Category: Entrepreneurship
Most of us learned about dog years as children. Unfortunately, the adage that one human year = 7 dog years is not entirely correct, as dogs mature much faster than humans and the aging process depends on the size of the dogs. But the general idea works.
Recently, I was in a board meeting at a company that had increased its revenue by a factor of four in 2016. We were discussing two things: (1) the 2017 budget and (2) all the things that broke in 2016 that we needed to fix in 2017. After a long, healthy discussion, we did an AMA with the whole company.
I’ve been fortunate to be involved in some extremely high growth companies. It can be a blast, but it’s also daunting. Everyone always has this strange look in their eyes that is a combination of being exhausted while knowing they are on a rocketship ride they are supposed to be enjoying.
During the AMA, I looked around the room a had an insight that most of the people had never experienced this pace of growth before. I suddenly had a thought which I decided to try out on the audience.
“Y’all are experiencing something rare. It happens to a few companies, but not that many. You are currently in a phase where one month of real time is equal to three months of company time. It’s like dog years. You are jamming four years of company time into every year of real time. That’s why it is so intense.”
A lot of head nodding ensued.
Jessi Hempel from Backchannel just wrote an amazing profile piece on my close friend Jerry Colonna. It’s titled This Man Makes Founders Cry. Medium estimates that it’s an 18 minute read and I assert that it’s worth every minute.
I’ve known and worked with Jerry since 1996. I now get to call him my neighbor as he moved from New York to Boulder a few years ago. If you want a taste of our relationship, I’ve written a lot about him over the years. Following are a few recent ones.
There are a few people other than Amy and my family who I love. For example, I love my partners. I love Len Fassler, who remains to this day my most influential mentor. And I love Jerry.
There are many choice quotes in the article, but to give you a taste, here are a few.
- “Jerry?” he responds. “That guy saved my life.” – Bart Lorang, FullContact CEO
- “There was this moment where you admitted to each other that you were working with him. It’s not an official thing, but there is this almost secret society of people who’ve been coached by Jerry.” – Chad Dickerson, Etsy CEO
- “Campbell had a testosterone-infused Silicon Valley kind of model. Jerry’s model is more Buddhism and less football.” – Fred Wilson, USV partner
- “There are a lot of people you can go to who will teach you to be a better manager. Jerry understands the psychology of leadership.” – Alexander Ljung, Soundcloud CEO
- “Until we make the unconscious conscious, we will be dictated by it and call it fate.” – Jerry quoting Jung
- “The Reboot team possesses an otherworldly talent for coaxing authenticity and truth out of people. They can even coax truths out of people who, like myself, have been lying to themselves for years.” – Jacob Chapman Gelt VC partner
- “Life sucks and it’s okay. Life is great, and it’s okay. Life goes up and it’s okay; life goes down and it’s okay. If we can instill a sense of resilience in people, we mitigate suffering.” – Jerry
Go read the entire article on Jerry. And, if you want more, go listen to the Reboot podcast.
I love origin stories. Some of them glorify entrepreneurship in a way that makes them challenging to parse, as the struggles of our heroines and heroes gets romanticized in a way that tastes sugary sweet. But, when they are written in first person, unedited, on a blog, they are often delicious in a tasty and fulfilling way.
Jud Valeski, the co-founder of Gnip, wrote a great one a few days ago. It’s titled How Did Gnip Get The Twitter Deal? and does a thorough job of telling the story from Jud’s perspective. If that’s all that was there, it’d be a solid origin story.
But then Doug Williams, who was on the Twitter side of the Gnip / Twitter origin story, weighs in with a comment that is the same length as Jud’s post. And now we get Doug’s view. Not the official Twitter view. Not the C7H5NO3S version that has been denuded of anything challenging and controversial.
The combination is delicious and worth reading. I lived it as an investor and only have two categories of things to add. The first is that the most important role of the investor in deals like this is to talk your team (in this case Jud and Rob) off the cliff. Or, more likely, to take the flamethrower out of their hands before they started spraying it on everyone in sheer frustration. The other is a few well timed phone calls to key people (in this case, Dick Costolo, who totally saw the value of the relationship but at the time was trying to navigate whatever the current version of Twitter dynamics were.)
