A step by step guide to raising your first round of capital -- from angels or venture capitalists (VCs) -- from a VC veteran and Harvard Business School (HBS) professor
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How to Raise Your First Round of Capital - January 2020
1. How to Raise Your First Round of Capital
Jeffrey Bussgang
Flybridge Capital Partners, General Partner
Harvard Business School, Senior Lecturer
January 2020
2. General Partner at Flybridge Capital Partners, early-
stage VC firm based in Boston and NYC
$700m raised across 5 funds & 2 pre-seed funds over 18 years
100+ portfolio companies (e.g., MongoDB, Codecademy, Splice)
Senior Lecturer at HBS – Launching Tech Ventures, RVP
Former entrepreneur
Cofounder Upromise (acq’d by SallieMae),
Exec team at Open Market (IPO ‘96)
Author: Mastering the VC Game
Author: Entering StartUpLand
Blog: SeeingBothSides.com
Context For My Perspective
3. 3
Fundraising Patterns and Players
• $250-500k pre-seed
• Convertible note / SAFE @ $2-4m cap
• If your friends, family and ex-colleagues
won’t back you – why should I?
• $1-3m seed @ $4-8m pre-money
• Either note, SAFE/SAFT or priced round
• Micro-seed funds, seed funds, super angels
• $5-10m Series A @ $10-20m pre-money
• Priced round, board, control structure
• Seed funds, Series A funds, Series B funds
• $20-40m Series B @ $40-100m pre-money
• Priced round, board, control structure
• Series B funds, growth funds, crossover PE
4. VCs vs. Angels
Will want some control (voting,
board, veto)
Will want to own 10-20%
Very actively engaged (they
get paid to do this), leveraging
the power of the firm’s network
Can add tremendous value
and be great business partners
Can be total disasters
Typically rational actors,
commercially-driven, but if
inexperienced can do great
harm
Will want no control (“send me
an annual email”)
Will want to own 1-10%
Maybe engaged or not (often a
hobby, sometimes a personal
mission)
Can add tremendous value and
be great business partners
Can be total disasters
Typically rational, but if
unsophisticated: naïve
irrational, emotional
5. VC Is Not The Only Option!
5
Source: Founder Collective
7. 7
VC Fund Math 101
To achieve target of 3x the fund, need to see
multiple big exits (10x+) after years 9-12
Prototypical, $100M Early Stage Fund
Source: Industry Ventures
8. Most VCs and Angels have ADD – operate on
“BLINK” instincts
Want to SEE everything, but actually INVEST in
very, very few deals
Make their decision within the first 10-15 minutes
Typical VC and Angel will invest in one out of every
300-500 deals they see
Long odds – you need to really stand out
Like college applicants – triage quickly
Investor Decision Making
9. Never too early to build a relationship
(and get advice) – especially when
you’re not asking for money.
That said, there is no such thing as a
casual meeting – every meeting with
an investor is a pitch / presentation
Leave them with your next
milestones…and achieve them!
Only when you’ve established a
relationship and operational credibility
should you ask for money
9
“Ask for money, get advice.
Ask for advice, get money twice.”
When Do You Talk To Investors?
10. 9
Scope out the firm –
size matters, as does
the individual
Arrange for a warm
introduction
Prepare, be brief
(VCs Blink)
Don’t downplay risk
Mutual due diligence
is fair play
9
Find the Sweet Spot
12. VC Introduction Algorithm
1. Entrepreneurs who have made them money
2. Entrepreneurs in their portfolio
3. Entrepreneurs they respect
4. Customers/Partners they respect
5. Service providers they respect
6. Existing investors
…
Cold emails/social networks
…
Investors who are not investing
12
14. Elements of the Pitch
Intro who are you, why are you here and why are you special?
Problem what is the customer pain?
Solution what’s your disruptive, breakthrough compelling
solution? Is the “Gain vs. Pain” ratio 10x?
Opportunity / market size top down and bottoms up
Competitive advantage what is your unique differentiation?
what’s your “competitive moat”?
Go to market plan how are you going to reach the customer?
Business model how are you going to make money?
Financials what’s the bottom line, what are your key
assumptions? How are you going to make ME money?
The ask how much do you want, how long will it last you and how
much will you achieve?
