Garry Visontay is an Australian venture capital investor at Right Click Capital who brings a hands-on company builder background, having started and grown five businesses across different industries, which gives him an operator-centric approach to investing rather than a purely financial perspective. He has played a visible ecosystem-building role beyond his fund work, including co-directing Founder Institute in Sydney and maintaining a public voice on founder-investor best practices through regular posts and commentary that coach founders on discipline and communication.

• Values consistent and transparent reporting, viewing the absence of monthly updates as a major warning sign that a startup is in trouble. He prefers founders who share bad news rather than burying it and suggests giving key investors direct access to metrics dashboards to demonstrate execution capability and build trust over time.
• Highlights the critical gap in soft skills among technical founders, particularly regarding recruitment and team management. He shares a specific example of a high-growth startup that suffered a near 50 percent failure rate in hiring because the founders had never learned how to assess candidates for cultural fit.
• Advocates for prioritizing mental health, noting that founders often erroneously blur the line between their personal identity and their company's performance. He suggests that founders should treat self-care as a legitimate business necessity, even going so far as to include a specific budget line for it to ensure long-term productivity.
• Warns against the potential downsides of taking capital from strategic investors too early, such as restricting future exit opportunities or giving away too much control. He points out that while the idea of a strategic partner is attractive, the promised benefits regarding business opportunities and networking expertise are frequently broken.
• Advises founders to master brevity and adaptability during the pitching process, specifically warning against rambling during the Q&A portion of a meeting. He respects founders who are prepared to pitch in any format, including informal discussions without a slide deck or projector.
• Focuses on the dangers of premature scaling and false validation, arguing that outsourcing early work creates a temporary strength that leaves the company weak later on. He believes founders often mistake growth for product-market fit, when they should instead be focusing on deep customer insights and unit economics.