A Seed Pitchdeck Template: Keep It Punchy

Here’s a quick and dirty MVP slide deck for raising a seed round.

1. Team. Make it easy to speed read. List schools, diplomas, companies, etc.
2. Problem you’re trying to solve. Have a story about why you (i.e. founder/market fit)
3. Your solution. The reality is that elevator pitch style phrasing such as “X for Y” is effective
4. Product / prototype demo
5. Competition. A 2×2 matrix works.
6. Where you are on your de-risking path. Milestones, pivots, state of product, metrics, and any learnings
7. Fundraising. Amount to date, # rounds to date. Current goal and stage. What you think you need to raise next round.

The details and everything else can be addressed in the conversation.

I’ve left out traditional slides like market size, business model, exit strategy, etc. because I don’t think it’s part of the MVP 😛

 

 

A Seed Pitchdeck Template: Keep It Punchy

Three Things That Kill Early Stage Companies

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This post was originally published at Brad’s personal blog, mayorbrad.com

As a VC, we spend a lot of time thinking about where we want to invest our money.   Last night, I was with my friend Pedro Torres-Pincon who recently presented “How to Build an Investment Thesis”  providing good insight into determining how and where you decide to invest your money.

But writing the check is the easy part.    The real challenge in entrepreneurship is to build a meaningful and sustainable company.   To that end, one of the things we like to discuss at Scout with our founders is how to avoid the pitfalls that can kill an early stage company.

(1) Don’t run out of money.    I know this seems like a simple rule but it’s amazing how many entrepreneurs under estimate how much time and money they will need to build their business.   In most case, we see financial projections that too aggressively forecast revenue growth, while underestimating the cost of building a scalable product.    The other issue that tends to crush entrepreneurs is not allocating enough time to raise the next round of capital; fundraising is time consuming and requires a focused effort.    So beware – forecast more conservatively and budget more time to raise your next round of capital.

(2) Don’t make a bad critical hire.   We often invest very early in a company when they haven’t hired all their critical team members.  In many cases, our capital is being used to expand the team and help the founders grow their vision.  If the Company hires a rock star then everything will get much better, but if they hire a dud then the Company is sure to suffer.   The two areas that are most often affected are  technology and sales.    If the company is in the process of building a new product and their new CTO drops the ball, then it’s almost impossible for the company to meet any of their deadlines or achieve the metrics necessary to secure the next tranche of capital.    Likewise, if the Company hires a revenue generator like a VP of Sales and they fail to achieve their revenue goals, it’s often a devastating blow to the company’s forecasts and thus also hurts their ability to raise additional capital.

(3) Avoid bad investors.   The early stage landscape is much different today than it was when I started in this industry as there is more seed stage money than ever before.   Accredited investors are jumping into early stage investing with angel groups, accelerators, and equity crowd funding platforms like SeedInvest. This coupled with significantly lower barriers to entry means that it’s easier than ever to start a new company and raise a small amount of capital. The resulting increased competition among early stage companies has created a shortage of follow-on funding as described by Josh Kopelman of First Round Capital.    But more hazardous than the shortage of Series A capital, is the impact inexperienced investors, often from other industries who are looking to dabble in venture as an alternative asset class, can have on an early stage company.    The worst case scenario for a young entrepreneur is to get lured by an investor who is offering capital but wants to add terms and provisions inconsistent with standard early stage venture rounds.    These terms vary greatly but the most dangerous are the right to ask to get paid back, asking for too much control and/or the need for the investor to consent to future financing, etc.    It breaks my heart when a young team is crushing it only to have a disgruntled early investor call their $100,000 note – which represents a significant chunk of operating capital.    Smart money is always the best way to go.

Three Things That Kill Early Stage Companies

What is determining value in startups right now?

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Here’s a timeless quote from Bill Janeway on how value is determined in startups:

The value now is driven by supply and demand amongst speculators who have liquidity and will not have to stick around to find out what the fundamental value turns out to be over time.

The overall point of view is critical but the core idea to understand is that startup valuations are always supply and demand drive.  So what does this mean?

Because of this phenomenon of bubbles more risk will be taken, more capital will be mobilized than would be the case if investors were strictly investing based upon the net present value of the expected future cash flow, which as I began by saying cannot be determined in plausibly rigorous manner. Now having said all that, one of the laws of life is, as I used to tell my young colleagues, nothing ever sells for 50 times earnings for very long. So when it does, you, who are in a position of influence, have a positive obligation to raise all the cash you can as cheaply as you can, and then distribute as rapidly as you can the liquid securities, which you happened to own.

