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A Financing Trick to Run Faster


 

 

 

 

Posted by Dave McLaughlin

The hardest investor money to get is the first check. That starts the wheels turning. With Vsnap, the video messaging startup where I’m CEO and Co-Founder, I built a little wrinkle into the financing that put real money in the bank within two weeks of my going out to investors.

Speed matters a ton, especially for consumer internet startups. And with a small team, there’s a high opportunity cost to seeking investor money. Please don’t misunderstand me – finding aligned investors takes time, and this is the last thing in the world that you want to rush. But there is a point of diminishing returns and the more you get beyond that point, the greater the price you will pay.

Personally, I’m not confident that I have enough investors in my network who are comfortable with convertible notes, so I chose to price Vsnap’s seed round. I see this as me optimizing the process for speed and quality of partner, rather than for some illusory perfect price.

How did we set a price? We looked around at what other teams were getting and picked something in the middle. We gut-checked that with a few investors and a few entrepreneurs. We figured in the option pool from the founders’ share. We worked through the current dilution and sketched a range of scenarios for future dilution. We measured the total raise against our P&L then grilled ourselves on whether it would give us enough runway to generate the proof points to raise an A round. We tweaked the numbers a bit. And that was our price.

What matters most to me is that we get great investors with a minimum of bullshitting each other, and that the founders and the team retain enough equity to land key players in the future and to be deeply, viscerally engaged and incentivized through the dilution of future financings. Whether that’s precisely a pre of x.x or x.y…I don’t sweat that so much.

Now here’s the little trick, which I used to buy me the time to focus intensely on product and team – rather than on financing – through our alpha pilots and now approaching our beta launch.

We simply discounted the first half of the round.

I don’t often hear of people doing this, but it is not at all complex legally. It wasn’t a huge discount where the second half investors feel they’re getting screwed. Just enough to create a carrot and introduce a bit of urgency.

The result: three investors wrote meaningful checks within two weeks.

And we just kept right on running hard. We launched our alpha and ran pilots in the US and Europe. We’re about to launch vthankyou.com with some awesome celebrity partners, providing our alpha product to help people say thank you to America’s veterans. And our beta will launch in November, web and iPhone – with an amazing integration that is going to create tons of value for our users.

And now I need to get back to raising the rest of the seed round!

Dave McLaughlin is CEO and Co-Founder of Vsnap, a simple video messaging tool that helps consumers and businesses drive action from the people they communicate with. Formerly, he was Co-Founder of Fig Card (acquired by PayPal) and Boston World Partnerships.

The Startup Business Model

This is a presentation created by Joe Medved a digital media VC with SoftBank Capital. You can read more from him on his blog: JoeVC

I have helped a number of our portfolio companies at SoftBank Capital build financial models over the years. This presentation walks through the construction of a general business model for early stage companies, with a focus on core revenue and expense drivers.

 

Want to learn more about turning your business idea into a fundable business model? Join us for our breakfast roundtable on October 19: The Capital Network Breakfast Roundtable: Building a High Growth Business for Angel and Venture Capital at the Foley Hoag Emerging Enterprise Center

Pepperdine Research Request

Participate in the Pepperdine Private Capital Market Project. This year survey respondents will have access to over $600 in discounts.

What effect will the recent U.S. downgrade have on lending and borrowing? Will lenders choose to qualify even fewer loans to privately held businesses – historically their bread and butter borrowers? Will private business owners experience even more pain as reluctant lenders become more skittish? Pepperdine University seeks to learn how private businesses and lenders view their outlook in these uncertain times.

The Pepperdine Private Capital Markets Project invites capital providers, lenders, appraisers, bankers, and private business owners to complete its Fall 2011 survey. The survey will be open online between August 29 and September 16 at http://bschool.pepperdine.edu/pcmsurvey.

Complete the online survey starting August 29 and receive our comprehensive report before its public release in November. Also:

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Pepperdine’s ongoing research reports on the current climate for accessing and raising capital, including the conditions influencing the decisions of senior lenders, asset based lenders, mezzanine funds, private equity groups, angel investors, and venture capital firms. Our one-of-kind data provides the cost of capital in each market segment and helps you make better investment and financing decisions.

Findings from the previous reports and our economic forecast have been reported in The Wall Street Journal, New York Times, Venture Beat, Times, peHUB, TechCrunch and many other media outlets. Since 2009, thousands of capital professionals and business owners representing every market type and more than 60 countries have downloaded our research.

