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I enjoyed participating in last week’s Capital Roundtable Private Equity Masterclass on “ Best Practices for Sourcing Quality DealFlow & Developing New Business ” (May 26 th , 2011). High Road Capital Partners Deal Sourcing Keynote. Question : What portion of your dealflow is proprietary?
I spent my first year developing proprietary dealflow and learning the business and then the Sept 2008 / Lehman Bros collapse / financial meltdown happened. It turns out it actually takes time to build a high-growth business with differentiated intellectual property and roll out large, enterprise-class marketing solutions.
He describes his dealflow process as simply “waiting for the phone to ring.” This gives them a unique advantage when it comes to dealflow. There are a number of business owners that went specifically to Buffett because of this unique differentiation. ” And frankly, I believe it.
A true industry luminary will help in dealflow & differentiation . These folks are rare, expensive, and often have multiple side obligations (book deals, speaking engagements, etc.). In-house, brand-name guru. John Maeda, formerly Design Partner, KPCB; formerly President of Rhode Island School of Design.
If you choose your name well and it represents what your customers value in you then it will be memorable, differentiated and meaningful. He is already increasing our dealflow in key areas in “the quantified self” and digital media and begun working operationally with existing companies.
Those folks may be hired in vertical specialties, and the larger and more successful incubators have enough dealflow to keep their agendas filled. I have no connection with them other than knowing the founder who lives in Austin, but I salute them for their ability to differentiate themselves.
Part 1 – Access to Great DealFlow – is here. Part 2 discussed the need for domain knowledge since merely “joining the right club deal&# will in no way determine success. There is a strategic differentiator in the ability to find VC followers. And resist the temptation to extend thy middle finger.
Having the same strategy as everyone else makes it hard to differentiate and generate outsize returns. I’m also a fan of focused investment strategies – they allow you to build expertise resulting in better investment decisions and better dealflows as entrepreneurs seek out your expertise.
Until then, venture investors—GPs, Principals and junior professionals alike—have a lot of lanes to carve out to try to differentiate from each other. Then, they need to figure out a way to project that brand up above the venture community, like a Bat signal calling for the best founders to come and pitch them.
Part 1 – Access to Great DealFlow – is here. Part 2 discussed the need for domain knowledge since merely “joining the right club deal&# will in no way determine success. There a strategic differentiator is the ability to find VC followers. Not everybody agreed.
Also, bloggers or those VCs active on various social networks generally tend to be more available (though this might also mean that these partners are receiving the most inbound dealflow because of their visibility and can be the most distracted because of it). Sometimes it’s better to go to a more senior partner.
Areas of interest: crypto, climate, deep tech, India (& any truly unique/differentiated strategy) Must focus on pre-seed/seed, ideally < $20m fund size. But as an emerging manager, it is much harder to create a differentiated pitch as capital is much more of a commodity than a start-up is. DM's open.
The process taught me the value of differentiation, client relationships, time management, and personal responsibility. I learned that ultimately, greatventure capital firms have a powerful reputation which leads to differentiateddealflow.
What are these folks who wind up on the Midas List accomplishing day to day that differentiates them from the middle of the pack? Sourcing You're seeing the majority of deals done in your stage and sector and you see nearly everything that gets announced that you really would have wanted to. So I asked them.
Why is your differentiation also a competitive advantage? Here’s the thing: We’ve seen or been approached by almost 1800 startups since we launched, so there’s clearly not an issue with dealflow. And that strong companies with a female founder have a number of funding options.
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