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Why Startups Should Raise Money at the Top End of Normal

Both Sides of the Table

Another firm we saw tried to raise $15 million at a $60 million pre-money with similar metrics. They did an inside round, spent a bunch of money and then went through a fire sale of the business less than 2 years later. But he sold within 3 years for not a huge price after having raised more than $20 million. Here’s the problem.

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Bad Notes on Venture Capital

Both Sides of the Table

Him: But when I raised my first round we didn’t know how to price the company. There were no metrics. How will you price the next round? Your A round? Him: On metrics. In finance they call it “terminal value” but the truth is the price is as arbitrary at your A round as it is at your seed round.

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Twitter Link Roundup #178 – Small Business, Startups, Innovation, Social Media, Design, Marketing and More

crowdSPRING Blog

The critical metrics for each stage of your SaaS business | by Lars Lofrgren – [link]. The Damaging Psychology of Down Rounds | by Mark Suster – [link]. It’s difficult to fake corporate culture | Business Insider – [link]. 10 Myths about Startups – [link]. Why do we worry about scalability on Day 1?

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What I *Would Have* Said at TechCrunch Disrupt

Both Sides of the Table

If you do a $1 million angel round at $6 million pre-money and hope to do a Series A round for $2-3 million that’s fine as long as you’re doing awesome against your metric goals and the market continues to be frothy. If either condition doesn’t hold it will be hard to do anything but a flat or down round.

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Bad Notes on VC

Gust

Him: But when I raised my first round we didn’t know how to price the company. There were no metrics. How will you price the next round? Your A round? Him: On metrics. In finance they call it “terminal value” but the truth is the price is as arbitrary at your A round as it is at your seed round.

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On the Road to Recap:

abovethecrowd.com

Also, they have a strong belief that any sign of weakness (such as a down round) will have a catastrophic impact on their culture, hiring process, and ability to retain employees. Their own ego is also a factor – will a down round signal weakness? A down round is nothing. Get over it and move on.

IPO 40
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People-First Capitalism

Reid Hoffman

The burden [should] just be that we care; that if we learn something, we improve it, and that we don’t only use single output metrics and its growth at all costs. And I made a decision not to do an equity round, because I thought it would be a down round. We’ve kind of designed the kind of growth that we want.