Please take a few minutes and visit http://bschool.pepperdine.edu/pcmsurvey between August 29 and September 16. Complete our confidential survey and be the first to receive the results.

More information about the Pepperdine Private Capital Markets Project and access to the Summer 2011 report can be found here: http://bschool.pepperdine.edu/privatecapital.

When the going gets tough, the tough stay private

This post was originally post by Timothy Bernard Jones on buzzient.com, on August 9 and has been posted with his permission. You can view the original post here

With the public equity markets in turmoil, one of the drumbeats I’m hearing is how private companies either:

A. Need to file and do an IPO as quickly as possible (for later stage companies)

or,

B. Need to raise as much VC as possible and stockpile it away while keeping the burn low(a la the Sequoia ventures presentation from a couple of years ago) until they can go public

What’s lost in this discussion is the critical question “Why go public?”.

So many startups and founders seem to be focused on getting an IPO, without asking themselves whether they really want to manage a public company. Especially right now. So few people realize that because of SEC Rule 144, insiders (save a few, but that’s another issue) don’t get to sell for 180 days. In that first six months, everyone in the company adds a stock widget to their desktop, and much productivity is lost daydreaming about the end of the lockup period.

In the interim, all sorts of crazy market and world events could take place that would hammer the stock lower and lower. Looking at the news over the last few days, I can’t help but think that insiders at a variety of recently public companies are banging their heads against the wall in angst.

Look at the Nasdaq right now. There are number of companies with cash flow machines as businesses that are getting pounded by the public markets. In times like these, being public exposes the company to the vagaries of the market and the volatility therein.

I think any founder really thinking about the long term has to consider staying private, and building a valuable company outside of the mood swings of the public market. Liquidity can be achieved in a variety of ways, from shadow stock to secondary sales, all without having to be publicly traded.

By thinking of staying private, founders can focus on really building solutions that help customers and a culture that inspires employees. I’m oft reminded of one of the best software companies around where this principle is manifest: SAS, the analytics giant in NC. #188 on the Forbes list of largest private companies, SAS has built a $2B+ revenue company without having to deal with Wall Street. The founder Dr. Jim Goodnight, pioneered many of the principles of building a totally supportive work environment; SAS provided on-site child care and other services long before most valley companies even dreamt of doing so.

Back in the 70′s (A decade we’re going to look more carefully at with this global financial/demand crisis), plenty of great companies stayed private and built value. Only when the go-go equity culture of the 80′s/90′s took hold did we see this crazy sense of urgency to go public. I’ve had the opportunity to be a part of two companies that have gone public; in both cases the IPO date was a bit anticlimactic. You STILL have to build a business.

So, looking at the tale of the tape, I can only think that like the 70′s, staying private is about to come back in fashion. Hopefully it’ll end there, and we won’t see polyester shirts, pleather, or bell bottoms again…;o)

Raising Money On AngelList: 21 Tips From Two Active Angels

This post was originally posted at OnStartups.com on August 10, 2011 and has been reposted with permission of Dharmesh Shah and Ty Danco. You can view the original post here.

The following is the result of a collaboration between Ty Danco and Dharmesh Shah. Ty is an angel investor and startup mentor (you should be reading his blog). Dharmesh is founder and CTO of HubSpot, runs OnStartups.com and is an advisor to AngelList. [Note: All the smart useful stuff in the article is Ty, all the feeble attempts at humor are Dharmesh]

AngelList (AL) connects promising startups to a sterling network of early stage investors. AL has been getting a blizzard of well-deserved press of late after Venture Hacks released the networks 18 month statistics. But not a lot has been written for startups on how to best use the service. Here’s our take in small, bite-sized pieces.

1. The Fundamentals Still Apply As Time Goes By

AngelList may be a game-changer, but most of the same rules are still in place. Angels still look for the same elements in a startup as always: a strong team; meaningful milestones; a differentiated product in a big potential market; capital efficiency and so on. Therefore, the excellent advice listed in OnStartups, Venture Hacks, AVC, Ask the VC, Both Sides of the Table, and the like still applies. What for now is unique to AngelList is the speed and efficiency with which they can harness an all-star network of active investors in front of a breathtakingly large, qualified stream of startups. Whereas B.A.L. (Before AngelList) you could mess up a presentation in front of an investor group and not worry too much (there’s always another potential investor around the corner if you look,) putting in a half-baked effort on AngelList is a cardinal sin. First impressions count, so make sure you crush it!