In other words, understand the context of the early stage tech environment and adapt to it as necessary.

Source:The Future of Venture Capital, Tech Valuations and the Fate of Tech Incumbents – Conversation with Bill Janeway

What is determining value in startups right now?

Different Kinds of Innovation: Disruptive vs. Sustaining

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There’s this idea floating around these days that disruption in mobile is different because it comes from the high end and flows down to the middle and low end.

While it’s true that innovation in mobile is driven from the top end of the market, I don’t think it necessarily conflicts with the existing literature on technical disruption.

In my mind, this is how mobile fits into a tech disruption storyline:

  • A decade ago, we had big and relatively expensive computers.
  • In, 2007, the iPhone came along, which is like a toy compared to the laptops in terms of computing power, software capabilities, battery life, and price.
  • As the iPhone user base grew, the CPU got faster, the software and app ecosystem got better, and battery life improved.
  • Today, smartphones are arguably the dominant personal computing platform in the world.

If you focus strictly on smartphones, the top of the market indeed drives innovation (CPU speed, screen technology, etc.) but this is no different than when PCs became dominant and the top of the PC market drove innovation (Intel CPUs, GPU tech, DVD-Rs, PCIe, etc.)

The point of all this is that we shouldn’t conflate disruptive innovation with sustaining innovation. Here’s what Wikipedia says about the difference:

In contrast to disruptive innovation, a sustaining innovation does not create new markets or value networks but rather only evolves existing ones with better value, allowing the firms within to compete against each other’s sustaining improvements. Sustaining innovations may be either “discontinuous” (i.e. “transformational” or “revolutionary”) or “continuous” (i.e. “evolutionary”).

The key point is that disruptive innovations cause changes to markets:

Sustaining innovations are typically innovations in technology, whereas disruptive innovations cause changes to markets.

A very popular HBS case on this topic is Honda Motorcycles and their introduction of the small Super Cub motorcycle into the US market:

The Super Cub became a smash hit by opening up the motorbike experience to young buyers who had no interest in the black leather jacket and gang persona, but who just wanted inexpensive, convenient, individual transportation for short trips around town.

The success of the Super Cubs eventually translated into success with larger bikes, and Honda went from no presence at all in the U.S. market in 1959 to 63% of the market. In the process the company took a hatchet to the import market, dropping the share of British bikes from 49% in 1959 (when Honda started in the U.S.) to 9% by 1973.

Different Kinds of Innovation: Disruptive vs. Sustaining

Guest Post: Why You Should Constantly ‘Fire’ Yourself and Your Employees

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Andrew Cohen is the Founder and CEO of Brainscape, an adaptive mobile education platform that helps you learn faster.  This article originally appeared at Entrepreneur.  You can follow Andrew on Twitter.

I spent the first several years of my career working for a federal government department in Washington, DC. One of my strongest impressions of that experience is how monotonous everyone’s job was. Rather than encouraging each employee to “automate” or delegate newly developed processes and thus make time for new and exciting work, they just stuck with the same old routine.

Government departments have little incentive to squeeze more work from fewer/cheaper employees. Cutting costs for this year would only cause their budget to be slashed for the next fiscal year. That’s why bureaucracies are incentived to grow in spending but not in productivity.

Building a company is the exact opposite. A startup’s primary purpose is to prove it can solve an existing problem more efficiently than existing solutions. When you don’t yet have unlimited funds to increase your full-time head count, then the only way to grow is to increase the productivity of your current team. You have to automate, eliminate or delegate new processes as fast as possible to free your valuable mental bandwidth for higher-level growth tasks.

In other words, everyone on the team should constantly “get fired” from individual tasks, while freeing their mind to work on higher-level managerial thinking that helps them grow into the next stage in their career.

This level of rigor should be taken by every team member who is currently responsible for any “monotonous” daily, weekly or monthly tasks. For example, your engineers may want to automate parts of your code deployment or software-testing processes, so they can better focus on creating and managing new product features.

You (or your CFO) may want to offload your payroll responsibilities to a third-party system such as ADP or ZenPayroll, so you can focus on raising money from investors. You may even want your junior-level employees to delegate some of their work to a virtual assistant. The important thing is that your whole team constantly “fires themselves” from any part of their role that can be offloaded to another resource that is “cheaper” than they are.

