Every single successful startup I know has persevered through at least one:
- struggled to raise
- co-founder split
- failed first product/low early PMF
- adversarial board/investors
- layoffs
These don’t typically hit the headlines, but almost every success has at least one.
I was lucky enough to work at Google ‘05-10.
We were in the office, 9a-8p, Mon-Thurs; Friday 9a-5p.
Saturday people took off (kinda).
Back online Sunday most of the day.
I think you miss something profound if you don’t have this work environment early in your career.
In a company with 100 employees, 10 will produce half the work.
This is Price’s Law: 50% of the work is produced by the square root of the total employee base.
Startups creating tools for startups are ‘startup-to-startup’ or ‘S2S’ co’s
🐥 Atlassian, Slack, Zoom
🐣 Commsor, Figma, Front, Linear, Loom, Mercury, Plaid, Notion, Retool, Runway, Vouch, Vanta, WorkOS..
S2S’s are 🔥
Building for startups is now the best startup market
📸
Seed company of mine pitched 38 VCs getting all no’s until the 39th gave them a TS. The 39th was a Top 5 fund.
It’s cold out there but never stop believing.
Gsuite is a target.
On their own, Gmail, Calendar, Slides, Docs, Sheets, Forms and Drive are just fine.
2x the design of each those products, and bundle.
Package the whole enchilada (~Rippling thesis).
That's a generational, $100B to $1T SaaS company.
The $5m Seed and $30m Series A benefits the VCs more than the startup.
VCs encourage CEOs to ‘raise more’ to justify bloated fund sizes to LPs. Bigger funds = more mgmt fees, carry, ‘status’
Nice for VCs, bad for CEOs.
The right sized round is a $2.5m Seed and a $15m Series A.
SAFEs, but for Series A, B, C, etc.
Standardized the docs for preferred rounds.
This would usher in an era of venture rounds not bound by a ‘lead’ investor.
Top Tier VCs can no longer hire the best to join their firms.
Unlike 10-15 years ago, today’s best talent has no desire to join a traditional VC. If they want to invest, they will simply angel invest or raise their own fund.
VC management fees are presented in a misleading way.
It’s commonly thought oh 2% on $100M, or $2M. It’s not.
A $100M fund with a 2% management fee pays out $2M, annually, for 10 years, so $20M. Or, 20%.
We should say the fund has 20% management fees, not 2%
VC fund management fees from over 1,800 funds using Carta fund admin.
2% is the standard until about $100M AUM, then 2.5% seems to be the consensus.
But more distributed at the earliest stages than I expected!
YC is the most successful venture capital firm of the last 15 years.
By returns, consistency of returns, number of generational companies funded, and impact, no one else is even close.
The best seed investments are where you love the founder more than the idea.
The worst seed investments are where you love the idea more than the founder.
Today, there is nearly unlimited VC demand for profitable, high growth, capital efficient companies.
The rub is that these companies don’t really want VC funding - or at least not at the terms the VCs think is fair.
For years Venture Capital operated on long-standing customs.
Certain funds did certain rounds at established prices.
Now, market forces are smashing these norms and a new etiquette is being set.
📸
The ideal seed round:
Budget for 2-3 years (hiring, infa, etc)
Add 25% buffer (optional)
Min raise is 2 years
Max raise is 3 years plus 25%
Anything less will hurt, anything more will also hurt.
A new era in startup funding is coming.
Founders will couple the growth of select VC with the durability of bootstrapping.
Less capital, more self-reliance.
It will liberate founders from the VC hamster wheel to build better.
Raise Less, Build More:
The hardest raise in all of tech is not raising for a startup.
It is a Fund I first close.
Not uncommon for new managers to pitch 100’s of LPs, with a low single digit conversion rate.
Zero scarcity.
Paradoxically, such Fund I’s then systematically outperform Tier 1 funds.
Most alpha in VC stems from being in the right place at the right time, and not from smarts.
As a result, we over attribute a VC’s intelligence and under attribute circumstance.
VC is situational placement, mostly. Investing in a certain period, place, in certain alumni, etc.
Surprisingly few VCs do:
1) take the lead in scheduling
2) run an efficient process
3) treat the founder with respect
4) invest fairly, or, pass transparently
5) send a thank you to who made the intro
The best do this, but most do not.
High value Angels now commit $100-200k+.
If your lead investor tells you $250-500k is enough for ‘a bunch’ of Angels, its bad advice. $750-1M+ is more realistic.
Odds are one of those Angel checks will outpunch of the bigger ones, too (in terms of value add).
Access in VC matters 10x more than picking.
Fish from the right pools and you’ll win.
Fish from the wrong and you’ll lose.
You can miss a lot in VC - you only be really right a once in a while.
Fishing from the right pool is easiest way to be really right once in while.
There are only two viable strategies left in VC, big or small.
If you are big, you have to be huge.
If you are small, you have to be great.
If you are in the middle, you go home.
@tienne_e
Agree, the definition has lost value.
By there being 1000+ of these companies, Unicorns are not rare anymore.
A core component of the concept was rarity.