The end of Jud’s post has two extremely important points in it. The first to play by the rules of your partner.
“This conflict between your product and the publisher, is real, and it can make or break you. On one hand, you want revenue, and if you break/bend the rules, you can get more of it. However, doing so puts you at odds with the publisher (arguably your bread and butter). Take your pick. We chose to play by the rules and were able to navigate to a successful partnership and outcome. We firmly believed that breaking/bending the rules would yield an incrementally small amount of revenue, and never actually let the business get as big as it could. Think about it this way, black markets exist, and always will, but they’re never as big as the open market. Pursue the open market, sure, it’s harder, but the rewards are bigger. If the only way you have a business is by breaking rules, stop what you’re doing and go do something else; that’s ultimately lame; explain that one to your kids.”
The other is what we called “Be Everywhere That Twitter Is.”
“We spent years cultivating relationships inside Twitter (from the CEO, which changed a few times during our efforts), to mid-level, to developers, to BD, to on and on and on). When we were at a conference and there was a Twitter person there, we elbowed our way to them to get a word in. When Twitter put on conferences, we were there. When Twitter wouldn’t answer the phone because we were that annoying gnat in the swarm, we backed off the calls until we had something significant to put in front of them (a new feature, a new business milestone). Partnership negotiation is a fine line between expressing your need for the other partnership, and illustrating your ability to be independent.“
And Doug, in his conclusion, reinforces the value of that approach.
“I’ll leave you with this final anecdote. While in the midst of the start of our initial term sheet negotiations with GNIP, my team was moved under a new executive. After bringing him up to speed, he told me he didn’t like the strategy and called it off. That day, he and I were to meet with Jud and push things forward. I had to break this news to Jud that the exec had pulled the plug and wouldn’t be at the meeting. It’s difficult to say who was more heartbroken at this point. In his patient and persistent way, Jud keep calling. He kept asking questions. He kept showing up at the office. We kept working on the term sheet and he motivated me to go to bat again. Again, we eventually got the nod. Luck, timing and patience paid off, but more than all kept Jud showing up. That is the ultimate lesson he taught me, one that I carry with me every day.”
There’s a lot of healthy and tasty juice in this origin story. Jud / Doug – thanks for putting it out there.
At the MIT Celebration of 50 Years of Entrepreneurship in November, I heard a number of fantastic lines that have stuck with me. One of them was from Noubar Afeyan.
“Entrepreneurship is intellectual immigration.”
As I sat in an audience of about 200 extremely accomplished MIT graduates spanning over 50 years, I thought to myself “he just fucking nailed it.”
I’m a huge fan and supporter of immigration, especially around entrepreneurship. If you look at the landscape of success entrepreneurs in the United States you see a remarkable number of first and second generation immigrants. We can argue about immigration policy all day long (and plenty in DC do, mostly to insure that nothing actually gets accomplished) but the historical statistics around immigration and entrepreneurship in the US are undeniable.
Noubar talked about immigration being “going someplace outside of your comfort zone.” Every first generation immigrant I’ve ever met has talked about immigrating to the US as something akin to this. Many entrepreneurs I’ve met have articulated a similar emotion around their experience leaving whatever they were doing to start a new company.
My whole life has been built around the idea of intellectual immigration. I’m constantly exploring new things, getting out of my comfort zone, and moving toward new “things.” As part of this, I’m moving away from (emigrating away) from old, established things.
Ponder that.
My partner Seth sent out an email to our CEO list this morning titled Taking a deep breath after we received several emails from CEOs with questions along the lines of “how should we think about the result of the election / what should we do?” After I saw a few responses to Seth’s note, I asked if he was ok with me republishing it here. I realize that very few of you who read my blog are on our CEO list so I hope it’s helpful to you to see what Seth sent around.
Seth’s note follows:
“While I’m dismayed at what happened last night, now isn’t a time to be reactionary. And the US needs a strong and vocal counterbalance to the hate and bigotry we just empowered.
For many of you, as well as for us, it was a deeply disappointing night. And it’s easy to wake up today with a sense of fear and foreboding about the future of our country. That’s understandable. And while we share that fear we also continue to share an optimism about the greatness of our country and our future. America is a resilient country and we passionately hope that resilience will temper the hate and vitriol that’s been on display over the past months in this election.