At Brainscape, we make extensive use of freelancer marketplaces such as oDesk to easily find, recruit and manage people to do things that are outside of the core skill sets of our existing full-time team. We use these virtual assistants for tasks such as customer service, software testing, copywriting, editing, bookkeeping, translating, voice recordings, market research, data entry and the occasional graphic design touch up. Eventually some of these roles might become full-time positions, but for now, oDesk provides us the perfect balance of talent and flexibility. It allows everyone on the Brainscape team to be a manager and not just a doer.

Whatever monotonous tasks you decide to automate and delegate at your company, you and your team will benefit from having more time to focus on higher-level growth activities. After all, the ability to consistently abstract and delegate roles is the mechanic by which small companies grow into large ones, and by which junior employees evolve into seasoned executives. A team that fires itself every day will grow faster and attract more capital than a team whose members become complacent with their existing jobs.

 

 

Guest Post: Why You Should Constantly ‘Fire’ Yourself and Your Employees

Advisors are valuable, but they need to be engaged the right way

This post was originally published at mayorbrad.com:

As an entrepreneur and investor, I have also been asked to play the role of advisor.

The term “advisor” is often used without clearly defining the role and expectations of said advisor.  Many entrepreneurs think that adding a roster of high profile advisors to their investment deck will lead to greater credibility and thus ultimately help their fundraising efforts.

In my experience, many entrepreneurs including myself, have a deep and diverse set of advisors and mentors.   The key is to understand how to properly engage these people to create value and leverage their experience and expertise.

There are some simple guidelines to consider when engaging someone as an advisor:

  • Will there be a formal relationship or is the advisor really more of a mentor?  A formal relationship normally comes with some written letter or agreement outlining the advisory role
  • What will be the economic value exchanged for the advisory role?   It is important to clearly define the amount of advisory shares and/or cash compensation.  We normally see advisory shares in the 0.20% to 1.0% range and occasionally up to 2.0% depending on the role, seniority, deliverables, etc.
  • What are the expectations of the time commitment of the advisor?   Many entrepreneurs complain that their advisor was very active at the beginning and then unavailable.  It’s critical to discuss the advisor’s availability and how much time they will commit
  • Determine the focus and/or deliverables of the advisor?   This normally includes introductions to investors, help with commercial relationships, recruiting, strategic advice, corporate governance and a host of other areas where an advisor can help

Once you’ve properly framed the advisor engagement, then it’s time to work together to build your company.    I think it’s important to remember the principles of reporting when dealing with advisors.   It will provide a good framework to measure the effectiveness of the advisor and make sure both parties are happy with the relationship.

It’s also important that you maintain a way to terminate the relationship with the advisor if it’s not working out.  There is nothing worse for an entrepreneur than feeling like they gave up a bunch of equity and they aren’t getting value.    I often think there is a disconnect between entrepreneurs and advisors when they haven’t properly defined the advisor engagement.   Often advisors might think they are doing a great job and the entrepreneur is actually looking for a different contribution or better results.    The worse resolution of this situation is when the entrepreneur, who originally committed to giving a formal written advisor agreement, then decides 6 months or a year later that they no longer need to honor the verbal agreement.    This can then be exacerbated by the entrepreneur using excuses like “the board didn’t approve your options.”    If it’s not a fit, then own up to it and find an amicable dissolution.   Don’t be shady.

My key takeaway is that a solid advisor can materially help your business, provide critical experience and expertise, and increase your bandwidth.    But it’s important to take this relationship seriously and add the right pieces to make it successful.

Advisors are valuable, but they need to be engaged the right way

Trends Move Fast In Venture

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I recently found some old browser bookmarks from about a year ago and clicked to see what they were about. They were all articles about firms focusing on “post-seed” stage investments– a stage that became relevant and potentially valuable because of a funding gap caused by the Series A Crunch.

Fast forward to March 2015 and the thing that’s all the rage in venture capital these days is “pre-seed” stage investing.  The rationale is that seed has gotten so big that now there is a funding gap between angel and seed investors.  One thing’s for sure is that capital is liquid in the early stages and it flows into all the high potential spaces and crevices it can find.

In the startup and venture capital world, things happen so fast that a year’s time can provide a fun look back to see how things were different compared to today.

 

 

Trends Move Fast In Venture

Game Changing: New JOBS Act Rule To Allow Raising Money From The General Public

Kiran Lingam is the General Counsel & VP Business Development at SeedInvest, an equity crowdfunding platform that connects accredited investors to high-quality start-ups and small businesses seeking funding.  He explains how this breaking development from the SEC has the potential to disrupt the fundraising landscape for early stage and growth companies.  This article originally appeared on the SeedInvest blog.  You can follow SeedInvest on Twitter here.

