Is Crowdfunding a Threat to VCs

Much has been written about crowdfunding and the SEC’s highly anticipated rules that will make equity crowdfunding available for non-accredited investors.  Equity crowdfunding involves actually selling stock (i.e., equity) to investors via a crowdfunding portal.  This is vastly different from sites like Kickstarter where the company raising $$ does not offer equity, but rather other perks like a pre-order of a product or product purchase discount.

BTW, a great website for crowdfunding resources and statistics is crowdsourcing.org.  And in particular this infographic is terrific.

I read an article recently in TechCrunch called “Is Equity Crowdfunding a Threat to Venture Capitalists?”  Is has some great analysis.

However, one point that I feel is routinely overlooked in the crowdfunding vs VC debate is this:  a company that equity crowdfunds and gets a whole bunch of non-accredited investors essentially, in my view, takes away its ability to raise VC $$ later.  The reason is that active VCs do not want to deal with throngs of non-accredited investors in the company’s cap table.  There are real liability issues (lots of VCs take board seats), deal issues (corralling SHs is often a painful process for future transactions), and people issues (the more SHs a company has the more likelihood of SH complaints).

My advice is to keep this reality in mind if you plan on utilizing equity crowdfunding once the SEC issues its rules…..whenever that might be!

Control Freak and Control Freak

I had a mini epiphany tonight regarding control freaks.  I realized clearly that there are two types of control freaks.  If you think there are more, perhaps put your thoughts into the comments.

Type 1:  The control freak who is such because he/she is insecure.  Insecure control freaks need to control things because they (i) delegate poorly and/or (ii) need to take credit for things all the time and/or (iii) are unsure of their own ideas so need to control how they are executed and spin things at every turn to look favorable.  I have found that insecure control freaks talk a lot resulting in long meetings (way too long).

Type 2:  The control freak who is such because he/she is tired of dealing with others messing things up.  This type of control freak also delegates poorly until they have a team that can execute really well.  This type of control freak is not quick to trust co-workers to get stuff done right (even when there is no reason not to trust).  This type of control freak typically does not lack security.  Just the opposite.  They are often overly confident, and this can come across negatively or even a bit arrogant.

The funny thing is that I am not even sure why these thoughts on control freaks popped into my head tonight.  Often my posts result from current work-related events.  Not this one.

I have personally fallen into the Type 2 bucket, even recently.  Good to pull yourself out if you can.  Maybe better to hire a team that enables you to do so.  But, I actually like working with Type 2 control freaks because they are not afraid to make decisions and execute.  And they have little tolerance for poor execution.

Regarding Type 1s, I just like to avoid them.

PSA – So God Made a Venture Capitalist

I just read the lead article from today’s PEHUB Wire.  It is so funny that I had to share in case you did not see it.  Here it is in its entirety.  I can relate to about 85% of this….perfectly.  Gospel for the VC ages.

So God Made a Venture Capitalist!
By Mahendra Ramsinghani

And on the 8th day God looked down on his planned paradise and said, “I need a caretaker for all those entrepreneurs – the crazy ones!” So, God made a venture capitalist (VC)!

I need somebody who can raise funds, come up with a new “unique defensible investment strategy” every three years. Strong enough to convince institutional LPs to part with a billion (or two) with no due-diligence. Yet gentle enough not to squish dreams of MBA students. Somebody who perpetually resides in the top-quartile. Someone who negotiates carry yet never sees a return, fights for attribution, tames cantankerous LP side-letter requests…. Someone who could find a way to survive with just 2% fee-income, be able to feed the family some bread (flown in from France). So, God made a VC!

God said I need somebody to sit and patiently listen to thousands of pitches, even get up before dawn and have conference calls and sit in board meetings all day, make sure those portfolio CEOs are doing fine, eat sushi while driving a Prius. And then go to a demo-day and stay past midnight listening to more pitches, empathizing with entrepreneurs about how hard it is to start a company. So, God made a VC!

God said “I need somebody that can shave their head and hide their grey hair away, wear funny shoes and fit in with an age demographic of their grand-kids. Someone who will finish his forty-hour week by Tuesday noon. Negotiate a $20 million pre-money with a 19-year-old founder CEO. Then, take one more meeting, emerge from a smoke-filled room and put in another seventy-two hours at the worlds largest office hours. So, God made a VC!

God had to have somebody willing to tweet, blog and yet take care of the portfolio CEOs, run at double speed to prevent cash challenges, ahead of the economic downturns and yet stop on mid-field and race to raise another fund when he sees the first smoke from an exit with a positive IRR. So, God made a VC!

It had to be somebody who’d know-it-all-social, mobile, cleantech and greentech or the “internet of things”. Somebody to see beyond the waves, to observe and predict, pretend and challenge…and pontificate and spray and pray. Somebody to do “portfolio value-add” with a straight face, replenish the mojo of a depressed CEO who did not get featured in TechCrunch….and then finish a hard days work with a five mile drive to the home-by-the-sea. Somebody who’d bale a portfolio together with the soft strong bonds of liquidation preferences, who’d laugh and then sigh… and then respond with a soft-whisper “NFW”, when his portfolio CEO says he wants to spend his life “doing what a VC does”. So, God made a VC!

About the author: Mahendra Ramsinghani, a pretend-VC has reinvented himself as a pretend-farmer. He is the author of “The Business of Venture Capital”, and co-author (with Brad Feld) of “Startup Boards”.

Greek Peak – Like a Startup with a Failed Business Model

Most of you know about the huge snow storm that we got in the Northeast this past Friday evening.  In Ithaca, we got only about 6 inches of snow.  At my sister’s house in Amherst, MA, they got over 20 inches.  Our local ski area, Greek Peak, got about 8 inches.  And, luckily, me and my family (wife and 2 kids ages 7 and 11) were skiing during the storm.  We got to the ski area around 3:30pm and left there around 8pm.  It is only about 30 minutes from Ithaca.

It was actually unbelievable skiing.  I had not been night skiing since middle school.  It was my wife’s first time and same for my kids.  It was warm (for night skiing) – about 28 degrees.  And there was no wind.  Just snow coming down in buckets at the rate of like 1 to 2 inches an hour.  Almost surreal.  It was Epic Powder Skiing.  Here is a funny picture when the night was done:

Epic Power Night

So, what does any of this have to do with startups and business?  Well, Greek Peak filed for bankruptcy last year.  They overbuilt the resort and cannot handle the debt load.  They now have a really nice hotel, indoor water park, adventure rides, zip lines, and a very cool ropes course.

The problem:  the mountain is in the middle of no where and there is not enough “people traffic” to support the amenities.  To me this is a great example of why “build it and they will come” does not work.  Pushing products out into an non-receptive or non-existent market is a risky strategy.  All it produces is a lot of forced hot air being blown out.  Like pushing a rope uphill.  Rarely works.

I am sure that the marketing folks at Greek Peak hired consultants to justify the build out. Perhaps the consultants’ reports were wrong.  I really don’t know.  But I do think a smarter approach would have been a slow build based on real customer demand, followed by critical mass building, followed by more build out, etc.

Sound familiar?  Even some startups have to take a slow and steady build approach.  All depends on the business model.  I hope Greek Peak survives.  As my son said “it would be really sad if the mountain closes down!”.