14
15. Top 3 Things To Do
Set context
Tell your narrative to prove founder-market fit – i.e., why you?
Tell industry context to prove why now?
Be crisp and on point
Personal intro should take < 5 minutes
Team introduction < 5 minutes
Make it relevant – don’t go off on tangents
If you can’t show good summarization skills,
how will you handle a board room?
Know your stuff
Know competition, show domain expertise
They will push you to test you
John Doerr/Upromise case study
16. Top 3 Things To Avoid
Do not exaggerate
Assume everything you say will be verified in due diligence
Assume the listener is a cynic and a professional BS detector
There’s no “I” in team
If you are self-aggrandizing, investors will assume you can’t build
teams, attract great talent
Do not name drop
No one is going to be impressed
with who you know unless
the relationships are both real
and relevant.
Assume everyone does their
due diligence
17. Typical Investment Criteria
Tangible things investors like to see:
Very big market (> $500M? $1B? – support $100+M revenue)
Unfair advantage (why you? why now?)
Attractive business model (recurring, high margins, network effects)
Unique technology or business model approach
Intangible things investors like to see:
“Pied Piper” – an ability to recruit and retain a great team, partners
Interpersonal chemistry
Movie, not a snapshot
X-Factor / Super power
18. So You’ve Had a Good Meeting…
Then What?
Treat fundraising like a sales process – build a pipeline,
work people through the pipeline, build up to crescendo
VCs get distracted – typically only pursue 2-3 high
priority new investment opportunities at any given time
Stay connected, top of mind, build a sense of momentum
Need to sell the individual “champion”, then the help
them sell the partnership
Address objections with specific data
Make the investment case for them
Give them tools/materials to share with their partners
Create a sense of urgency (run a competitive process)
18
19. Then, Expect More Due Diligence
Customers / partners
Team
Technology
Business model
Market size / analysts
As you would do in a sales process, package up the
information, make it easy on the VC – provide reference
list, financial models, detailed market size analysis – all
in readable, compelling, digestible form
19
20. Partners Meeting
Ask your champion for the main
objections in advance
Customize your pitch to address
them
Command the room
Be open about risks – and your
plan to mitigate
20
Ask your champion where they’re at (strong positive? slight
positive? still questioning?)
21. The Vote
21
Partner A Partner B Partner C Partner D Average
Market 4 4 4 4 4.0
Team 4 4 3 5 4.0
Product/Tech 2 4 4 2 3.0
Business Model 5 5 3 3 4.0
Competition 4 3 3 4 3.5
Deal/Cap Markets 4 4 3 3 3.5
Disruption 4 4 4 4 4.0
Network Effects 2 3 4 4 3.3
Total 29 31 28 29 29.3
Two most
important critera
Debate and disparity can be a good thing
22. Term Sheet Time - FAQs
Should I include VCs in my seed round or just angels?
Should I do a convertible note/SAFE with a cap, no cap
or a priced round?
How big should the option pool be?
How much do I set aside for team, advisors, board?
How should I think about valuation?
“Promote” definition
How should I think about control?
22
23. Expectations and Milestones
Have well-documented milestones that represent what
you expect to achieve during the initial funding period
Team building
Technical progress/product development
Customers, revenue
Budget
Talk to the investor about the next round before you
close this round
Expectations, amount, price
What experiments are you going to run and what results
do you expect from those experiments?
23
25. Mastering the VC Game:
How to Raise Your First Round of Capital
Jeffrey Bussgang
Flybridge Capital Partners, General Partner
Harvard Business School, Senior Lecturer
jeff@flybridge.com @bussgang
January 2020
Hinweis der Redaktion
--
Whether their returns will be superior in the long run to a firm that makes more concentrated bets is irrelevant to the entrepreneur. Finding the right fit for their particular fundraising needs is what really matters to the entrepreneur (58).
--Know the underlying drivers of the financials very well (tell the Kleiner Perkins story about the first time you pitched) (67).--
--Smart entrepreneurs take a strategic approach, assessing the general kind of VC firm they should select to pitch
--If you are an entrepreneur looking to raise $3-6 million, then a firm with roughly $50 million in capital per general partner is the right fit for you
Different visual, why do we want to raise money from a VC/within the chapter