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And then in the late 90’s money crept in, swept in to town by public markets, instant wealth and an absurd sky-rocketing of valuations based on no reasonable metrics. We had nascent revenues, ridiculous cost structures and unrealistic valuations. Until we weren’t. 2001–2007: THE BUILDING YEARS The dot com bubble had burst.
At an accelerator … Me: Raising convertible notes as a seed round is one of the biggest disservices our industry has done to entrepreneurs since 2001-2003 when there were “full ratchets” and “multiple liquidation preferences” – the most hostile terms anybody found in term sheets 10 years ago. Your A round?
3] However, if they are built bottom up, they demonstrate and make explicit a range of business model assumptions the entrepreneur is using to think about his business and its revenue model. Pre-bubble Siliicon Valley deals were popularly valued at multiples of revenue. This is why a bottom up approach is more credible.
A more fundamental problem that entrepreneurs can control, however, is related to their understanding of the key revenue drivers of their businesses. Internet entrepreneurs in the UK need to push managing metrics right to the front of their to-do lists. Most meaningful metrics. They are in build mode after all. But they don’t.
Me: Raising convertible notes as a seed round is one of the biggest disservices our industry has done to entrepreneurs since 2001-2003 when there were “full ratchets” and “multiple liquidation preferences” – the most hostile terms anybody found in term sheets 10 years ago. There were no metrics. Him: On metrics. Your A round?
A high performing, high-growth SAAS company that may have been worth 10 or more times revenue was suddenly worth 4-7 times revenue. Anything that hints of a down round brings questions about the success metrics that have already been “booked.” The same thing happened to many Internet stocks.
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