Every investment round in a company is made on the basis of extensivepaperwork (often upwards of 100 pages in total) specifying *precisely* what happens when it comes time to pay out the proceeds (if any) from the sale or dissolution of the company. And since all prior investors sign such agreements—or are otherwise legally bound by them—there is never any confusion about exactly what will happen under any particular outcome. Read more
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
As the largest global database of startups (bigger than Crunchbase and AngelList combined, and more than double the size of StartupGenome), searchable by keyword and location, and with all entries written by the startups themselves, it can provide a quick sanity check before you go around saying “we have no competitors”.
Rest assured that your potential investors have already used it for their own research on your market.
*original post can be found on Quora @ http://www.quora.com/David-S-Rose/answers *
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