Brad Feld

Category: Foundry

It’s Sunday and it’s -8 degrees in Boulder. Egads. As I sat in my warm office catching up on email from the week, I sent links to our Foundry Group videos to a friend that had never seen them. I realized two things: (1) I’m still annoyed with Ryan for accidentally deleting our Youtube account and resetting the counters on both videos from > 100,000 views to 0 views and (2) A bunch of people in my world have probably never seen these videos.

So – for your viewing pleasure, here are me and my partners making fun of ourselves. As a special bonus, check out my singing and dance movies. And Seth – well – enough said.

If you see Jason in the next few weeks, tell him that it’s time to make Video #3 so we can get Lindel in the mix. Maybe the next one will be called “I’m an LP.”


Last month I had dinner at Pizzeria Locale in Boulder and did a long interview with Nick Chirls and Alex Lines of Notation Capital for their podcast. Dinner was about them and as they learned, if you trek out to Boulder, dinner is on me.

Their podcast series is called Origins and is unique among podcasts as they go deep into the formation history of venture funds, especially from an LP perspective. I was their ninth interviewee following some really great ones including Beezer Clarkson (Sapphire), Naval Ravikant (AngelList), Chris Douvos (VIA), Michael Kim (Cendana), and Judith Elsea (Weathergage).

They walked me through multiple origin stories, including how I started making angel investments (1994), the origin of Mobius / Softbank Venture Capital (1996-1997), the origin of Foundry Group (2007), and the creation of Foundry Group Next (2015-2016).

If you want to listen to all of the podcasts, subscribe to Origins on iTunes, Google Play, or SoundCloud.


My partner Lindel Eakman just did a really fun interview with Harry Stebbings on Harry’s 20 Minute VC Podcast. You can listen to it here or subscribe to the 20 Minute VC on iTunes.

As a Saturday bonus, two of the other podcasts in my regular rotation are the Reboot Podcast and How I Built This. I listened to the VICE: Suroosh Alvi interview yesterday and it was fantastic.

The show notes for Harry’s interview with Lindel follow.

1.) How Lindel made his way into the weird and wonderful world of LPs and then Foundry? What is the origin story behind is first fund investment, Union Square Ventures?

2.) Question from Michael Kim @ Cendana: How is Lindel approaching portfolio construction for Foundry Next? What combination of GP portfolio & direct exposure diversifies the portfolio while retaining upside through individual deal performance?

3.) With the direct co-investment platform how does Lindel look to mitigate the negative signalling that can occur with opportunity funds? Does Lindel agree with Chris Douvos in stating this could lead to the ‘hybridisation of GP and LP’?

4.) Where do most prospective fund managers fail when pitching to LPs? What does Lindel look for in a risk strategy for a potential fund investment?

5.) What are the biggest problems with the LP community today? What would Lindel like to see change? What do the financial compensation plans look like for LPs?


We have some entertaining news to share with you today. We have recently registered with the SEC and are now considered Registered Investment Advisors. Did we do this so that we can have cooler business cards? No. Did we do this because our back office was lacking in purpose? Heck no.

We had to, per the SEC rules. And the reason you ask? Well, we can’t tell you that or we could possibly break some other SEC rules. So for now, just accept that your friendly neighborhood venture capital firm is now subject to a lot of new and stimulating paperwork.

Why are we even bothering telling you this? Because it will affect what we can say on the Foundry Group blog and personal blogs that we write. We’ll have to be careful with statements that we make about companies we invest in. We’ll also be cautious in what we write about our funds or the industry in general. According to the SEC rules, we can no longer write anything that “promotes” our funds. While we’d argue that we never try to promote our firm, but just write anything that comes to mind and try to have fun doing it, with our new registration status comes new responsibilities.

This will be a learning process for us and our goal is to bring you content that is still 100% transparent. Please be patient with us if there are hiccups along the way, or perhaps even questions that we can’t legally answer in the comment sections anymore.

And as always – thank you all for the support. We love what we do and the community, and our interaction with you through our blogs, is a big reason why. And, don’t worry, there will be a third VC video from us – someday.


