One effective way to move investors along in diligence, particularly once they're under CDA & clearly interested, is to offer up some next steps. "We're happy to put in you in touch with some of our scientific advisors." "We could do a call on our SAR if that would help." 1/5
...When mgt offers up explicit next steps, they save investors time in terms of coming up with their own list and then reaching out to ask. Throwing in something like (if true), "this has been helpful for other groups" or "they've agreed to speak with other investors" clues...2/5
...ppl into what competing VCs think are relevant lines of inquiry, & also signals that others are excited - that's a good thing! Of course, having a more fulsome deck that can be reviewed under CDA is a first step, but these tactics can help shorten the time to doing...3/5
...further work. Also, consider sending papers & other public info along if the VC is interested or making these downloadable from your data room (without an annoying watermark). Data rooms that treat public info as super-confidential slow people down unnecessarily. 4/5
...Finally, check in frequently & update inv's if you get new data, if others are getting close to submitting a TS, etc. If one email goes unanswered, may not = lack of interest; but after a couple, may make sense to focus away from that group to those doing real work. 5/5

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More from @SaraNayeem

28 May
Most co's will disclose the post on their last round in the initial, non-con presentation. A few don't. Arguments for disclosing it: 1) you save time; if it's really high and you expect a step-up, you can exclude those inv's who don't feel strongly enough about the co to...1/6
..."get there" - and note that if you feel it was priced too high (e.g., strategic-led, mkt has had a dramatic shift) you can subtly indicate that; 2) if your post is particularly attractive, it might actually pull in someone who is on the fence on whether to prioritize...2/6
...your co near the top - this *doesn't mean* that anyone expects you to price at the last post! You can certainly explicate on all the progress since the last round if you'd like, but rest assured that no one thinks last post = current pre. I'd also note that some inv's...3/6
Read 6 tweets
27 May
If you suffer from imposter syndrome, a good way to actively combat it is to simply help someone professionally. Better yet, work time into your schedule to do this each week. In my field (biopharma VC), this might mean calling a portfolio company CEO to check in / offer...1/5
...help on some initiative; mentoring or sharing deal flow with a talented younger investing professional; taking extra time to give feedback to a company I liked but where I passed (for now), if that’s useful to them; or even just serving on a panel or penning a Tweet. 2/5
...There are multiple ways in which this approach assuages imposter syndrome: 1) you are immediately reminded of your expertise and contributions, and probably of why you chose the field you’re in to start with; 2) experiencing someone’s gratitude tends to make us more...3/5
Read 5 tweets
24 May
I recommend that entrepreneurs think about the 5C’s (yes, super cheesy – 6th C!) when choosing investors. 1) Credibility (i.e., will this investor be helpful in building out my business?) – gets to overall experience / reputation but also, do they get your story / space?;...1/5
...2) connectivity (will this investor help me w/ future financings, hiring, etc.?) – is the person highly connected in the relevant circles?; 3) communication (will I be able to communicate effectively w/ this person?) – does the person seem approachable, do they return...2/5
...your calls / emails, do they articulate their views clearly?; 4) capital (will this person / firm be good for future rounds?) – not just where they sit on the cap table now, but do they have a clear commitment to VC investing and are they able to speak to reserves...3/5
Read 5 tweets
10 May
In situations in which people need to make quick judgments on whether they want to work with you based on limited information (a pitch, an interview), never underestimate the importance of *not being prickly*. A defensive reaction to a question; a demanding inquiry about...1/4
...the firm you seek to join; a harsh word about a former colleague or employee; all of these can plant the seeds of doubt. Was it just an off moment, or was the brief, unpleasant interaction the tip of the iceberg? Interacting over Zoom also makes it harder to read people...2/4
...than interacting in-person. The reasons for a particular “gut feel” often aren’t articulated – even to ourselves; maybe if we did sit back and analyze why we left a conversation feeling a particular way about someone, we’d be less certain of our first impressions. But...3/4
Read 4 tweets
4 May
When building a preclinical data package, management teams (esp. those who are bootstrapping) should keep in mind that investors may have a different threshold for being convinced. If you live and breathe a space, you may be able to “smell” a drug based on an experiment or...1/5
...two. And you may see a very straight path to getting your molecule into the clinic – why wait? But institutional investors may have a more rigorous approach (or looked at differently, may not “get it”). Replicating academic experiments, generating data on positive...2/5
...controls, validating the molecule in more than one model, elucidating the precise mechanism, showing dose response, understanding pK, dealing with complexities like isomers and formulation challenges – all of these are costly and time-consuming, but may be necessary for...3/x
Read 5 tweets
22 Apr
In preparing for a financing round, biopharma co’s often benefit from thinking through various questions a VC may have – not just around the company / platform / programs, but also around the competitive space, the market opportunity, and the history of drug development in...1/7
...the lead indication(s). To the extent that time allows, producing some back-up materials to answer some of the q’s can significantly improve your “pullthrough” (inv’s moving forward in the process) and shorten the time it takes VCs to respond. Each key area of diligence...2/7
...that isn’t adequately addressed by the co. becomes another task on investors’ lists, & another barrier to them advancing. For ex., let’s say you have a planned pivotal endpoint which has never been used for getting approval in the past but has been a secondary for other...3/7
Read 7 tweets

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