Due diligence never has a good connotation. For companies raising money and management teams words like painful, slow, tedious, and torture come to mind. Pick your adjective. For investors, words like tedious, eye opening, boring and critical come to mind. Due diligence is critical to help VCs derisk our investments a bit.
I recently read a fabulous (now that is a word you never associate with due diligence!) article on the process. It was published by Lisa Suennen (I do not know Lisa) on PE Hub and is here. Lisa’s post includes a slide deck that explains her vision of due diligence as a 12 step program; this is clearly relevant as due diligence will drive anyone to the bottle! The slide deck is here.
The wonderful thing about Lisa’s presentation is that she asks questions throughout her entire deck. And they are the right questions. Preparing for due diligence using this presentation as a guide will greatly reduce the pain of going through the due diligence process. For companies raising funds and management teams, I suggest getting your ducks in a row in advance – create a separate folder in your investor file sharing system (dropbox or otherwise) for each category and then populate each folder with relevant materials and write-ups.
I hope this helps you survive due diligence! Have a great weekend.
Tough for me not to jump on the bandwagon when I see an article on the benefits of launching a startup in a small city.
Here is a most recent example from Inc. I agree with all 8 items listed, and I think Ithaca has 7 of the 8. Ithaca has centers of excellence (primarily at Cornell and now also at Coltivare; we have REV; we have good business locations to rent (with more being built); we have a really smart available workforce due primarily to Cornell, Ithaca College and TC3; companies clearly make a big splash when they are successful or exit; we have a very well connected startup community thanks to many events and eship-oriented groups; and Ithaca does allow for plenty of “focus” time. In my view, however, we could use more executive talent (so, all you seasoned execs, feel free to move here!).
In addition, one item not listed explicitly that I think should be on any list is that small cities are fabulous places to live and raise families. Easier, cheaper, “kids camp for everything”, great outdoor attractions, no traffic, 5 minute commutes, etc.
In short, Ithaca rocks for startups (and do many other small cities, but I am a little biased!).
I thought it might be interesting to pose a question and see who gets the right answer. The facts leading up to the question are a little complex, but I think the question is an easy one.
1. Company AB is an existing operating company that is doing well. Company XY is also an existing operating company that is doing well. Both AB and XY have venture investors. AB and XY are in the same industry “Z”, but have complementary product offerings.
2. Private equity firm LM wants to do a roll up of AB and XY to form a larger company with a broader range of product offerings in industry Z.
3. The plan is for private equity firm LM to make an offer to buy company XY. The structure of the offer is not irrelevant, but assume it would be a stock purchase. LM’s offer would be made through company AB, so that it feels like LM/AB are making the offer together with the end game being that AB’s management team would run the combined AB/XY company.
4. To finance the offer, private equity firm LM would first make an equity cash investment in AB. Then AB would use a big chunk of the investment cash to buy company XY. Company XY’s stockholders would thus be cashed out (and hopefully happy). At the end of the day, Company AB would own Company XY (they would likely do a legal merger) and the shareholders of Company AB, which now includes the private equity firm LM due to its equity investment in AB, own the combined companies.
5. Let’s assume that private equity firm LM invested $22 million in company AB in step 4 above. Let’s assume that $19 million of that is used to buy company XY (so $3 million of fresh cash is left in the combined company to fuel ongoing operations).
Question: as an existing investor in company AB what is the #1 most important fact not disclosed above that I need to know to figure out whether or not I am in favor of this proposed deal?
Leave your answers in the comments.
I just came across a super series of easy to understand videos on startup boards of directors. Brad Feld (Foundry Group) teamed up with the Kauffman Founders School and created about 35 minutes of content arranged in 7 relatively short video segments. Brad wrote about this today is his own blog.
It is worth viewing for anyone that has a board of directors or is considering forming one (for those in the very very very early stages). The videos are here on the Kauffman Founders School site. In fact, the site contains links to video series on a number of relevant startup topics (finance, leadership, selling, marketing, etc.). Easy viewing.
It is over 40 degrees and sunny here in Ithaca today. I saw some students in shorts!
A friend of mine just sent me a link to a CB Insights piece that presents the periodic table of VC bloggers. It is a pretty cool way of showing everyone!
Go to this link to check it out.
Anand (CEO at CB Insights), add links to the blogs in your next iteration!