After two years of a dedicated experiment, we’ve decided to stop making new investments via our FG Angels Syndicate. We’ve learned a lot, achieved some of our goals, but ultimately have decided that the effort required to maintain our investment pace on AngelList is too great for us, at least for now. More on that in a bit, but let’s start with some history.

The Monday after AngelList announced their Syndicate product in September 2013 we decided to to jump in with both feet and start FG Angels. As a result, we were one of the very first syndicates and the first VC firm to create a syndicate.

We had several high level goals:

  1. Understand how AngelList and Syndicates worked by actively participating;
  2. Be able to experiment with seed investments outside of our themes;
  3. Extend our network of entrepreneurs and angel investors; and
  4. Generate additional economic returns for our funds.

It took a few months for AngelList to gear up Syndicates so that they actually worked. As a result our first investment wasn’t made until early January when we invested in OnTheGo Platforms, which was just acquired by Atheer.

Our plan was to make 50 investments, directly committing $2.5m from our funds ($50k from us for each investment) through 2014. When we did a retrospective on our first year of FG Angels, we had invested in 42 companies. Seth did a nice job of summarizing what the deals and the syndicate activity for the first year looked like.

  • Total number of investments: 42
  • Average syndicate investment amount per deal: $316k
  • Largest syndicate investment in any single deal: $785k
  • Total number syndicate investors (syndicate members who invested in at least one FG Angels deal): 116
  • Total number of investors (all investors who have joined FG Angels in at least one deal): 410
  • # of investors who have participated in at least half of FG Angels deals: 30
  • Most active syndicate member investment total: $905k across 41 of our 42 FG Angels deals
  • % of investments with a female co-founder: > 20%

Our plan was not to generate investment deal flow for us to follow on with our main funds. Instead, we took a one time seed investor approach patterned after an angel strategy that I’ve used for almost 20 years that has now generated a realized return over 10x invested capital and still has about half the money at play.

We’ve ended up investing in three companies through our main funds that we had invested in first with FG Angels (Mattermark, Revolar, and Havenly). However, both Revolar and Havenly went through accelerator programs that we are involved with (Techstars and MergeLane, respectively), which allowed us even more perspective into working with them.

We decided to continue making FG Angels investments through 2015 at about the same pace. By the end of 2015, we had made a total of 65 FG Angels investments. We have 49 funded Backers, a 236 unfunded Backers, a total syndicate backing of $976,653, and an estimated 30 day raise of $171,058.

At the end of 2015, we revisited the goals I mentioned at the beginning of this post. Let’s see how we did and what we learned.

Goal 1: Understand how AngelList and Syndicates worked by actively participating: In addition to understanding in depth how AngelList and Syndicates worked, I’d like to think we helped Naval and his awesome team at AngelList on figuring out the legal, workflow, and UX dynamics around AngelList. We’re fans of both AngelList and Syndicates and it was important to us to give back to the platform and help them work through the dynamics involved in creating and rolling out their Syndicates product.

Goal 2: Be able to experiment with seed investments outside our themes: While we did a lot of investments outside our themes, we generated very little incremental learning on our part. While we could be very helpful in a generic early investor way, the time to value ratio was way off in both directions. While we regularly did short, quick hit help via email, whenever someone wanted to spend an hour or more with one of us, we eventually realized that our investment and ownership in the company was dramatically underweighted. And, this took time away (we each have a finite number of hours each week) from companies we had much larger investments in. We also realized that we were getting the experimentation value and learning at a greater rate from our deep engagement in Techstars.

Goal 3: Extend our network of entrepreneurs and angel investors: As we expected, our network of entrepreneurs was expanded (by about 150 people across the 65 companies.) These founders are active members of our portfolio and our goal is to be helpful to them any way we can, given time constraints. However, we have been disappointed in how we have – or haven’t – been effective at building a broader network of angel investors. We’ve made some new friends and built strong connections with a few angels in the syndicate, but we’ve struggled to build any kind of extended community. The tools for this on AngelList just aren’t there yet and we haven’t committed the resources to do this separately. And, ultimately, some face to face time is likely needed which we haven’t been willing to do.