2. There’s a great primer already

How to Hustle with AngelList“, by Brendan Baker is the definitive how-to guide discussing how to make it onto AngelList, how to set up profiles, etc. It covers all the basic mechanics and throws in a few proven tactics. If you have time to read only one article on AngeList, that’s the one.

3. Talk to People Who Have Had Success

With over 400 companies having raised money on AngelList in its first 18 months, this is easy. As Alex Cook of Rentabilities mentioned in this Boston Globe article, there’s a learning curve involved, so make a point of talking to entrepreneurs who have previously used the site before you list. Who has been successful? Here are a few notable companies.

Quora has many dozens of questions on AngelList, as does OnStartups Answers and of course Venture Hacks, whose founders run AL. By the way, there is a high overlap between people who are active on Quora and the community of investors you want to attract.

4. Get a champion first

The first anchor investor is the hardest. Always has been, always will be. And for Angel List, it is important enough to be ranked #1 in Nathan Beckfords excellent post entitled Hacking Angel List. For instance, Rentabilities already was a winner of the 2010 MassChallenge, but they waited until they had won over Dharmesh as an investor/endorser before tackling Angel List. Nivi of AngelList will argue that it is not necessary to have a champion if one has a great team and traction, and he has several examples of this. But we respectfully disagree: just as your odds of success drop dramatically if you pitch to an angel group without already having a champion in the room, the same applies here. So don’t launch prematurely. And, even if Nivi is right that you don’t absolutely need a champion if you have enough traction and an awesome team, it can’t hurt.

5. Don’t wait too late in your rounds fund raise before you apply

Localmind is a company I invested in which had no trouble raising money, but they wanted to attract a few more angels with domain expertise and geographical diversity. Within days of listing on AngelList, they had identified 8 strong, deep-pocketed angels, all of whom could have strengthened the company. With only limited $dollars left in the round space left, they could only squeeze in 2. When I asked Lenny Rachitsky, the CEO about what he learned from the experience, he said he had wished he had started working with AngelList earlier.

Whens the best time? Others may disagree, but Id suggest getting your application in when your round is anywhere from 20% to 40% subscribed. With that head start, it should attract interest pretty quickly. If you get oversubscribed, thats a good problem to have.

6. Before launching on AL, mentally assemble your dream team of investors

If you cant dream it, you cant build it. Your ideal team may be 100% angels, you may wish to have some local micro-VC or it might be as simple as a pair of massive VCs and an industry insider. But rRegardless, the majority of investors should already have complementary holdings in your sector.

More importantly, assess what elements you need besides money, because the AL membership has their tentacles everywhere. Knowing what you need but dont yet have not only helps you get it, but it also sends a strong positive signal to angels that you understand your needs. Approaching investors who clearly dont invest in your sector is the telltale sign of a rookie.

7. Research the network, and target your angels

You can use filters to look for angels who have invested in your sector or in complementary companies. I invested in HealthRally because its CEO did just that and found me. While I don’t always monitor the AngelList feed (just as you might not stay current with Facebook traffic or a Twitter stream), I got a very targeted letter from Zach Lynch, the CEO of HealthRally. He noted my investment in GreenGoose and other health tech firms, and then made the connection that one of the other GreenGoose co-investors, Esther Dyson, also had committed to HealthRally. Besides showing excellent progress to date on a shoestring budget, Zach demonstrated to me the type of targeted, “rifle not shotgun” marketing discipline that his company will need to land a few strategic partners and megaclients.

8. Get Personalized Intros

Ask all of the angels who are backing you to endorse you to their own followers. If they are not already on AngelList, ask them to sign on and do so. Helping syndicate a round is what angels do, and AL has found that personalized intros from an AL investor get opened far more than a generic profile. This is the original angel skill, (after all, Howard Lindzon calls his fund “Social Leverage” for a reason,) but now it’s so simple it can be done to all of an investors AL followers with one mouse click. Using the Rentabilities example, Dharmesh has many people watching his recommendations, and when he gave the company a thumbs up, more than 100 people followed the company, and over 30 asked for introductions. Clout (and Klout) matters.

9. Spend a few calories (and maybe dollars) a good name.

For many of you, AngelList might be one of the biggest initial exposures your startup will have. And, theyre some very powerful people. Its worth spending a little bit of time and energy getting it right (it gets harder to change it later). This is particularly true if you have a consumer (B2C) startup. I guarantee you that folks like Jason Calacanis care a lot about your brand and domain name. I do too. Here are some quick tips on naming a startup. Dont obsess over the name, but its worth investing a little time on this.