Something like what you outlined probably makes more sense.
The current fear mongering in venture is wrong.
It is driven by group psychology; a lot of it is self-serving.
Every foundational element needed to build & grow a startup is compounding.
In 10 years, these startups will compound to a size & value that we cannot imagine today.
VCs thinking about a new Scout Fund: Don’t.
1. No alpha: everyone has one
2. They rarely work: unlikely a scout intros an ‘Uber’ at the right time
3. Adverse selection: (a) top founders don’t want to be a ‘scout’ (b) savy CEO’s now avoid scouts on their cap table (signaling)
There should be no preferred and common stock - just stock. Investors shouldn’t get 1x preference over the builders by default.
All stock should have the same regulation and rules. Common is more regulated than preferred, penalizing companies - this makes no sense.
AI is a commodity now, just like AWS.
If you play the chess board out, an AI product is only valuable, long term, if it buids something unique and defensible (i.e. system of records, network effects).
The durable value is only in this second order output, and not in the AI.
The best players in Silicon Valley consistently play positive sum games.
This is because SV has a such unique playing field, inc,
🎁 unpredictable players
💰 asymmetric outcomes
🥧 mutual ownership
🏟 changing field
This special field makes positive sum dominant.
📷
Silicon Valley first mastered the craft of building technology, then product, then design.
It is now learning the craft of brand and brand marketing.
As technology markets become more competitive, brand matters more, and those who can build brand are better placed to win.
Heard a respected LP today roast GP's pitches.
Standard GP pitch,
"founder friendly"
"value-add"
"founders first call"
"never lost a deal" / "only lost one deal"
"best at pulling syndicates together"
"top funds love to follow me"
Same story, over and over.
😂☠️
All Y Combinator funds start at a ~2-3x mark up.
Demo Day doubles (or triples) the value of their funds portfolio.
They are truly playing a different game.
This is where a VC board and founder interests come into direct conflict.
A VC fund has business model which at odds with modest founder exits.
A 5x exit does not matter to a fund.
However a 5x exit can matter a lot to a founder and early employees.
1/ Early founder who are not already wealthy should probably take early acquisition offers.
In my last startup we started in 2009 and could have sold in 2011. Instead we decided to go for a “home run”.
Took us another 5 grueling years to get an exit only 2x bigger.
It's easy for investors to dismiss a seed stage company close to death.
This is actually when a startup possesses the most potential alpha.
True, the likely case is that they won't survive, unfortunately.
But it's also the most likely time for something extraordinary.
The worst decisions come from when you rationalize your intuition away.
The best decisions come from when you trust your intuition, even when it seems irrational.
No, we are not in a tech bubble.
When all of VC capital invested couldn’t plausibly return 3x, you can call bubble.
In 2020, $164B was invested in VC. Will that be more than $492B (3x) in 10 years?
Absolutely.
We’re not even close to a bubble.
Raising a seed in today’s market,
1) reduce target by 33%
2) pick a valuation and close Angels (SAFE)
3) in parallel, pitch larger funds
4) update funds w/ new commitments (social proof)
You either,
(a) get traded up to a bigger round / val
or
(b) you land safe w/ Angels
@sriramk
True. But suspect there are fewer truly global roles than we think. Time zones matter (full asynchronous work, rare). Some in-person matters (trust, management, etc). The office (in varying forms) will come back. Suspect data from 6 months POST-Covid will be the most telling.
Your runway is 9 months shorter than you think.
You never want to get to below 3 months before you run out of cash, (-3).
The average fundraise takes 6 months, (-6).
At that 9 month mark, you should be either:
- profitable (default alive)
- or, at least doubling revenue (y/y)
Restraint - when a founder has the power to do something, but won't - is one of the strongest markers of success:
They could raise, but won't.
They could hire, but won't.
They could launch another product, but won't.
It a blend of discipline, low-ego and long-term thinking.
Two immutable laws of venture capital:
1. In any given year, only a few companies matter; even fewer become generational (“power law of returns”)
2. Those few companies are run are exceptional founders; the better the company, the better the founder (“power law of founders”)
Tech's recession has bottomed out.
Why?
The most predictive measure of a Tech recession is sentiment about the future - is this year going to be better or worse?
Optimism is winning again.
We go up from here.
The disadvantages of multi-stage VC are now being magnified.
If a multi-stage VC fund is not leading/leaning in right now, they are often perceived as orphaned.
This is now true Seed to Series E.
Signaling is now multi-stage.
The majority of LP capital is allocated for the preservation of wealth and reputation of institutions, and not for wealth creation.
This is a subtle yet profound difference.
It is why new fund managers can struggle to raise and legacy VC brands can raise with relative ease.
Silicon Valley is a long, repeated game.
The market is efficient, particular with information and reputation.
Player status and power can fluctuate, especially with new players.
Play by the rules, and treat each player with respect - especially the new ones.
@jaltma
This is actually close to the Spanish conception of time.
It is culturally bounded by the energy of the activity, not by the clock.
Some activities go very long, others, short.
Obviously when you coordinate based on energy it is a mess (to those who coordinate by clocks).