That's a great question, probably worth an entire blog post. I think that the most straightforward would be to become (and be perceived within the firm as) an expert in the domain or space which the non-conventional venture operates. That way, you have the moral credibility to truly advocate for it. Another approach would be to call it out as such - communicate that it's indeed non-consensus, and why that makes it an interesting investment prospect.
There are many possible paths to success in VC, but I think developing specific domain expertise is a well-beaten one which has proven to be successful for many. But I think it's not necessary, nor certainly is it sufficient.
That's a great question, probably worth an entire blog post. I think that the most straightforward would be to become (and be perceived within the firm as) an expert in the domain or space which the non-conventional venture operates. That way, you have the moral credibility to truly advocate for it. Another approach would be to call it out as such - communicate that it's indeed non-consensus, and why that makes it an interesting investment prospect.
There are many possible paths to success in VC, but I think developing specific domain expertise is a well-beaten one which has proven to be successful for many. But I think it's not necessary, nor certainly is it sufficient.