How to Set a Growth Culture in Your Startup Early

Image via ChannelNewsAsia.com

One of the big advantages of being an entrepreneur and starting your company from scratch is that you get to set the culture, which is much easier than changing the culture of an existing business. The challenge is how to do it, and how to do it right. Why not learn what you can from companies like Apple, who are leading the way with great growth and a great culture?

Jim Stengel, in “Grow: How Ideals Power Growth and Profit” chronicles a ten-year study of the world’s fifty best businesses, including Apple, and concludes that those who centered their businesses on a culture of improving people’s lives had a growth rate triple that of competitors in their categories. Read more

Convertible Debt is Bad For Angels

A couple of years ago, Paul Graham (Y Combinator) tweeted “Convertible notes have won. Every investment so far in this YC batch (and there have been a lot) has been done on a convertible note.”

The truth is convertible debt has not won.  Many sophisticated angel investors and angel groups refuse to invest in convertible debt in seed/startup deals.  Why?  Because convertible debt investment undervalues this very high risk capital.  As Adam Fusfeld has pointed out, there are multiple issues involved in choosing between convertible debt and a shares deal, but I’d like to focus on one – the issue that seems to be most important to most angels – the impact of valuation on returns.

Why is convertible debt so popular?  It is inexpensive to do a convertible debt round.  Plus, convertible debt does stand ahead of all shareholders in case of liquidation.  Personally, I believe it is popular because the press made such a big deal out of Y Combinator and other accelerators doing pre-seed deals using convertible debt.

Note I said accelerators do pre-seed deals….  Yes, most entrepreneurs entering accelerators are pre-seed – and many do a significant pivot while in-house, before graduating.  Most angels invest later, in companies at the seed/startup stage, companies that are pre-revenue (with customer validation) or are beginning to generate revenues.  (Of course angels invest in much later stage deals, as well.)  It is very difficult to negotiate a valuation on a pre-seed deal that is likely to pivot soon while the valuation of startups that are beginning to ramp revenues is more obvious.   Comparing accelerator deals to typical angel deals is really comparing apples (pre-seed) to oranges (seed/startup).

So what is my beef with convertible debt?  The primary concern of most angels is that, if and when our debt eventually converts into equity, it will do so at a valuation that is too high, higher than can be justified for the risk involved in a seed stage deal.  Proponents of convertible debt will counter that the notes stipulate either a cap on the conversion valuation or a discount on the valuation negotiated by the subsequent investor. Unfortunately the conversion cap is seldom as low as the typical valuation of the equivalent seed/startup deal.  The discount, while perhaps as high as 30% off the valuation of the subsequent round, may or may not result in a valuation that fairly rewards the earlier angel investment.  There is no quicker way for angels to reduce their return on investment than to invest in a convertible debt round that eventually converts to equity at a high valuation.

According to Wiltbank, angel returns are very skewed with less than 10% of funded deals providing virtually all the upside return on investment.  It is very important that we angel investors really capitalize on our winners because very few angel investors fund more than 20 deals in their lifetime. Investing in convertible debt which eventually converts to equity at a high valuation reduces the return on that deal, compared to investing at a fair seed/startup stage valuation.  If that deal is one of the few home runs in our portfolio, returns for the portfolio will be radically reduced.

Fortunately, cooler heads seem to be prevailing (regardless of the Paul Graham quote above):  According to the Fenwick and West Seed Finance Survey 2012 just released, we are seeing a significant decline in convertible debt financings and an increase in preferred shares offerings for seed stage of deals.  Hallelujah!

Bill Payne , Angel Investor , Frontier Angel Fund
March 26th, 2013 7

How We Do the Due Diligence for Our Angel Investment Group

Bill Payne had an excellent post here a few weeks ago, Raising Your Hand as Due Diligence Lead for Angel Groups, which starts with a this:

Through Rob Wiltbank’s ground-breaking study in 2007, angels in groups learned that collective due diligence on new deals really pays off.  The 538 angels included in this study enjoyed 2.6X returns over the life of their investments.  However, for deals on which collective due diligence totally less than 20 hours, returns were only 1.1X.  But, deals on which angel put in over 40 hours of due diligence (the top quartile) returned 7.1X to angel investors.  Due diligence clearly makes a big difference for angel investors.

due diligence KendyTV photobucket

With this post I’d like to add some experience on what due diligence means for the angel group I’m a member of (the Willamette Angel Conference, in Oregon). I want to share what, when, and how we do it. I’m not suggesting that our way is the right way or better, but merely that it might be helpful to others.  Our group links the investment to an annual event organized by the local chamber of commerce. That gives us some community benefits, like the awareness that angel investment is available and happens in our community. It also ties us to an annual schedule. 

  1. We announce our investment event months in advance, we clarify its bias for Oregon startups, and we set a deadline for submissions. About 40 startups enter. 
  2. We use gust.com to collect our entrants. The post their info. Our members join and get access to the site. 
  3. We use the gust.com ratings platform, each of us individually, to rate the 40 companies based on the information they posted. 
  4. In a first meeting we decide which of the 40 companies we want to contact for more information.  Our members call and ask and organize what they get. 
  5. In our second meeting a week later we share the information gathered from the companies we contacted, review the information posted, and decide on a select group to move forward into more serious due diligence. The target number is 12. The number can vary from year to year, depending on the quality of the submissions and other factors. We assign due diligence teams of 3 or more member investors. 
  6. Over the following 5 weeks we invite the top 12 or so to our meetings, listen to pitches, ask questions, and meet with them offline, read business plans, talk to advisors and investors and customers if they have them. The due diligence teams report back to the group. 
  7. We then name finalist companies — the target is five — and due another round of due diligence. They pitch again, we shuffle the teams, we read more, call more people, and look deeper. The teams report back to the group. 
  8. The last day is an event, organized and hosted by local chambers of commerce, with an audience of several hundred people who pay to get in. The finalists pitch. We vote and select our investment. 

