1/ This weekend, there was a good discussion about founder/VC relationships. Several great investors discussed the value of getting to know founders while many founders wondered if building relationships was a waste of time.
To help, here's data from the @SusaVentures family..
@SusaVentures 2/ In the last ~7 years we've made 93 investments. Of those:
- 68 (73%) were founders we had just met
- 10 (11%) were founders we had known for 1-12 mo
- 6 (6%) were founders we had known for 2-4 years
- 9 (10%) were founders we had known for 5+ years
@SusaVentures 3/ While this is a sample size of one fund, my takeaway is that building relationships is valuable. Specifically, my partners & I had known the founders of 11% of co's for 1-12 mo. Given how few people we know relative to all of the founders in the world, this is a huge fraction.
@SusaVentures 4/ I.e. if we know 1% of all founders who fundraise (likely a huge, huge overestimate), but 11% of our investments are in founders whom we've known for 1-12 mo, that means getting to know someone over a short time can increase the chances of investment by >10x.
@SusaVentures 5/ And relationship building doesn't need to consume tons of time. Try to meet 15-20 investors over 3 mo, then pick the 3 or 5 that you really like & catch up with each of them once a quarter. That's a commitment of maybe 40 hours/year. Low downside, high upside time investment.
1/ Want to see the deck @SusaVentures used to raise $375m from LPs? It's in the post below, along with a dozen other VC decks. Kudos to @rrhoover and @vedikaja_in for making VC more transparent.
Below are some LP fundraising lessons, learned the hard way, from our past raises:
2/ Most LPs want time to build trust & a relationship w/you. They rarely FOMO in. So build relationships early, even w/LPs that won't invest yet.
My gut is most LPs would prefer to back a GP they've known for 5 yrs that's had 3x funds over a GP they just met that's had 5x funds.
3/ A good way to build trust is to make plans for your upcoming funds & then stick to them. And if you change your plans, change them thoughtfully and overcommunicate.
Annual catch-ups w/the message "this was our plan, we've stuck with it, and it's working" are a powerful tool.
1/ Good VCs avoid competitive conflicts w/in their portfolios. They don't want to be in a position where helping one portfolio company actively hurts another. When there's doubt about a prospective investment, we ask the companies in question if they think they're too close.
2/ It's funny, because some founders are super paranoid ("We're both healthcare businesses. Competitive conflict!"), while others dgaf about conflicts ("The other company is building our exact tool for the same market, but it's a big market so whatever. No conflict on our side!")
3/ Here's my personal litmus test for conflicts: are two products mutually exclusive in the eyes of a customer, where using one product means the customer won't use the other? If that's true, or will be true soon, that's a conflict. Otherwise ok.
1/ A few key levers for deciding how much venture capital to raise:
- can your current valuation support the amount you're raising?
- what set of milestones can you hit, and will hitting them 3x+ your valuation?
- is the money you're raising sufficient to hit those milestones?
2/ These three levers have to work in unison. I.e. you need to raise enough to hit meaningful milestones, while not asking for so much capital relative to existing progress that investors will walk away.
Below are a few common issues founders encounter when picking a round size.
3/ Common issue #1: the amount you're asking for is divorced from what investors will give you based on progress so far. ("We incorporated this month, and we need about $10m to get started.")
1/ Founders who get multiple term sheets often struggle w/negotiation because they rarely come out and just say what they want. Here's a common scenario I see, and what I would do differently to get the best term sheet possible.
2/ Common scenario: you get a TS at, say, $15m post, and you have other interested VCs. You ping those VCs and say "I have a term sheet, please make an offer."
Now you get a few more offers, maybe at $13m or $15m or $17m. Most likely, your position doesn't impove by that much.
3/ Alternative: tell people what you want! It's good for you and it's good for them, and you can change the ask depending on how much you like the investor or how much value you think they will bring.
1/ Early stage founders regularly ask for advice on setting their own salaries. This is a somewhat touchy subject, but the main factors that I've seen people use to set their own salaries are: a) personal expenses, b) personal savings, c) how much cash the company has.
2/ The main tension for very young companies is that their cash runway is very limited, so the difference between two founders each taking $50k vs $150k per year is huge if the company only has $750k in the bank to start with.
3/ As a result, many founders tend to take a "minimum viable salary." The question you want to answer is: how much cash do you need to cover expenses and not stress out about bills every month?
2/ The argument is that wealth shouldn't have so much influence over innovation. But that's backwards. Most big innovations wouldn't exist w/o $ incentives -- which lead to wealth. What fraction of stuff we use was created by companies vs. govts, non-profits, etc? I'd wager 95+%.
3/ The market's incentives will lead to some accruing more relative wealth than others, but they also make everyone wealthier in an *absolute* sense. I'd rather be poorer in a world w/smartphones, refrigerated food, and cancer cures than wealthier in a world w/o those things.