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.
4/ Three levels down: Legal / Financial / Accounting.

You only need to release this in execution and after term-sheet; otherwise you're just data dumping too early.
5/ Useful bonus materials: Market Intelligence.

Detailed market mapping -- not just your competitors but ecosystem players that live around you -- core tech providers, partner companies, channel partners, acquirors.

This may save you prospective investors huge amounts of time.
6/ Now REMEMBER -- data rooms are where processes go to die.

You need to engage in conversation, understand questions and objections, provide answers that are specific to these and meaningfully move the process to a close with every interaction.
7/ Finally the "Notion alternative": highly scripted, beautifully design run-through of your entire business.

Done well they demonstrate thoughtfulness and align everything to a narrative that you designed. You also have an infinite canvas with drill down opportunities.

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More from @fdestin

30 Oct
1/ Are SPACs bad?

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.
Read 7 tweets
9 Sep
1/ Talent wars in London seem absolutely brutal these days.

Everyone of our startups reports their team members being approached almost continuously by everyone from other startups, FAANGS, corporates.

Wage inflation is brutal. Anyone is liable to be poached.
2/ With the advent of distributed organisations and remote work, competition is global.

It could be Tencent or Slack knocking at the door of your organisation, carefully mapping your team looking for openings.
3/ Some seed stage companies have reverted to staying completely stealth on LinkedIn, and asking their team members to remain stealthy.

Though they’re likely to find them on GitHub anyways ;-)
Read 5 tweets
22 Jun
1/ How much carry should you give your partners?

@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.
Read 9 tweets
26 Apr
1/ There’s no difference in probability of reaching Series A based on whether or not your seed round has a top VC.

Source: 3717 deals on @AngelList

angellist.com/blog/top-vc-se…
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.
Read 9 tweets
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
8 Mar
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.
Read 8 tweets

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