I hope you find these details helpful. I’ve left out dates and some details on purpose. We do keep all due diligence and deliberations strictly confidential, but the process itself is not. 

(Image: KendyTV on photobucket)

Tim Berry , Founder, Palo Alto Software
March 26th, 2013 1

10 Entrepreneur Comments That Kill Investor Deals

Image via Forbes.com

Lack of confidence in your self, your product, and your startup is a surefire recipe for disaster. At the other extreme, too much confidence or arrogance can kill you just as fast. It’s always painful when a startup fails, but as a mentor to founders, I would hope that you can learn from these failings and not stumble on the same issues. I’ve written about these before, but since I see them so often, I thought it might be worth reiterating:

  1. “Business plans are for dummies.” Some startups think business plans are only for investors. In reality, you should do a business plan primarily for yourself, as it forces you to think through all the elements. If it’s not written down, you can’t measure it, and thus you can’t manage it. Also written plans are much more effective communication to your employees, lawyers, accountants, and other key players in your rollout. Read more

Due Diligence Is A Two-Way Street

Investors regularly confuse entrepreneurs with their various approaches to validating deals prior to investment (a process called “due diligence”).   A few seed stage investors (angels, super angels or seed stage VCs) have coffee with an entrepreneur and quickly learn enough to write checks.  Other investors or groups of investors study deals for months before investing.  Why do some investors take longer than others to make an investment decision?  From whom should entrepreneurs solicit funding?

Many super angels, solo angels and seed stage VCs invest in very narrow business segments because they have an in-depth understanding of these verticals.  These investors can evaluate the opportunity and make investment decisions quickly (measured in days or weeks).  However, if the entrepreneur needs more money than these investors can provide, then the due diligence process may have to be repeated several times to raise sufficient funds.

Angels with a variety of backgrounds and experiences often join angel groups.  Entrepreneurs seeking capital from these groups may need to be patient because it may take 2-3 months for the members of the group to do sufficient due diligence to get comfortable with investing in the deal.  These groups, however, are willing to share due diligence with other interested angel groups and can syndicate larger angel rounds than do some smaller or solo investors.  So, the total elapsed time to close a larger seed or startup round may not necessarily be longer.  That said, most sophisticated angel groups recognize that their time-to-investment is often too long and are working hard to reduce due diligence time.

Two additional factors which may lengthen the time-to-investment for angel groups:

  1. Angel groups must often mesh the due diligence process into the meeting schedules of the group.  If the group only meets bi-monthly and the due diligence process take more than two months, the meeting cycle may impact when the results of due diligence can be presented to the group.  Is this an appropriate delay?  Of course not…but entrepreneurs need to be aware of this possibility.
  2. Most members of angel groups are part-time investors.  They are at a stage of life that golf/tennis, travel and/or playing with their grandchildren are important priorities.  Angels may prioritize their activities somewhat differently than do entrepreneurs, lengthening the time to invest.

A component of the investment process often overlooked by entrepreneurs is the importance of due diligence on investors.  Entrepreneurs should be looking for “smart money,” that is, investors who have sufficient skills, experiences and networks to provide more-than-money to portfolio companies after investment.  Do you like these investors?  Can you work with them over the next several years?  Do they bring real value to your company as you build a high-growth venture?  How do you find out?  Ask for a list of entrepreneurs they have funded in the past five years?  Call each and speak candidly about the post-investment support provided by investors – mentoring, introductions to customers and partners, help in raising additional capital, assistance in teeing up the company for exit, etc.  Find “smart money” by doing your own due diligence.  And, if investors refuse to provide you with the names and contact information for companies they have personally funded…move on.  All legitimate investors will be more than willing to share their references with you.  But…you need to ask.

Due diligence is a two-way street.  Check out your potential investors while they are validating your plan.  And, realize that raising money takes time – more time than either entrepreneurs or investors usually anticipate.

Bill Payne , Angel Investor , Frontier Angel Fund
March 21st, 2013 1

7 Worst Entrepreneurial Perceptions From Engineers

Google CEO Larry Page via YouTube

Every engineer who has invented some new technology, or is adept at creating solutions, believes that is the hard part, and it should be a short step to take that solution to market as an entrepreneur. In reality, that short business step embodies far more risk, and a poor technology solution is not near the top of most lists of common reasons for business failures.

In fact, a Duke and Harvard survey of over 500 technology companies showed that only 37% of their leaders even have engineering or computer science backgrounds. Clearly, engineers should think twice before assuming they have an advantage over the rest of us toward being an entrepreneur. Read more

10 Entrepreneur Alternatives to Executive Isolation

Young Steve Jobs in Scientific American via Spaceageboy/Flickr

One of the toughest things about running a startup is the feeling of loneliness and isolation. You are on your own and nobody supports you because it’s hard for them to see what you see and feel the excitement that you feel at the critical stages. This is especially true if you run your startup from your garage.

The leadership position alone can cause loneliness and disconnectedness, and that sometimes results in self-defeating behaviors. If your personality already leans toward narcissism, being the boss will likely bring out the worst in you, leading to intimidation, deception, and the use of coercive power. Of course, that leads to further isolation. Read more