Jessica Hayes is a Vice President at AVP, a €2.5bn+ independent multi-stage investment platform focused on high-growth technology companies across Europe and North America. She focuses on Series A and B investments in enterprise software, including infrastructure and security, as well as vertical AI across healthcare, fintech, and industrials. Previously, Jessica was a private equity investor at Ares Management and an investment banker at Moelis & Company. Born in China and raised in Texas, she studied finance and pre-med at the University of Texas at Austin. Outside of work, she enjoys practicing yoga, reading philosophy, and playing a good game whether on a screen or around a table.

Could you explain more about what you do in your roles at EVCA?

I serve as a New York Chapter Lead, where I focus on building community among venture and growth investors. My role includes hosting networking events and panels, meeting with EVCA members on a weekly basis to share insights and resources, and making warm introductions between investors and operators. One of my favorite EVCA events was a small gathering at my apartment, where 30 NYC investors used Big Talk cards to spark thoughtful, meaningful conversations.

What made you interested in taking a leadership role at EVCA?

EVCA stands out as one of the largest and most engaged communities for emerging venture investors, and I was excited to support its mission of bringing people together at the pre-partner stage. Venture can feel opaque early on, and EVCA creates a space where people from diverse backgrounds can share insights, learn from senior perspectives, and demystify the path forward. That kind of peer-driven collaboration is incredibly powerful, and I wanted to help foster it.

What is your most contrarian view on an existing or emerging technology trend?

Much of today’s AI innovation consists of short-lived bridge solutions built around current model limitations. Demand for AI products is exploding, but tools are easier to trial and switch than ever, making early growth a weaker signal of long-term value. The market continues to overweigh growth and underweigh long-term customer retention, even though enterprise software value has historically accrued to systems with extreme stickiness. As model capabilities improve and development and integration costs fall, many copilots and point tools will be absorbed by foundation models or bundled into incumbent platforms.

I’m more excited by vertical and enterprise applications where software reshapes behavior and workflows, because that’s where real switching costs are created. The most durable opportunities are high-autonomy systems that replace labor or consulting spend, unlock larger budgets, and generate proprietary data through daily usage - because retention, not experimentation, is what ultimately compounds value.