Goal 4: Generate additional economic returns for our funds: We’ve invested about $3.2 million in FG Angels and are excited about the portfolio. However, it’s a very early stage portfolio that will take a very long time to mature. Even when you include the carry we are getting on FG Angels (15%), this total amount represents less than one fund investment on our part (our typical investment size is $5m to $15m, with this growing to as much as $40m when you include our late stage fund.) Even if we generate a huge multiple on our overall FG Angels investment (say 10x), the impact on our fund return is limited given the size of the investments we were making.

Ultimately, we’ve decided that the effort that we are putting into FG Angels is too great for us to continue on in the way that we’ve have been for the past two years. However, by running the experiment, we’ve better understood the leverage points at the angel / seed level that AngelList and Syndicates create, which for some investors, and many entrepreneurs, is very powerful. Finally, we’d like to believe that we’ve contributed to the evolution and dynamic of angel / seed investing through this effort.

While we are no longer going to be actively making FG Angels investments, every now and then we might do something out of FG Angels. We continue to believe that AngelList Syndicates is an effective platform for companies and investors. We simply felt that we needed to better balance the time and effort we were spending on FG Angels relative to the weight it has in our overall portfolio.

It’s important to all of us at Foundry Group to experiment around the edges of our industry and to push the boundaries of the venture model to find new and innovative ways to create value for our investors while supporting as broad a set of entrepreneurs as possible. We’ll continue to look for ways to do that.


Over the years at Foundry Group we’ve built an extensive network of companies. While we’ve invested in some of these directly, this actually represents the smallest set of companies that we are involved with. We have also invested indirectly in many others through our investment in Techstars. Yet another, and much larger set of companies, come from our investments in other venture funds.

In 2013, we started thinking hard about the future of Foundry Group. When we started Foundry in 2006 we were very clear that we were not going to build a legacy firm. There would be no generational planning, no transitions to younger partners, and no senior partner hold-outs who would hang onto economics well after they had stopped working. Simply put, when we are done investing, we will drop the mic and shut off the lights.

During these discussions, we reflected on the incredible collection of early stage VC firms we’ve invested in personally over the years. We’ve been investing as individuals in venture firms going back almost 20 years. The four of us have served as mentors, and in a number of cases, formal advisors to funds around the world. In 2010 we started making the majority of our fund investments together through a common entity. While we never thought hard about this activity, over the years we’ve amassed a very strong track record through these fund investments. It’s also been fun – a great way to get close to new managers, build lasting personal relationships, and see deal flow for our Foundry Group investing activity.

In late 2014 the four of us got together to talk formally about the future of Foundry Group. We had each taken a month off in 2014 – well needed breaks after what had been a seven year sprint since starting Foundry Group. We were clear at that point that we wanted to continue to make early stage investments through a new Foundry Group fund, which we subsequently raised in the middle of 2015 and started investing at the end of the year.

At the same time we discussed our later stage investment strategy. In 2013 we raised a fund called Foundry Group Select. The strategy behind Select is to make late stage investments into successful companies where our early-stage funds had previously invested. The strategy has been a good one and with two early exits (Gnip and Fitbit) we’ve already returned significant capital.

As a result of our extensive networks, we constantly see other potential late stage investments. We’ve stayed away from these investments, not because they aren’t interesting, but because with the Select fund strategy we had limited ourselves to investing in existing Foundry portfolio companies. We broke this rule recently to make an investment in AvidXchange, a business run by an entrepreneur who I have known for over 20 years. The conversation around AvidXchange brought to light the magnitude of the opportunity we have to invest in interesting companies outside of our early stage portfolio.

We also had a long conversation about our GP fund investing strategy. It is clear to us that we enjoy investing in other VC funds and working to support the GPs. When we looked carefully at our track record, it became clear to us how lucrative this activity has been.

