised how many don't.
- Operational Vulnerability. Can they admit what they don't know? Griffin has noted that the best founders are those who are "humbly confident." They know their vision is right, but they know their current execution might be flawed.
- Speed of Iteration. This is a huge tell. How fast do they move after receiving negative feedback?
Griffin’s background as a collegiate athlete (she played volleyball at the University of Virginia) heavily influences this. She knows what a "team player" looks like versus someone who just wants the spotlight. In the high-stakes world of New York and Silicon Valley venture capital, this "Tell" acts as a filter against the ego-driven founders who often burn through capital without building culture.
Real-World Applications: Beyond the Boardroom
You don't have to be a venture capitalist to use The Tell by Amy Griffin. You can use it when hiring a manager or choosing a business partner. It's about looking for the gaps between what people say and what they do.
Think about a founder pitching a health and wellness app. If they are visibly burnt out, treating their assistant like garbage, and haven't slept in three days, their "tell" is screaming that they don't actually believe in the "wellness" they are selling. It’s a misalignment. Griffin’s genius is in spotting that misalignment before the millions of dollars are wired.
Misconceptions About the G9 Approach
Some critics think this is too "vibes-based." They want more Hard Data. More EBITDA projections. But here’s the reality: at the seed and Series A stages, the data is almost always fake. It’s a projection of a future that doesn't exist yet. Griffin isn't ignoring the numbers; she’s acknowledging that the numbers are a derivative of the person.
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If the person is right, they will fix the numbers. If the person is wrong, no amount of initial traction will save the company long-term.
How to Identify Your Own Business "Tells"
If you’re a founder looking for investment from firms like G9, you need to be aware of what you’re projecting. This isn't about "faking it." In fact, trying to fake a "tell" is the easiest way to get caught.
- Audit your reactions. How do you respond when a potential investor asks a "stupid" question? Do you get defensive? That’s a tell.
- Check your references. Amy Griffin and her team do deep diligence. Your "tell" might not come from you; it might come from the person you worked with five years ago.
- Focus on the "Why." If your only answer for starting a company is "market opportunity," you lack the emotional tell that suggests longevity.
The landscape of 2026 demands more than just technical skill. We are in an era of "radical transparency." Consumers want to know who is behind the brand. The Tell by Amy Griffin aligns perfectly with this because it prioritizes authentic leadership over polished personas.
The Shift Toward "The Tell" in Modern VC
We are seeing a broader trend here. Other firms are starting to adopt similar "behavioral diligence" phases. It’s no longer enough to have a beautiful Figma file. You need a narrative that holds up when someone pokes a hole in it.
Griffin’s success with brands like Athletic Greens and Hello Sunshine (Reese Witherspoon's media company) proves that the "human-first" model scales. These aren't just companies; they are communities. And you can't build a community if the founder's "tell" suggests they don't actually care about the members.
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Actionable Steps for Founders and Investors
If you want to integrate the philosophy of The Tell by Amy Griffin into your own professional life, start with these specific shifts:
For Investors:
Stop looking at the deck during the first ten minutes of a pitch. Look at the founder. Watch how they interact with their co-founder. Do they interrupt? Do they give credit? These are the micro-tells that indicate whether a team will survive a pivot or implode under stress.
For Founders:
Develop your "Internal Tell." Be honest with yourself about your motivations. If you are doing this for the wrong reasons, it will eventually show. The most successful founders Amy Griffin backs are those whose personal identity is separate from their business success—meaning they can make rational decisions without their ego getting in the way.
For Career Professionals:
Watch the "tells" of your leadership. Is the CEO's behavior consistent with the "Company Values" poster in the breakroom? If not, the "tell" is informing you that it’s time to update your resume.
The bottom line is that the "tell" is the truth. Everything else is just marketing. By focusing on these authentic signals, Amy Griffin has carved out a massive niche in the competitive world of venture capital, proving that sometimes, the best way to predict the future is to simply pay closer attention to the person standing right in front of you.
Next Steps for Implementation:
- Conduct a "Behavioral Audit": Review your last three major decisions. What were the non-verbal cues you ignored?
- Study G9 Ventures' Portfolio: Look at the founders of Bumble and Spanx. Note the consistency in their public communication and "founder story."
- Practice Active Observation: In your next high-stakes meeting, spend 5 minutes purely observing body language and response times rather than the content of the words being spoken.