We’ve heard from many of you about what last night might mean for your businesses, whether a recession is imminent, whether costs should be cut immediately, etc. And we know that the markets appear to be reacting strongly to the news of a Trump presidency. But we believe that now isn’t the time for reactionary action. If you were excited about your business last week you should be excited about it today.
Our advice for the moment is to let things settle out. Stand up for the beliefs that are important to you. Be vocal within your community about things like tolerance, fairness and inclusiveness. Your employees will be looking to you for how to react. Show them that our economy and your business will go on. That we’ll evaluate the future dispassionately and that your business today isn’t fundamentally different than your business yesterday.”
Each quarter Cooley does a VC market update. This quarter they interviewed me as part of it on Quarterly VC Update: Brad Feld on the State of Venture Capital Investing. The full Cooley Q3 report includes a bunch of data and trend graphs which I encourage you to go take a look at. The interview with me follows.
Based on Cooley data for the quarter, how does your experience in the market compare? Similar/different?
The tone of Q3 felt like a continuation of Q2 with summer vacations tossed in. The existential freakout that occurred in January and February seemed like the distant past with the lingering hangover being a clearer focus on valuation and overall funding needs from new investors. While there are a few clear trends in the data, such as lower valuations for Series A through C rounds and more flat rounds, the overall changes from Q2 is not dramatic.
As far as deal terms, is the pendulum favoring companies or investors? Will this continue through the year?
It continues to be highly dependent on company, stage, and location. At the early stages, raising the first $2m tends to be straightforward in most geographies that have meaningful startup communities. At the same time, if you are a clearly successful growth company, there is a huge amount of capital available once you’ve reached a point of clear success (often after $20m – $40m has been raised). The stage in between – what used to be called a Series B or Series C – continues to be extremely hard to raise unless you are clearly on a very rapid growth trajectory.
So – for early stage companies (Pre-Seed, Seed, Series A), the terms tend to be clean and simple, and valuation is in a modest range that probably has a median around $5m. For growth companies (usually Series D or later), there are pretty clear market comparables based on growth rate, revenue, gross margin %, and type of company. For everything in between, good luck and be flexible.
Any current trends that stand out to you that are changes from the 2015 environment?
The word unicorn was used about 1000 times more often in 2015. There is much less focus on a $1 billion private valuation (thankfully) as both entrepreneurs and VCs have again shifted much of their discussion to what needs to be done long-term to build a successful company. There’s a lot less whining about the public markets, although there continues to be many opinions as to whether going public is a good thing along with whether it’s smart or stupid to delay the decision as long as possible. I’ve already forgotten what the trendy things of 2015 were since AI, machine learning, bots, and autonomous cars are all the rage, although it’s almost 2017 so it’s time for something new. M&A activity on one hand seems very lively, although it’s less in everyone’s face. Most importantly from my frame of reference, the amount of activity at the early and seed stage seems to be extremely robust.
How many deals do you expect to make in 2016? Are you a bull or bear?
We make around ten new investments every year. We’ve made seven so far this year and have three more that are in process, so we are right on track. I expect we will make around ten new investments in 2017. Since we are early stage investors, it simply doesn’t matter if we are a short term bull or bear. We are long-term extremely optimistic about the opportunity to invest in and help build important, new, innovative technology companies.
For a couple of years commentators in the market has talked about a “Series B” problem. Do you see evidence of that issue, and if so it is the problem getting larger or smaller?
It’s the same. There is a huge capital supply gap for companies that are in between early startups and companies that are successful growth companies. As a result, the “Series B” problem is simply calling out something that has always been around – it’s tough to get the mid-stages funded. Early is a lot sexier, exciting, and easier – you are selling your future vision. Late-stage is more straightforward to evaluate. Mid-stage is when you are now selling reality and are often too early to show that you will be a large, long term successful business.
What is your advice to a company seeking its first capital?
Yoda was right – do or do not, there is no try. Decide to do it. Then do the work. If you want hints, my partner Jason and I wrote 200 pages of them in our book Venture Deals: Be Smarter Than Your Lawyer or Your Venture Capitalist* (*unless they are from Cooley…)
Do you see a substantial uptick in private and growth equity in the market?
