Step one : differentiate between "broker SPACs" (people trying to grab fees, shift risk and leave the building) and "sustainable SPACs" ( significant sponsor commits, are looking to build real businesses, stay in)
2/ Step two: check whether the net proceeds to the company are sufficient. Achilles heel of SPACs is uncertainty on redemptions.
You can possibly mitigate this like CAZOO did: $1BN SPAC on the side 🔥. That'd protected proceeds right there.
3/ Step three: manage your liquidity. Post IPO your float may be super thin as PIPE's investors are locked in and only the non-redeemed portion of the SPAC is trading.
This can stay with you for a long time and lead to volatility, market manipulation issues, depressed pricing.
4/ Step four: manage your overhang. If you've got weak investors in the PIPE and existing investors eager to sell, you're in trouble!
5/ Lessons from CAZOO:
- Strong sponsor with a significant commit and long term outlook (here AJAX, probs best SPAC Sponsor out there)
- Existing investors committed to a significant PIPE (here D1 Capital Partners AAAND the AJAX sponsors)
- Protect your proceeds and build LT
6/ There's no silver bullet.
You still need a long time to gradually increase your float, balance your investor base, build confidence with the markets etc.
This is why IPOs are not really exits but financing milestones.
7/ Ugh minor correction: CAZOO PIPE was $800M, total proceeds to the company $1BN.
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1/ Quick high level advice for founders on fundraising material. The five elements of data you need for fundraising, and the "Notion alternative":
Core: The Everything Deck. Master deck you use for intros, pitching, "leave behind" and everything else. The one and only.
2/ One level down: The Narratives.
A set of subdocs that explain key elements of your business and address core areas of diligence. E.g. cohort analysis, GTM, product roadmap. Docs format easiest, think Amazon memos.
Make it easy for investors to copy / past from these.
3/ Two levels down: Underlying Data.
The Narratives are there so investors don't misunderstand your data or skim over it. It's dangerous IMHO to just drop investors into spreadsheets and hope they make sense it.
@HarryStebbings and I started 50/50. I'm a big believer in taking economics off the table (who knows who will find the next Spotify?) and partnerships can destroy each other in endless economics discussions.
2/ It's not uncommon or absurd that the GP group keeps roughly 80% of the economics - that would be say 3 or 4 General Partners taking the majority of economics and "floating down" as they accept more general partners into the group
3/ How is carry quoted ? Carried interest is typically 20% of profits generated by the fund; this 20% is 100% of the carry pool. You can quote carry as an absolute percentage (5% carry), a percentage of the carry pool (5% carry is 25% of the carry pool) or in dollar terms.
2/ I’ve always believed that the skillset required to work with seed companies is on some dimensions fundamentally different from working at the later stages.
3/ Everything about seed companies is ambiguous: the people, the data, the level of product market fit, the GTM, the brand and messaging.
“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.
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.