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Through comment conversations with many of you I tried to emphasize that it isn’t enough to just have one attribute. He and his partner told me about this new idea over the course of nearly a year. Partners in VC funds only wanted to fund entrepreneurs who had a certain percentage of their net worth tied up in their venture.
Worse, Robert Adams and his two partners got 20% of the carriedinterest in the fund, resulting in payouts of $30 million to the partnership. The success of Documentum and Document Sciences, they felt, came largely from Xerox technology and customers, yet the startup companies XTV funded got all the credit.
See the Techcrunch posts by my Partner John Frankel and Professor Robert Wiltbank , my recent post on the quality of angel returns data , as well as reports from the Silicon Valley Bank and Kauffman Foundation. We thought that you’d be interested in our conversation. I’m obliged to say that sentiment is not universal.
Some disgruntled younger partners left to go start a new firm in 1965 called Greylock. Some disgruntled younger partners left in the 90s to form what is now Redpoint Ventures (IT team) and Versant Ventures (healthcare team). Big success was Digital Equipment Corporation (DEC), in which ARD invested about $2.1M
While many of the engineers I’ve know are perfectly sociable, well-adjusted, highly conversant people, the ‘sullen hacker in a hoodie on the spectrum’ is anywhere from an antiquated stereotype to a true segment of our community. You’re a big enough advertiser or business partner to have an account manager.
It’s hard enough to get a job at a venture capital or private equity firm; it’s even more complex to join as a Partner. Sean Seton-Rogers, Partner, Profounders Capital, breaks the conversation into three areas: Control: voting/veto for new deals, share of management company. So assessing fit is critical.
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