The article highlights the emerging role of community within venture capital firms, particularly the position of "Head of Community." Traditionally, venture capital relied heavily on personal networks and relationships. Partners built connections through informal interactions, but this approach doesn't scale. A Head of Community can specialize in managing and expanding these networks, transforming them into a strategic asset rather than just a byproduct of personal effort. The piece emphasizes a shift from merely maintaining existing relationships to actively developing new ones. Engagement focuses on preserving current ties through events and updates, while development seeks to identify and cultivate future connections. It encourages firms to ask critical questions about who is missing from their networks and where emerging technologies and expertise are forming. An example illustrates this: a portfolio founder invited the author to a launch event, leading to valuable connections and a potential deal for their investment team. The author argues that many firms still treat community as an ancillary function, often merging it with marketing or platform roles. This limits its potential impact. Instead, community should be recognized as a strategic discipline that shapes knowledge flows and talent aggregation. By investing in community development, firms can better position themselves to spot and act on emerging opportunities before they become mainstream.