As we discussed the confluence of our fund investing strategy, our current Select strategy, and our interest in acting on our unique later stage deal flow, we realized that there was an opportunity to wrap these three ideas together into a single entity that would encompass not just what we had previously called our Select strategy but would also institutionalize our fund investment strategy as well as leverage those and other relationships to invest in other later stage opportunities in our broader network.

The critical ingredient for bringing this all together was finding the person to help us execute our GP fund strategy. Fortunately we knew exactly who we wanted to work on this project.

For the past 13 years, Lindel Eakman has been the head of UTIMCO’s private equity group. He’s created an incredible portfolio of investments in venture capital funds, including Union Square Ventures, Spark Capital, True Ventures, IA Ventures, Techstars Ventures, and Foundry Group. In April 2007, Lindel committed to be our largest investor in our first fund in 2007, taking 20% of the fund. This was a bold move, as we only had one commitment at the time.

Lindel – through UTIMCO – has continued to be our largest investor. He has been on our advisory board and for the past eight years has been a key advisor to us. Over the years he also has become a close friend.

We’ve been discussing this strategy with Lindel for most of the last year and have started calling the initiative “Foundry Group Next”. The Next strategy will not only allow us to continue making direct investments in high-potential startups, but will also scale-up our ability to support venture firms and funds whose vision and values align with ours. Through this activity, we hope to spread the Foundry Group values and DNA further into the overall venture and startup ecosystem.

We are pleased to welcome Lindel to Foundry Group Next and are excited to start this new chapter with him. And to make the the lawyers in our lives happy, we need to say that in no way is this blog post an offer to sell securities or an advertisement of us raising a new fund. We have yet to announce anything regarding any new funds that we may raise in the future.


Yesterday we closed our fifth fund, Foundry Venture Capital 2016, L.P. As with all four of our other funds, it’s a $225 million fund.

In 2007 we raised our first fund – Foundry Venture Capital 2007. We subsequently raised a $225 million fund in 2010, another one in 2013, and a late stage fund in 2013. Our 2013 fund was originally raised in 2012, but we didn’t start investing it until 2013 so we renamed it 2013.

Except for our late stage fund, each of our funds has 30 investments (+/- 2) in it. Each is $225 million. Each is roughly invested 1/3rd into companies in Colorado, 1/3rd into companies in the bay area, and 1/3rd into companies in the rest of the US (Boston, NY, Seattle, LA, Portland, Austin, Minneapolis, Washington D.C., Burlington, and Phoenix.)

Our investment strategy has been unchanged since we raised our first fund in 2007. We are thematic investors, an approach we pioneered with a few other firms that today is trendy (and often mislabeled). We invest $5 million to $15 million in a company over its lifetime. We are early stage investors – if you’ve raised more than $3 million you are too late for us. We only invest in the US, but will invest anywhere in the US. We are syndication agnostic – we’ll invest with other VCs or invest by ourselves.

Our late stage fund gave us flexibility to invest more money in our later stage companies. We aren’t a growth investor, but rather interested in investing more money in our winners. This fund has already seen two big exits – Gnip and Fitbit.

We view our jobs as taking a box full of money that our investors give us and giving them back a bigger box full of more money over time. It’s pretty straightforward. We try to do this our own special way while having a lot of fun doing it. We have a small number of investors (around 20) who we appreciate deeply for supporting us in our journey.

And we couldn’t do any of this without the founders we get to work with. We appreciate them more than anything. Well, other than Jason’s musical abilities. For example:


In an effort to buy real estate in burgeoning startup communities around the United States while more deeply engaging in the startup community, my partners and I have bought a house in the Cass Corridor neighborhood in Detroit. Jason Mendelson grew up in Detroit so this is a nice homecoming for him.

If you’ve followed my efforts with my Kansas City Fiber House, you’ll know where we are going with this. This time the four of us bought the house together (personally, not with our fund) and are providing it to Techstars teams in the Techstars Mobility program which is based in Detroit.