10. A video is worth 1,000 slides

No one can tell your story better than you. Make a short killer, video and include it in your profile. I made my first AngelList investment in UpNext after I saw the link to the companys interview on Untethered.tv. If you can, include one. Especially if it can showcase a quick demo.

11. Get your website right first

This should be obvious. Even if you just have a well-done landing page with a good design and a good URL name, it’s a plus. Every angel is going to click through, and most won’t go further if your website sucks.

12. Remember Inbound Marketing, baby!

Yeah, I know that going through AngelList qualifies as traditional outbound marketing, but sophisticated angels will check on their own to assess your knowledge of the basics. Do you show up in Google search results at all? Do you have mentions in social media? Do you own the company name on twitter and have you tweeted recently? Do you have followers? Do you have an engaging blog that tells your story and has a point of view? Have you checked out your traffic graph on Compete.com and made sure its pointing in the right direction? Face it: AngelList exists because of the Net. You may be able to get away with a sloppy web presence and strategy at a traditional angel group presentation, but that won’t fly with the AngelList crowd.

13. Advisors are huge.

Social proof is hugely important in Angel List. I invested through AngelList in Saygent. Why? Not only did I like the schtick, I really liked that they had sought out and won Sid Viswanathan (co-founder ofCardMunch and a master at using Mechanical Turk) as an advisor. Currently Im doing due diligence on a company which landed Jason Calacanis as an advisor. Having an advisor like Jason, who is an indefatigable promoter of his portfolio companies (via his interests in the Launch Conference, Open Angel Forum, and This Week in Startups, he sees a TON of companies), shows instant credibility and is a harbinger of future success.

14. Clearly list your price

If you haven’t figured out what you want to raise at what valuation, do so now. If you’re going to raise convertible debt (although I’m personally not a fan,) say what your cap is going to be. There’s no upside in wasting both your time and that of the investor if you’re asking a price where the investor is unwilling to go. If you’re unsure and you haven’t already figured this out with the anchor investor, the AL team can help point to some comparables. Speaking of comparables, if this is your first startup and you’re a rookie, try not to over-reach with respect to terms. Just because everyone you talked to so far thinks you are brilliant and your idea is spectacular, don’t push for a really high cap on your convertible note. Going from a $4 million cap to a $8 million cap might seem like a 100% increase in valuation, but the math doesn’t work that way. Such a move might decrease the number of investors interested in your deal.

15. Use a standard termsheet

Resist the temptation to introduce clever, non-standard terms into the termsheet — even if you think you can get away with them. Two reasons for this: 1) You’ll come off as naive or greedy. 2) Even if you somehow manage to sneak these in now, you’ll have issues when you need to do your next round. Save your creativity for your product and keep your termsheet clean. If you need an example, you could do worse than the standard financing docs that Y Combinator provides. But, there are others. Ask around.

16. Be ready to pitch on short notice via videoconferencing

This could be via Skype, Gmail video chat, Go2meeting, etc. But you should have perfected all of the logistics and have accounts and slide share materials ready on quick notice. With investors no longer being local, you need to find ways to let them see you and your pitch. Insider secret: Some investors have found a strong pattern that suggests entrepreneurs that respond to late night emails quickly have an edge over those that don’t. Lets save the “but work-life balance is important” debate for another article. Meanwhile, you better be working your butt off.

16. Think one round ahead.

Listing on AL now will give you a giant head-start on your next round, as investors who aren’t ready for this round may step up for next round. As Mark Suster says, VCs invest in lines, not in dots. Establish the connection for the next round now, and rethink if there are others you may wish to add to your initial target list.

17. Use the AngelList team

Who is more wired in than Nivi and Naval? Who’s seen more pitches and knows what works? Once they accept you, get their advice and give it great weight.

18. Know how investors will use AngelList

Here’s a similar list of techniques investors use that work especially well via AngelList.

19. Get your backers to register on AL

You want them to comment on you and endorse you. Any angel should volunteer to do this for the good of the company, and they get to build their brand too.

20. Don’t game the system

You’re smart and love to hustle. We get that. You should do all manner of hustling to make sure your startup gets the visibility it needs. But, don’t abuse the community or take advantage of it. It’s ashared resource. Just like you, there are many other entrepreneurs looking to connect with great investors on AngelList. Many of them are just as deserving. It’s fine to stand-out, but make sure you are adding value to the group, not taking away from it.

21. The best thing you can do is get traction

You should invest time in your fundraising process — it’s important. The basics don’t take that long. But, don’t get too obsessed. Your primary goal is to build a business not build this phenomenal profile and network on Angel List. The most helpful thing you can do to get the right angels on board is to make measurable, meaningful progress with your business.

