This is a somewhat tricky question. Although there are many, many excellent events each week in New York that it would make sense for a startup entrepreneur to attend (see Gary’s Guide, Startup Digest, or This Week in NY Innovation), the truth is that (a) VCs and serious investors don’t go to most of them, and (b) the odds are slim that even if you and the investor were at the same event, you will have the opportunity or time to do more than say hello. Read more
Entrepreneurship is not a job for the Lone Ranger. Every startup requires building and maintaining effective relationships with people, including partners, team members, customers, and investors. That means giving and asking for feedback, and learning from it, especially negative feedback.
“Friction” is feedback mixed with emotion or drama, making it all the more difficult to sort out the value. There should be no immediate assumption that one side is right, and the other is wrong. It may be an indication that one party isn’t giving the feedback well, or the other isn’t taking it well, or both. Both of these modes are wrong, and non-productive. Read more
A company’s board of directors is technically elected by the company’s shareholders. So before a startup receives outside funding, the board is “elected” by—and usually consists of—the founders (although it may exist in name only.)
Once a company receives its initial seed, angel or venture funding, the documents prepared for the investment will include a Shareholders Agreement that gets signed by everyone. This agreement includes, among other things, specific procedures for determining who gets to pick the members of the board. Read more
Every startup with any traction quickly reaches a point where they need to hire employees to grow the business. Unfortunately, this always happens when pressures are the highest, and business processes are ill-defined. At this point you need superstars and versatile future executives, yet your in-house hiring processes and focus are at their weakest.
The result is a host of hiring mistakes that sink many young companies, or take years to fix. The solution is to never forget that hiring is a top priority task for the CEO, which should never be delegated, and which often has to supersede the urgent crises of the day. Read more
From the question it sounds to me as though this is a case of both a novice investor and a novice entrepreneur, with neither one having much experience with or as an angel. I would therefore *strongly* advise you to get an experienced startup attorney to advise you during the negotiation/term sheet discussions. Read more
The days are gone when a techie or a genius could build things in his garage and customers would find and buy the product, based purely on the “wow factor” of the technology. New technologies are everywhere today. People have seen so much that they are blasé, or actually fear pure technology. They want a personable brand, before they will consider the product.
They are overloaded by the media with amazing advertising messages, and people now realize that you can’t believe anything you see in pictures, and even videos can be edited to deliver any message. In fact, we are all media companies now, with our cell phones, computers, and professional-looking publishing tools. Read more
Although that’s probably not the right question to be asking (because the right investor is one who is investing in you as a businessperson, not you as a minorityperson), some firms and groups specializing in this sector are NMAN, the National Minority Angel Network (http://www.nmanetwork.co
*original post can be found on Quora @ http://www.quora.com/David-S-Rose/answers *