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As one of the lead engineers at ff Venture Capital , I spend most of my day building custom software solutions that enhance our firm’s process–tools that range from portfolio investment management to co-investor and captable tracking and more. We posted on our site a more in-depth overview of ff’s Tech Platform.
When you raise larger rounds there is more “due diligence,” which includes: calling customers, looking at financial metrics, doing cohort analysis (looking for trends like changes in churn rates), evaluating competitor positioning and understanding more of the competency of your executive team. How Complicated is Your CapTable?
The total value of these deals might look higher than when a tech company makes an acquihire but the premium tends to go to retention rather than the captable (especially since (a) the acquirer might not be seen as an ‘attractive’ place to work and (b) there’s assumption of less equity upside post-acquisition).
This structure allows for alignment on the front end, and real-time flexibility for performance metrics,” says Samira Salman , a family office investor and advisor. . Flexible VCs have created structures based on other company performance metrics than revenues, such as profits or founder salaries. Flexible VC 102: Variations.
Your KPIs should cover the key financial and operating metrics (and health) of your business and the department level reporting should include functional level KPIs followed by some bullets that outline key areas for discussion at the meeting.
Lean Case provides standard business models & metrics, so you can apply a standard approach to business planning, modeling, and profitability tracking. 645 Ventures released a captable simulator to help level the playing field. Similarly, Corsis uses benchmarking data to understand technology spend patterns.
Examples of housekeeping include the following list, though not every item will appear every time: Finance: Cash out date, burn rate, 409A valuation, captable, common/preferred stock dashboard. A seed-stage mobile startup’s housekeeping section might look something like this: Section 3: Core Metrics.
Your historical trading information including financials and a “customer file” which shows the history of your transactions so that investors can run “cohort” analyses Customer reference, personal references, key team members, compensation, captable, stock option plan, etc. So how does this work in practice? Entrepreneur : “Sure.
Capitalization tables—”captables” for those who don’t have time for extra syllables—map the balance of power in a company. If org charts are about people power , captables are about money power. In reality, however, captables are often far more complex. What is a captable?
Organizational design, process design, metrics, hiring and firing were all relatively straightforward skills to master compared to keeping my mind in check. I remember when I first became CEO, an investor asked me to send him the “captable.” —The Geto Boys, Mind Playing Tricks on Me.
How do you decide who you should have in your captable? But we plan to “formalize” our learnings and best practices on board meetings, metrics, building purposeful culture (including diversity and inclusion), compensation, coaches, hiring checklists for specific roles, list of best service providers and more.
Communications with New Board & Investors Ensure all of your investors have all legal documentation of the round, including an electronic version of the final captable. Figure out a Board of Directors meeting schedule & cadence acceptable to everyone joining in person.
An investor had few hard metrics other than the actual financials, and little technology to make the process scaleable. Over the past few decades, better metrics became available, and investors could take a more analytical, data-driven approach. ” Historically, investing was a manual, artisan process.
Let’s not waste time listing everything startups could be doing to more effectively manage their captables. When it comes to captable management in startup companies, it’s unrealistic to expect perfection. What does your captable need to address at each stage of growth? Defining CapTables.
One of the most important decisions for a founder of an early stage company is deciding who should be on the captable. That’s why it’s critical to understand a the fund’s underlying philosophy on seed: is it true ownership or just a seat at the table? .
However, as we’ve seen from recent salient stories , these can be ephemeral and don’t end up mattering in the end… they’re really just approximations based on the market for buying a piece of a company’s captable, not buying the whole thing or making it public. VC performance signal-to-noise-ratio is low. Fund cycle.
Another telltale sign that you might need a CFO is more tangible: Are you spending too much of your own time managing fundraising, debt, investors, and captable questions and issues? These are all telltale signs that your financial situation may be under duress, and a full-time CFO can be a solution.
Anytime the financial model indicates that SayAhh will run out of cash, determine how you will raise capital to ensure liquidity and be sure to properly account for the debt or equity transaction on the balance sheet and CapTable. Tie each round of funding to a set of key milestones in the development of your product/business.
I’m sure you’ll start seeing some rounds that essentially should be B rounds according to what the current captable looks like, except that there’s a Series A level of progress, and about a million bucks in product overspend that didn’t really lead to a business. Drive one key metric. Once you have that, keep your focus simple.
I am a huge fan of simple captables. A captable is a written record (in Excel, for example) of who owns stock in your company. This suggestion was completely appropriate as doing a Series A round for only $XX,000 would gum up the company’s captable (thereby violating the simple captable rule).
So you are taking a gamble that with more cash, you can get to series B metrics. But unless you have found fast growth channels, your people and marketing dollars end up not being put to very efficient use, and you are actually no better off than if you had bootstrapped your company but you have given away more of your captable.
People, not just metrics. And what I mean by that is, almost every metric, every graph, every number, is a person. Eric Ries : Metrics are people too. Brian Chesky : Metrics are people. And so suddenly, your master are your metrics. Your metrics are your master. He has a unique business philosophy.
Do you spend a lot of your time dealing with finance-related issues like fundraising, debt, investors, or captable questions? Are you on the hot seat during board meetings on finance-related questions, metrics, runway, cash burn, or other issues? Trust your gut.
Anything that hints of a down round brings questions about the success metrics that have already been “booked.” You can no longer simply look at the captable and estimate your return. They are likely sitting on amazing paper-based gains that have already been recorded as a success by their own investors — the LPs.
So you are taking a gamble that with more cash, you can get to series B metrics. But unless you have found fast growth channels, your people and marketing dollars end up not being put to very efficient use, and you are actually no better off than if you had bootstrapped your company but you have given away more of your captable.
Activities that miss their metrics, either on the low side or the high side should rise to the daily decision list. If you do eventually expose your company to those professionals, all your dumb shareholders will get crushed in the new captable. No one gives a founder a menu of choices to make every day.
You can go read about it on Wikipedia and whatnot, but it's sort of a metric that economists use to look at the various countries of the world and measure how economically free those places are. But one of those pieces is how companies get formed, how they raise money, how they manage their captable and how they eventually go public.
WeWork needed billions in a captable crushing lifeline and Knotel went bankrupt as well. There’s a metric f**k ton of empty commercial real estate out there—yet landlords continue to try to squeeze existing tenants for every last dime.
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