I’m sure a few of you that are already in the Angel List process are likely reading this. What other tips would you like to share with the community? What questions do you have that haven’t quite been answered yet?

Reflections from a Scientist-Entrepreneur in Boston

“We were young, but we had good advice and good ideas and lots of enthusiasm.”
- Bill Gates

The innovation ecosystem in Boston is a tremendous resource for entrepreneurs, especially scientific entrepreneurs. The prevalence of a strong venture capital community, world-class research centers and a rich heritage of independence and innovation makes Boston an ideal setting for starting a company. However the success of an entrepreneur is not as dependent upon location as it is passion, intelligence and perseverance.

In my experience as a graduate student/entrepreneur, I learned early to seize an opportunity when it is presented. I came to Boston seven years ago to pursue my Ph.D. in Genetics at the Tufts Sackler Graduate School of Biomedical Sciences. While doing a lab rotation through the Pharmacology Department I met a fellow Ph.D. candidate who was a business-minded scientist and shared my passion for improving the drug development process. Brigham Hyde and I became fast friends and started attending events at the Harvard Biotech Club and the MIT Sloan Healthcare Club on a regular basis to learn about the challenges facing the biopharma industry. We felt compelled to address the big data and innovation opportunity in biopharma and established Relay Technology Management, Inc.

Organizations such as The Capital Network, MassBio, and The Startup Leadership Program are just three examples of the resources available in Boston that fostered a deep understanding of what it would take to start a company and close a Series A financing. These organizations provide a foundation for entrepreneurs at any level to learn about starting a company, recruiting top talent, and creating a viable business model. In addition to these resources, there are four key lessons that every entrepreneur should embrace: passion, networking, listening and perseverance.

Passion

Passion tends to come naturally to scientists. Most scientists are developing technologies that they have personally worked on or have family members that would benefit from a specific medical technology. The trick is for scientist-entrepreneurs to display a deep level of understanding of the subject while conveying an appreciation for the business aspect of the opportunity. While many scientists may not feel that they are particularly charismatic or extroverted, this is a skill that can be attained through practice and is important for success.

Networking

The ability to network is the second key lesson that entrepreneurs should master. The Mass Life Science Center (MSLC) provides a great resource for scientists who are looking for networking events around Boston and Cambridge. MSLC has a weekly email blast that profiles networking opportunities for life scientists. My own network has grown substantially over the past few years, and there has been a direct correlation between the size (and quality) of my network and the opportunities that arise from the network. As Guy Kawasaki often posits, it is also important to be a mensch, essentially to give back to your network as a token of good faith.

Listening

Perhaps the most important lesson an entrepreneur can posses is the ability to listen effectively. Surround yourself with the best scientists, business people and fellow entrepreneurs and listen to what they have to say. Oftentimes scientists can develop a severe case of tunnel vision. Your mentors and advisors should be individuals who you personally respect and can act as a sounding board when you have difficult issues that need outside attention. In turn you should keep an open mind and listen carefully to their counsel. For instance Relay’s business model underwent three major pivots before we hit our stride. It is a delicate balance when deciding which advise to act on, and which advice to keep in mind down the road. Active listening is a necessity for the successful entrepreneur.

Perseverance

Finally, the last key trait of a scientist-entrepreneur is perseverance in the face of uncertainty. Rarely does success occur as planned and it is important to never give up. If you have the perseverance to complete a graduate program in science you likely have the will and desire required to do well in business.

Scientist-entrepreneurs should leverage their strengths and engage team members who will work as a team. As an entrepreneur you should always strive to know your strengths and work with individuals who complement your weaknesses. If you concentrate on your goals, listen to outside counsel when appropriate and have a passion for your venture you will find that Boston is an amazing place to grow a business and realize your full potential as an entrepreneur.

Dave Greenwald, Ph.D., Co-founder and CEO of Relay Technology Management, Inc.