If so, how does that influence the venture market or your investment strategy? This is mostly impacting the later stages. In 2015, there was a huge influx of hedge fund, crossover, and private equity investors doing late stage rounds. Clearly the moonbeams the unicorns were riding attracted them. This vaporized at the end of the year and in Q1 as the public markets corrected. Private equity investors seemed to shift primarily to acquisitions of these companies rather than investing while large amounts of international capital suddenly showed up. For us, none of this really matters as it tends to be short term in nature driven by a variety of often conflicting forces. We try to keep our heads down and just help finance our companies continuously through all stages.
What other “macro” trends do you see affecting the rest of 2016 and 2017?
Well, there’s this thing called an election which hopefully will be over soon. In addition to creating some certainty about the dynamics in our government going forward, it’ll also result in a decrease of political advertising in all media, which I generally think will enhance my life although some adtech and media companies will be bummed out about it. Beyond that, I have no real clue about the macro.
I attended the 20th Reunion of the Kauffman Fellows on Monday and Tuesday. I’ve recently joined the board of directors and enjoyed spending two days in Kansas City immersed in things with the Kauffman Fellows, a bunch of friends, and a number of LPs and GPs that came to the event.
As part of it, I gave a talk and did Q&A with Lesa Mitchell (now the Managing Director of Techstars Kansas City). We covered a lot of ground around startup communities, investing, government, multi-turn games, and other things I can’t remember anymore. Buried in the middle is a story of my experience with Startup Weekend Tehran and a long rant on transcending geographic borders.
If you are looking for a Saturday morning video to run in the background, enjoy.
The final event at Boulder Startup Week a few months ago was Founder Fights. A bunch of founders got in a boxing ring for a real, USA Boxing sanctioned event (three rounds, two minutes each). To see a two minute version of what played out, take a look at this great video montage from the event (I make a startling entrance at 0:52 in the video.) It’s worth clicking through to Vimeo if the security settings don’t let it play in your browser.)
While I’m not a boxing fan, this was an incredible experience and one of the most energizing three hours I’ve had in a long time. Carrie Barry and her partner Kirsten Barry run The Corner Boxing Club in Boulder and I’ve done a little sparing there. My friends Jerry Colonna, Dave Mandell, and Chris Marks are regulars and Chris wrote a powerful blog post about why he boxes.
Carrie and Jerry did a great Reboot.io podcast on Carrie’s journey and why she is motivated to do what she does.
The experience of combining a set of local amateur boxers and their supporters with the Boulder startup community getting behind matches with folks like David, Chris, and Nicole Glaros was really inspiring. The event ended up raising $56,000 with $21,000 going to Blue Sky Bridge and the balance to other local charities. I hope we do it again in 2017 and have heard a rumor already that we’ll do it at Denver Startup Week in a few months.
I was recently asked the question “What is your next career?” as part of a discussion with an LP.
I thought it was the best diligence question that I have ever been asked. Upon reflection, the LP was clearly asking me indirectly about my long term commitment to venture capital and, without asking “how much longer are you going to do this VC thing?” she was looking for how I answered the question to get an understanding for how I thought about what I was currently doing along with an indication of how much longer I’d be doing it.
My quick answer was “I don’t have one.” I then unpacked this a little, explaining that I’ve never really thought about what I did as “a career.” While I have a LinkedIn profile, I’ve never had a resume, nor do I really feel like I’ve been on a career path.
But I realized that wasn’t an answer so I continued reflecting out loud in real time. I stated that when I think about it, VCs typically end up doing three different things after they stop being VCs: (1) be a CEO of a company, (2) politics, or (3) academia.
None of these appeal to me. I’ll never be a CEO of a company again – I did this for seven years between age 21 and 28. I was a good CEO but I never enjoyed the job. I have exactly 0.000000% in ever running for a political office. And, I was kicked out of a PhD program when I was 24 and have no interest in ever being a professor or an administrator.
I’m sure there are other things VCs do after stop being VCs, but I’m quite clear that I don’t have a next career in me.