My CEO hiring thread was well received, so here are four rules for hiring a CFO who doesn’t suck:

(there are two completely different types of CFO and many entrepreneurs hire the wrong one)

🧵
Two kinds of CFO:

Bankers - Love raising money. Great financial storytellers. Used to work at Goldman Sachs.

Auditors - Love making budgets and getting audits done successfully. Used to work at KPMG.
Hire a Banker if:

1. You don’t like raising money or aren’t good at it.
2. You don’t understand capital markets and don’t care to learn.
3. You are going BIG (more than $30 million raised).

They get bored with accounting and they will need to hire that under them.
Hire an Auditor if:

1. You hate managing details (insurance, etc).
2. You are comfortable fundraising and telling the story.
3. You need timely financial reporting and analysis.

Auditors will need a CEO who can tell them what financial story needs to be told.
Once you have picked, now to four rules. Hire a CFO who is:

1. Proven. They can’t learn this job by doing it.
2. Responsible. They truly free you up.
3. Strategic. They see the bigger picture.
4. Technical. They like data.
Proven means that they have raised money for a business if a Banker or been the managing finance director or auditor if an Auditor.

This can be their first role in a business (outside of a firm), but ideally they have proven experience in your industry and in growth companies.
Responsible means that they are not above all the annoying details of business administration. (or can hire to solve them)

They will haggle with your insurance broker and make sure that you stock certificates get issued.
Strategic means that they ask very smart questions about the business quickly.

They see the bigger picture and have ideas how to improve it.

They leverage their previous experience.
Technical means that they can do work themselves.

Many Bankers have had analysts for so long that they can barely use a spreadsheet.

Many tech companies also have data streams that need to be financially analyzed. Experience with SQL, Pivottables, etc is really valuable.
Finally: Wen CFO? Sooner than you think.

If you are spending/raising more than $2 million yearly, you should have a great CFO.

Symptoms: You are doing admin instead of building product. You don’t have a good budget. You don’t know your unit economics.
Hope this is helpful! Here is my tweet on CEO hiring if you missed it first time:

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More from @XavierHelgesen

4 Nov
Four rules for hiring a CEO who doesn’t suck:

🧵
Hiring a CEO is an unusual skill.

Successful entrepreneurs usually do it poorly due to overconfidence and inexperience. (Me included)

Warren Buffett’s greatest skill was not investing - it was CEO selection and compensation. It was the one thing he focused the most on.
I’ve hired 12 CEOs in my life. It is my most important job at Enduring Ventures.

I’ve noticed some patterns.

Great CEOs are:
1. Domain experts.
2. Masters of their budget.
3. Macro & Micro Managers.
4. Generously greedy.

Let’s go through each.
Read 9 tweets
22 Oct
A lot of entrepreneurs still don’t fully understand SAFE notes and how to use them.

They are the single most important innovation in startup financing in the past 15 years. (@ycombinator)

You can close in minutes, raise only what you need with no legal fees.

🧵👇🏻👇🏻👇🏻
SAFE notes were invented to solve a few problems.

1/ it is hard to coordinate a lot of investors to close a “round”. Better to close one by one.

2/ preferred stock is expensive to document legally. SAFE postpones that complexity to later.

3/ Valuation can change quick.
4/ People used convertible debt for similar purposes. But it was still debt, and so could bankrupt the company if there was an aggressive investor and it came due.

SAFE’s allow “high resolution” fundraising. Whenever someone is excited, you close their money on the spot.
Read 9 tweets
21 Oct
I’ve had a number of earnest entrepreneurs contact me who think they should raise venture capital but aren’t remotely ready.

You shouldn’t even take a meeting with a VC let alone seek them out unless you:
A. Have raised $1-2 Million in small checks. ($10,000 and up) OR are cash flow positive.
B. Have a realistic and legitimate shot at a $1 Billion valuation within 10 years. (Validated by experienced entrepreneurs)
C. Have a business experiencing rapid growth. (100% YoY)
D. That growth directly requires more capital (e.g. proven unit economics that require customer acquisition cost)
E. You are ready and willing to sell the business in 5-7 years.
F. You want to run a professional board and finance function.
G. You want a boss (your board)
Read 4 tweets
21 Oct
As promised in my previous thread, here are my standard term sheet and calculator.

Disclaimer: I am not a lawyer. @UpCounsel has all the lawyers.

Every entrepreneur should read my notes below before signing ANY term sheet.

(Link to a public Google Drive at the end.)
Most of the terms in my term sheet are "market standard" for a priced funding round.

If at all possible earlier, do not do a priced funding round and raise money on SAFE notes. upcounsel.com/safe-notes

Once you raise $3-5 Million or more, investors will want a priced round.
A priced round means that investors are buying shares, rather than merely a piece of paper that enables them to have the right to shares (a SAFE or convertible note).

That means more legal sophistication and expense. But also more scalability. This is a "Series A".
Read 9 tweets
21 Oct
One of my mentors raised over $500 million and went public.

He taught me one remarkable fundraising tactic:

He wouldn’t accept term sheets.
He only SENT term sheets TO VCs with a hard deadline.

I raised over $100 million using the same technique.

Step by step 🧵👇🏻👇🏻👇🏻
There are only two types of deals in venture capital: Hot deals and not hot deals.

VCs change their posture DRAMATICALLY based on which they perceive a deal to be.

A good VC will shiv their grandmother to get into a hot deal.

Your goal is to project “hot deal” vibes.
You are going to compress your fundraise into three weeks.

Week 1 to set meetings.

Week 2 to have meetings and send your term sheet that has only two lines blank.

Week 3 to review your offers and sign.
Read 12 tweets
8 Oct
Everything you have been told about stopping climate change is wrong.

Buying a Tesla doesn’t matter. Not flying/eating vegan/turning off lights doesn’t matter.

As a serial climate entrepreneur (raised over $200 million), I speak from experience.

Only one thing matters. 👇🏻👇🏻
Let’s start at the beginning: what’s the problem?

The problem is that it is free to pollute the atmosphere with CO2.

Because it is free, lots of business models make sense.

Examples: oil extraction, gas stations, global container shipping, international air travel, etc.
Because lots of business models ONLY make sense when pollution is free, a very well-funded PR and lobbying machine sprang up to keep pollution free.

At first, they tried to convince people that climate change was not manmade.

They said it was a “natural climactic cycle”.
Read 18 tweets

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