How First-Time Entrepreneurs Can Establish Credibility: 3 Case Studies

Posted on June 23, 2011 by Ty Danco on his blog, VERMONT VIEW ON STARTUPS

Last week I had a conversation with an eager young first time entrepreneur (let’s call him Joey) just out of school who was looking for funding. If desire equaled fundability, this guy would have raised $50mm already. I try to make it a point to always respond, even though the bulk of those responses will be a “I’m not interested, here’s why, and here’s a thought for what might be good to do.” In his case, I had to roll out the “tough love” speech, and tell him that he simply didn’t have sufficient credibility with me yet to persuade me to invest time or money. He was annoyed. “How can I build a prototype if I don’t have any money?” he asked. To me, that was the tell-tale sign that he didn’t (at least yet) have the right stuff. As is often told to wannabe entrepreneurs, but more often is not heard, you don’t need money to build credibility and traction. Here’s some of what I told Joey, and I’ll contrast his credibility with that of another new college graduate–Jon Fischer of Speedbump, who is doing all of the right things on his way to getting some funding, as well as that of Sravish Sridhar of Kinvey, a killer startup who not only got funding from me but raised more than $1mm from Atlas Venture and others.

As is often said, ideas are a dime a dozen, it’s execution that creates the milestones which de-risk a company and increase a valuation. Here are the first three milestones I’ll look at, assuming that the market and the problem to be solved seem significantly large.

Team: Who besides yourself is committed? It’s understandable that the earliest ventures may not have assembled much of a team, but if you haven’t talked any future colleagues into leaving their jobs and joining with you, why should an investor? The ability to recruit a solid team is even more important for a CEO than the ability to raise money. Companies can be bootstrapped without much money, but they can never grow without great people. The student who wanted to start a game-related company had no coding experience and had yet to find a technical co-founder. He thought he needed money to hire people…but as far as I thought, if he can’t sell his vision so that he can find the right partner to come in, (in the classic “hustler and hacker” 2 person combo,) something is wrong.

Contrast his status with that of Jon Fischer of Speedbump. Jon isn’t a hacker and he hasn’t yet settled on a technical co-founder, yet he was able to assemble an informal group of advisors behind him, including me, the head of the business program at his college, and a few others in his local community. Jon may not have the team yet to make me want to write a check, but he’s on the way. He’s just moved to Boston, and he’s checking out the local hackathon scene as he looks to expand. Not quite there, but a work in progress.

Last week I had a conversation with an eager young first time entrepreneur (let’s call him Joey) just out of school who was looking for funding. If desire equaled fundability, this guy would have raised $50mm already. I try to make it a point to always respond, even though the bulk of those responses will be a “I’m not interested, here’s why, and here’s a thought for what might be good to do.” In his case, I had to roll out the “tough love” speech, and tell him that he simply didn’t have sufficient credibility with me yet to persuade me to invest time or money. He was annoyed. “How can I build a prototype if I don’t have any money?” he asked. To me, that was the tell-tale sign that he didn’t (at least yet) have the right stuff. As is often told to wannabe entrepreneurs, but more often is not heard, you don’t need money to build credibility and traction. Here’s some of what I told Joey, and I’ll contrast his credibility with that of another new college graduate–Jon Fischer of Speedbump, who is doing all of the right things on his way to getting some funding, as well as that of Sravish Sridhar of Kinvey, a killer startup who not only got funding from me but raised more than $1mm from Atlas Venture and others.

As is often said, ideas are a dime a dozen, it’s execution that creates the milestones which de-risk a company and increase a valuation. Here are the first three milestones I’ll look at, assuming that the market and the problem to be solved seem significantly large.

Team: Who besides yourself is committed? It’s understandable that the earliest ventures may not have assembled much of a team, but if you haven’t talked any future colleagues into leaving their jobs and joining with you, why should an investor? The ability to recruit a solid team is even more important for a CEO than the ability to raise money. Companies can be bootstrapped without much money, but they can never grow without great people. The student who wanted to start a game-related company had no coding experience and had yet to find a technical co-founder. He thought he needed money to hire people…but as far as I thought, if he can’t sell his vision so that he can find the right partner to come in, (in the classic “hustler and hacker” 2 person combo,) something is wrong.

And in the “Nailed It” category, look at Kinvey. Prior to raising money, they put togethera team of hackers and designers who individually have put together millions of applications used by consumers. That’s a great start and creates substantial credibility. The CEO, Sravish, has worked at startups and has developed some serious technical chops and managerial experience. (BTW, I was 44 when I started my company. It’s not only for college dropout wunderkind.) He brought in two other co-founders each of whom also had written software used by millions of people. That team has already proven its staying power by working together for months without paychecks to get to where they are–no small feat.

What’s my advice for Joey? First, get immersed in the network. Since he’s in Boston, he should check out DartBoston, hit all the MassChallenge networking events, go toMobile Mondays, Tech Tuesdays, Open Coffee at Voltage Cafe on Wednesday, all of the meetups and events constantly going on to meet other people interested in startups. This stuff is around everywhere. In Vermont there is the Vermont Growth Company Meetup, Vermont Venture Network, Vermont Investors Forum, Vermont Software Developers Association, Vermont Biosciences Alliance, Champlain College’s Speaking from Experience series, you get the picture.

