Savagely honest @Nicolas_Colin

“In toxic environments such as Paris, traditional venture capital has in fact become a rent-seeking business: you don’t need strong performances to make a reasonable living and enjoy your power over desperate Entrepreneurs.”
2/ This is the source article - a fab deep dive into the history of VC from @Nicolas_Colin that I highly recommend reading.

salon.thefamily.co/a-brief-histor…
3/ Nicolas, in the line with the pirate ethos of @_TheFamily, does not hesitate to break through the veil of silence that protects the more mediocre ecosystem participants

The journeymen of VC who treat it as a relatively glam lifestyle business.
4/ "With a 2% management fee, three managing partners can typically earn a relatively good wage for nine years, all while enjoying a nice office in the 8th arrondissement of Paris plus the occasional fact-finding trip to Silicon Valley or China".
5/ I have witnessed this first hand.

VCs who don't seem to care about the outcome of the companies they back, or only insofar as it reflects on them, and who parade around boards with a sense of self that it is not representative of their actual impact or contribution.
6/ @Nicolas_Colin also correctly identifies the role of the state (@Bpifrance) in both building a vibrant ecosystem but also steering the venture market towards the players who really deserve to get support.
7/ The good news is that the market has already changed dramatically. New funds and initiatives like @kimaventures, @frst_vc @keralavc @_TheFamily @singularvc as well as some of the better established players and amazing angels have helped move this along quite far.
8/ This is why we've made 7 investments in France out of Fund I, including @JowCuisine and @strapijs as we view France as an incredibly exciting market driven by super ambitious founders.

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More from @fdestin

9 Mar
1/ The @eldsjal podcast with @HarryStebbings is the best I've heard on management.

There are some deep non-obvious insights about management that I well worth reflecting on.
2/ On DELEGATION

@eldsjal makes an intentful distinction between:

*High variance* problem - high upside and high downside (e.g. key product evolution)

*Low variance* problem - low upside and high downside (e.g. paying salaries on time)
3/ Whilst he uses different frameworks, the other key consideration is reversible / non-reversible.

Is a decision a "one way door or a two way door ?"

Whether decisions are reversible dictates how much time you need to spend prior to making a decision
Read 15 tweets
7 Mar
1/ Breaking news. I’m absolutely thrilled to partner with @cleo_sham to build @stride_vc going forward. We’re just getting started and incredibly excited about what’s to come.
2/ Cleo is a consummate operator: built Uber China as an early GM, and Guanghzou as the first Uber city to hit 1M trips a week, before being promoted to Director of Operations for Uber China and later leading platform integration for Uber’s 45 EMEA territories post Uber/Didi.
3/ She got poached by a number of the original Uber investors to build Spotahome as COO.

But she’s not just an operator; she’s also an investor and a founder.

She started life prop trading and has invested in over 60 startups as angel; she’s also founded two startups.
Read 10 tweets
17 Feb
1/ @Nicolas Colin asks on @Siftedeu : “why can’t we build more social media giants in Europe?”

Let me tell you the tale of @dailymotion.

Remember them?

They were neck and neck with @YouTube until about 70M UU per month.
2/ DailyMotion was started by two brilliant creative minds: @robertderosny and @Olivier_Poitrey. The guys were blazing new features at speed and leading the way. A real grassroots story.
3/ The product was great, users loved it and we were growing fast.

One of the early good decisions we made was to delay monetisation. We didn’t want to burden a company whose success was predicated on achieving massive scale.

So what happened? Why didn't we become YT?
Read 11 tweets
21 Jan
1/ Is your board becoming unwieldy as you scale past Series B?

That's probably because you're trying to fit too much into the same format. Some ideas on how to solve that.
2/ Problems: you don't know who to invite. Exec team benefits from being involved but investors hesitate to be direct. A number of issues can't be discussed openly. Engagement isn't great and it all feels a bit theatrical. Takes too long to prep and most comments are generic.
3/ Diagnostic: you're running too many meetings as one. In a COVID world with everyone in remote locations, there's no need for that. Break it up!
Read 8 tweets
14 Jan
1/ By definition, VC partnership are only as good a their decision making.

Let’s explore 👇
2/ In venture as in startups, there are only decisions, never any certainties. It is the nature of our game that good decisions combined with good execution can lead to poor outcomes. In other words, a poor outcome does not mean you took the wrong decision. What to do?
3/ The first step is to collectively get as close to the truth as you can.

This means gathering opinions and facts until you have built a mental model of the decision you are taking and assessing the nature of the risks you are taking.
Read 13 tweets
13 Jan
1/ I often say @stride_vc is "proudly anti-thematic" -- here's why.
2/ Fact: founders are much better at finding white space and developing unique insights than all of VC put together.

Our job is to be mentally plastic and be open to unusual ideas.
3/ Being thematic as an investor is powerful in developing a prepared mind but it can also be quite limiting.

There's nothing more boring than asking VCs "what are the hot trends" - we all say the same 😂

At seed I find it more constraining than I find it effective.
Read 6 tweets

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