The house is a four bedroom Victoria house built in the 1920s on a cute cobblestone street near midtown. It’s around the corner from the Shinola store and several new brew pubs. It’s within walking distance of a Whole Foods.

We are converting the basement into a big work space so it’s a comfortable live/work house. Turnstone is once again helping out with the furniture. Jason is threatening to create a basement bedroom for us (Foundry partners) to stay at when we come to Detroit. Since I stay in my guest bedroom at the Kansas City house when I’m there, I’m a fan of this.

Ted Serbinski and the team at Techstars in Detroit has been amazingly helpful on all fronts with this, just like Lesa Mitchell, Ben Barreth, and the KCSV folks have been in Kansas City.

Now that we have two houses, I wonder where the third one will be.


I passed on something referred to us by a close VC friend (who I’ll call Joe) who I’ve done a bunch of investments with over the years. A few minutes later I got the following email from the entrepreneur.

hey brad – 

if you get a moment, i’d love to hear your unvarnished reasons for the denial. thanks for the time…- i remain a huge fan of your blog…….

I get asked regularly for feedback on why we pass on something, especially when we pass after a single email interaction. As with many things, it’s useful to start with your strategy, assuming you have one.

In Foundry Group’s case, our goal is not to invest in every great company, it’s to invest in ten potentially great companies a year.

As part of our strategy, we have purposely constrained our fund size ($225m per fund, which lasts about three years and covers about 30 investments) and our partnership size (four partners, no associates.) As a result, our goal is to say no in 60 seconds. Sure, we’ll miss some great opportunities, but that is fine as long as we believe (a) there are more than 10 great potential companies for us to invest in each year and (b) our deal flow dynamics are such that we see a lot more than the 10 we end up choosing to invest in.

Based on our current deal flow dynamics, if we had unlimited time, unlimited capital, and unlimited partner resources, there are at least 100 companies each year that we would invest in. This 100 number is not “deal flow” – this is actually investments that we’d make. So given our strategy constraint, we could miss investing in 90% of the things we wanted to invest in and still have enough new, great, potential investments to execute on our strategy.

Many of our quick passes are in the “it’s us, not you” category. There are a few things driving this. Following is the response I sent to the entrepreneur above in response to his question about why I passed.

1. Stage – this is later than our usual entry point. If you’ve raised more than $3m, we generally don’t engage. We don’t have to be the first money in, and we love to work with Joe, so I squinted and made an exception since you’d only raised $4m

2. Focus – We are very selective since we only do 10 new investments a year. I wrote a post about this a while ago (https://www.feld.com/archives/2009/06/say-no-in-less-than-60-seconds.html). I took the first meeting / call because of Joe. I tested high level response internally against the other 100 things that are in front of us. It was no where near the top (we have this discussion continually and use each other for reactions).

3. Engagement – I’m in Dubai next week and then Canada the week after that. Then I’m home for a week, in Cleveland, then in Boston/NY. So the next month is one of those months where nothing much new is going to happen on my end. We hate to play the slow roll game with entrepreneurs – one of our deeply held beliefs is to either engage or not engage quickly. Given #2 and then considering #3, I know that nothing is going to happen for a while and I have no interest in being the schmuck that just hangs around waiting to see if something happens.

Fundamentally, the quick positive reaction was “neat + Joe is awesome” then weighed down by 1, 2, and 3 above, resulting in “I’ll face reality quickly on this – we aren’t going to get there on it…”

While at some level this might not be satisfying to the entrepreneur, and I’ve had many challenge me to go deeper in my exploration of their company, given 20 years of investing it’s usually pretty clear when something is not going to happen. The reasons vary greatly, but having a strategy that causes it not to matter in the long run has been something that we’ve spent many hours talking about and making sure we understand.

Ultimately, understanding what we do, how we do it, and the strategy behind it is key to us being able to run Foundry Group with just the four of us. I take inspiration from a lot of people on this front, including Warren Buffett and his approach to his headquarters team for what is now one of the largest businesses on the planet.

There are clearly more than one way to run a successful VC firm – our goal is to run it the way we think we can be successful at it.