Next, start hanging out at some hackathons, and maybe even try to teach himself basic coding, even if it’s nothing more than setting up websites. How else is he going to be able to find and recognize a technical co-founder or two?

And while he’s at it, think about soliciting that Advisory Board. Start as high as you can dream, and ask. When you land that Advisor, they should be able to steer you towards good opportunities and provide that mentoring you’re looking for.

Prototype: Joey, of course, doesn’t have a prototype. He’s read all about Eric Riesand minimum viable product, but until he builds something and tries it out, it’s just an abstract experience. As they say, “If wishes were horses, then beggars would ride.” JFDI and build something, or persuade someone else to build it for you. We know it is only a start…but even Apple launched the iPhone without features like cut and paste, a working app store model, etc.

Here’s where Speedbump is solid–they’ve built a prototype application that uses Android phones to monitor teenage driving habits (not just speeding, but also texting or talking while driving.)

Likewise with Kinvey. They are building out an entire suite of cloud-based back end support for applications, and they have plenty of features they plan to add eventually. However, right now they have built a scalable base, and it is super-robust.

Customers/Data: The last product-related checkpoint I’m looking for is beta customer feedback–even better if I can experience the product as a beta tester or customer myself (see CardMunch story.) Here’s a key problem for Speedbump: they have a product, but it hasn’t really been tested much, with very little customer feedback on this version. (They did have a previous, hardware-based version that became obsolete when smart phones started offering GPS.) While Jon needs to develop a customer acquisition strategy, what he needs most for credibility is proof that his product works. My suggestion–give it away for awhile to local high school students or PTAs so he can find out what works and what doesn’t, and what’s needed. Then he’ll be able to come back with data on the device’s effectiveness, as well as user feedback.

Kinvey, once again, has nailed the execution once again–they developed an MVP, and they went after user feedback–not just free users, but paid users, who are more demanding. They gave themselves a goal of getting 30 customers (in their case, app developers) by the end of the three month TechStars program–and before the program was over they had exceeded their goal many times over, with dozens of phone apps now up and running on their platform. Working their hacker connections, they are testing everything from features to pricing while they continue to build out their product Clearly, these guys haven’t just read about lean product development, agile software development, all of the other trendy theories–they are putting them to practice, getting customer feedback, and constantly improving not just the product but their whole approach. It’s textbook execution, and investors and customers alike can’t get enough.

Next Steps for Joey:

What other pearls of wisdom did I cast down from on high to Joey? While I felt that he believed I wasn’t giving him a chance to tell me all about his plans for the product, I really am trying to help.

First, since he already stated that he needed to either get funding right away or get a job to pay off loans, I suggest that he get a job in something as close as possible to what he is trying to do. Even better if it can be at a well-respected startup or market leader. You want to do something in games? How about trying to get into Zynga Boston, or one of the many smaller companies focusing on gamification–there are plenty. Getting some experience somewhere else in his case isn’t going to slow him down, but rather improve his odds: the race is not to whomever starts first, but rather the person that executes best along the way. Acquire some chops and wisdom.

Second, he needs to figure out how fund-raising works by hanging out with investors: go to any of the lectures put on by VCs, accounting firms, incubators, etc., and see if you can talk your way into one of the angel groups as a volunteer to take notes, coordinate schedules, and communicate meeting minutes to members. You’ll quickly learn what kind of companies can easily raise money, and which can’t.

Third, get totally immersed in the community. Joey’s figuring this out already–I met him at a function sponsored by The Capital Network, which is an organization dedicated to helping out first-time entrepreneurs learn the ropes. Check out their upcoming events here. Virtually everyone in the network is an angel, and all have experience in startups. No better investor than someone who has seen you via mentoring. I’d hit every meetup, lecture, event on the circuit. In Boston, there are calendars or events posted via GreenHorn Connect, DartBoston, BostInnovation, Boston.com, meetup.com–each city has its own center of gravity and activity. Read the Young Hustlers series featuring Gen Yers like @evanish and @janetaronica.

Fourth, spend an hour a day getting smarter about startup stuff. There’s a load of links on my authors and resources pages, see which ones speak to you. And here’s a recent video from @naval from @venturehacks you might like.