In a stunning development earlier today, the SEC released final Regulation A+ rules under Title IV of the JOBS Act that pre-empts state law, paving the way for $50M unaccredited investor equity crowdfunding. Growth companies will soon now be able to raise up to $50 million from unaccredited investors in a mini-IPO style offering serving as a potential alternative to venture capital or other institutional capital. Imagine Uber or AirBnb, instead of going to big institutions for capital, now offering their stock directly to their drivers, riders, renters and tenants as well as the general public.

When the JOBS Act was passed in April of 2012, many believed that Title IV would actually be the most powerful change, but given that there was no deadline for implementation of the rules, most ignored Title IV as too remote to pay serious attention.  There was also concern about the same problem that haunts existing Regulation A, namely state securities laws that would require registration in every individual state where securities are sold, making it too expense/complicated to be workable. The infamous example of this was in 1980 when Massachusetts deemed the offering of Apple Computer stock to be “too risky” and did not allow its citizens to participate in the offering.

Last November, however, the SEC shocked the securities community by introducing Proposed Regulation A+ rules that, through a clever legal maneuver, pre-empted state securities regulation.

Since that stunning announcement, there has been great uproar about “pre-emption,” whether it is legal and whether it is appropriate for a federal agency to pre-empt the states in this manner.   Most in the pro-business community ardently support pre-emption and argue that securities offerings constitute interstate commerce and that state by state regulation is antiquated in a world where the internet blurs state lines. Many regulators, investor protection groups and even one crowdfunding platform opposed such pre-emption, arguing that state review adds value and necessary investor protections.   In response, the states introduced a coordinated review process, which was designed to address these concerns. Critics argued that this was too little, too late and only resulted from the states being forced to act by the threat of pre-emption.

In the final rule release, the SEC settled the dispute through a brilliant compromise by confirming pre-emption for Tier II Regulation A offerings up to $50M but also increasing Tier I Regulation A offerings from $5M to $20M and leaving pre-emption intact, thus giving “coordinated review” a chance to prove itself.   This appears to be the result of an extensive negotiation between Commissioner Stein who opposes pre-emption and several of the other Commissioners. In coming to this decision, the SEC noted that:

  • Coordinated review is new and unproven and pre-emption is necessary at least until there is a track record of a functioning coordinated review program
  • Coordinated review has great potential if the states can stick together and maintain a seamless process
  • NASAA may appoint an individual to serve with the SEC internally on implementation of Reg A+
  • States will retain full enforcement and anti-fraud jurisdiction in all cases

Now, with pre-emption under Tier II and coordinated review under Tier I, it looks like Title IV (Reg A+) could make Title III Crowdfunding a relic. 

Regulation A+ will likely go into effect 60 days after publication in the Federal Register (June 2015). Here are the highlights of the new Regulation A+ exemption:

  1. High Maximum Raise:  Issuers can raise up to $50,000,000 in a 12 month period for Tier 2 and $20,000,000 for Tier 1.
  2. Anyone can invest:  Not limited to just “accredited investors” – your friends and family can invest.  Tier 2 investors will, however, be subject to investment limits described below.
  3. Investment Limits: For Tier II, individual investors can invest a maximum of the greater of 10% of their net worth or 10% of their net income in a Reg A+ offering (per offering). There are no investment limits under Tier 1.
  4. Self-Certification of Income / Net Worth:  Unlike Rule 506(c) under Title II of the JOBS Act, investors will be able to self-certify their income or net worth for purposes of the investment limits so there will be no burdensome documentation required to prove income or net worth.
  5. You can advertise your offering:  There is no general solicitation restriction so you can freely advertise and talk about your offering, including at demo days, on television, and via social media.
  6. Offering Circular Approval Required:  The issuer will have to file a disclosure document and audited financials with the SEC.  The SEC must approve the document prior to any sales.   The rules indicate that the Offering Circular may receive the same level of scrutiny as a Form S-1 in an IPO. This is the biggest potential drawback of using Reg A+.
  7. Audited Financials Required:  For Tier 2, together with the Offering Circular, the issuer will be required to provide two years of audited financial statements. Tier 1 offerings require only reviewed financials (not audited).
  8. Testing the Waters:  An issuer can “test the waters” and see if there is interest in the offering prior to spending the time and money to create the Offering Circular.  This would be “Preview” mode on SeedInvest where investors can express interest, but can’t yet invest. This is important so that companies don’t have to gamble on their fundraise and can see if there is interest prior to investing in legal and accounting fees.
  9. Ongoing Disclosure Requirements:  For Tier 2, the issuer will be required to make an annual disclosure filing, a semi-annual report, and current reports, each of which are scaled back versions of Form 10-K, Form 10-Q and Form 8-K, respectively.  These reports will also require ongoing audited financials.  These disclosures can be terminated after the first year if the shareholder count drops below 300. There are no ongoing disclosure requirements for Tier 1.
  10. State Pre-Emption:  As discussed above, the old Regulation A (now Tier I) was never used because it required registering the securities in every state that you make an offer or sales.  New Reg A+ Tier 2 preempts state law – again – this is huge. Tier 1 Reg A+ again does not have state pre-emption but will be a testing ground for NASAA Coordinated Review.
  11. Shareholder Limits:  In a welcome departure from the proposed rules, it appears that the Section 12(g) shareholder limits (2,000 person and 500 non-accredited investor) will not apply to Reg A under certain circumstances. This fixes a major problem from the proposed rules which would have limited the potential for very small investments (i.e. $100).
  12. Unrestricted Securities:  The securities issued in Reg A+ will be unrestricted and freely transferable, though many issuers may choose to impose contractual transfer restrictions. Many believe this will pave the way for a secondary market for these securities in the form of Venture Exchanges.
  13. No Funds: Investment companies (i.e. private equity funds, venture funds, hedge funds) may not use Reg A to raise capital.
  14. Integration:  There are several safe harbors so it seems that you can use Reg A+ in combination with other offerings.  There are safe harbors for the following:
  • No integration with any previously closed offerings
  • No integration with a subsequent crowdfunding offering
  • No integration where issuer complies with terms of both offerings independently – can conduct simultaneous Reg D – 506(c) offering.