Finally, show me you can excel at something. People I want to back are successful at lots of things–that’s why they are excel-lent people to back in a startup–they EXCEL. Wow me. Not with your idea, but with you. And to do that, you need to be able to tell a good story. Take every chance to speak, to pitch, to try things out with everyone. And as you practice, you’ll improve, and as you improve, you gain credibility. The companies which are at TechStars, where I met Kinvey and Evertrue, two companies I’m investing in, gained great credibility with me and other investors by making it through the <2% odds of getting selected…but as good as they already were, they practiced their pitch every day on everyone who came through the door–and it showed on Demo Day, when they wowed the investment world. So why should you do less? (BTW, companies can get great mileage out of putting a killer pitch onto video; here’spart of the pitch that Kinvey enclosed in their TechStars application at the beginning of the year. Low tech, almost no cost, but thoroughly effective.)

Joey, good luck, and go get ‘em. I hope to see you again on the circuit, undaunted and positive, and I look forward to seeing your progress. And I hope I haven’t embarrassed Kinvey and Speedbump–thanks for letting me use you for comparative purposes.

By the way–credibility goes both ways. Any entrepreneurs having advice for me (other than write more checks), I’m totally open to hearing your comments.

Top Ten Tweets from Yesterday’s Venture Fast Track

1. In life sciences, if it’s “viral,” it’s bad. (Web Consumer vs. Life Sciences) @kentbennett #TCNNE

2. Panel 1 is wrapping up. The relevant meat-and-potatoes of dealing with pitching to VCs and the process of raising a first round. #TCNNE

3. #TCNNE: Don’t cold call. If an entrepreneur hasn’t taken the time to contact a VC through their networks, they’re not a true entrepreneur.

4. #TCNNE: The only thing investors know is that you have the wrong answer. What they want to see is that you’ve thought it though.

5. #TCNNE Communication Math 9×1=0, 3×3=1. That is: 9 messages once each- nothing sticks. 3 messages 3 times each- 1 sticks.

6. The CEO of @BzzAgent has some salient thoughts on term sheets on the #TCNNE panel. Oh yeah, last week he made millions. http://tcrn.ch/ivkRkK

7. Interesting rule: In Massachusetts, companies that pay employees in ONLY equity are violating the minimum wage law. #TCNNE

8. Think of #VC as a big credit card w/ a 30% IR . . . u are going 2 be careful when u draw down $5M. @kentbennett killer soundbytes #TCNNE

9. Now @TCNupdate Chairman Jeremy Halpern leads a #TCNNE panel on how to craft the perfect pitch. Opening comment: ZOOM OUT! #legit

10. Thanks #TCNNE for a great Venture Fast Track event today. Great panelists and tons of valuable metrics and tools

If you are interested in attending a TCN event, click here to see more upcoming events.

Not Your Father’s Debt Restructuring: Recent Developments in Restructuring Convertible Debt

Written and originally published on May 24th, 2011 by Bingham McCutchen LLP, a TCN sponsor.

Public companies that wish to pursue restructurings of outstanding debt must address a number of legal and business issues prior to launching any restructuring. This is particularly true for restructurings of convertible debt, which can be more complicated to structure and complete than restructurings of non-convertible debt. Developments over the last several years have provided more clarity with respect to certain of the restructuring issues issuers face with convertible debt. In this article, we review these developments by suggesting some initial questions any issuer should address in pursuing a restructuring, discussing recent developments with respect to these issues and providing an overview of implementation issues with respect to any convertible debt restructuring. For your convenience, we’ve provided this guidance both in a brief overview and in a full analysis.

For more information, contact Mike Conza, Partner at Bingham McCutchen: [email protected]

Spotlight on TCN “Graduate”

By Win Burke, President & CEO of Incentive Targeting

Incentive Targeting benefited tremendously from participating in TCN’s Venture Coaching Program because it gave the founding team an opportunity, under the mentorship of coaches experienced in raising funds and building businesses, to refine its business plan and its pitch to investors. It also directly led to my joining the team as their CEO. I was one of the panel of reviewers at one of their TCN presentations, and subsequently became involved in mentoring them. I quickly came to understand how compelling was their product, and how attractive the market opportunity, and concluded that I wanted to become involved full time to more directly and personally help them achieve success.

The people we met through working with TCN helped us secure funding by introducing us to members of several angel groups. These initial introductions led to a funding syndicate of eight angel groups, breaking new ground in angel investing in the New England region. In addition, one of the TCN contacts made industry introductions for us, leading to an agreement with our first grocery retail chain, Big Y, headquartered in Springfield, MA, which has become the springboard for our rapid growth.

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