The Fate Of Title III

Interestingly, the SEC did not mention Title III Equity Crowdfunding a single time either in this meeting or in Chairman White’s recent testimony before Congress. This furthers the belief by many that Title III Equity Crowdfunding is dead in the water as it currently stands and may only be revived by an act of Congress.

Equity Crowdfunding Rules Comparison Chart

Check out this chart comparing Reg A Tier 1, Reg A Tier 2, to Reg D: Rule 506(c) and Regulation Crowdfunding. Choosing among the various options will require careful consideration by issuers and their counsel.

Regulation A Equity Crowdfunding

You can also download the PDF version of the Comparison of Equity Crowdfunding Regulations.

Which exemption would you use?

This is all subject to the final rule announcement to be published later today.

We will endeavor to update this post and chart based on the text of the rules.

Game Changing: New JOBS Act Rule To Allow Raising Money From The General Public

Innovation Comes from the Edges

We get caught up in the startup echo chamber so it’s really easy for us to lose touch with the reality that innovation comes from the edges.

Check out this week’s listing of IPOs from Renaissance Capital:

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There’s not a single company listed that’s from the big VC hubs (Bay Area/ NYC / Bos) everyone talks about.

That point was really driven home for us this week, when we met with the Seedcamp group on their US trek. Seedcamp is Europe’s leading pre-seed and seed stage acceleration program and they are based in London.

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We were impressed by how much all the teams had achieved in so little time.  Overall, it was a delightful experience and we were reminded again that disruption is antifragile.  The bigger the tech hubs get, the more important it is that we stay in touch with the activity and different perspectives that thrive outside those hubs.

Innovation Comes from the Edges

The Importance of Reporting

Cross posted from MayorBrad.com:

Reporting is one of the most important tools for any management team to effectively run their business.  But unfortunately, its a skill that most entrepreneurs lack.  This is the result of many entrepreneurs never working in an organization that stressed the importance of reporting and accountability.  It is also the result of most entrepreneurs viewing reports as a big time suck instead of a valuable tool.  Thus, entrepreneurs tend to avoid developing a consistent cadence of reporting with their teams, investors, and/or advisors.

Here’s why reporting can make all of us better:

(1) It demonstrates an understanding of the metrics that drive your business and are critical to keeping the team focused on what is important

(2) Holds everyone accountable for their performance

(3) Sets a culture of openess and transparency

With that said, our portfolio company LeagueApps delivers a solid monthly report on the 5th of every month.    We like their format:

  • Health of businesss
  • Key Headlines
  • Summary of Performance Metrics
  • Financials
  • Investment / Capital Requirements
  • Business Highlights
  • Product Update
  • Technology Update
  • Personnel Update
  • Marketing, Press and Media Coverage
  • Areas that Need Improvement
  • Personal Updates on team, family, etc (ie founder has new baby)

We hope this helps.

The Importance of Reporting