3.10.16 by Dov
Helping a portfolio company assemble a pitch deck for an upcoming fundraising and came across this suggestion from NextView ventures. It’s definitely reflective of how most of our pitch sessions go at Allos – rarely does a company make it past the first slide or two without being dragged off topic. And it’s consistent with my continued belief that PowerPoint is a bad format for these sorts of meetings in any case. If you have to use it, though, you might as well do so in a manner that facilitates your conversation rather than encouraging you to follow a flow the other people in the room don’t like or care about.
3.17.15 by Dov
If you’re raising a seed round or have raised one and are working toward your Series A – you should read this article by First Round Capital’s Josh Kopelman. We’ve seen this trend first-hand in the midwest, with the various government-sponsored seed programs of the past decade prompting significantly more capital to go into seed/startup companies, but no corresponding increase in the Series A capital available. While that may be good for Series A investors, its not for the companies. As a result, seed-stage entrepreneurs need to be even more diligent about focusing on the right metrics and raising enough cash to ensure they have runway to hit the (right) milestones.
3.3.15 by Dov
We try to act as advocates for all of the companies we’ve invested in. Anyone who’s ever been in the same room with my partner, John McIlwraith, can attest to this, as they have probably been the target of his constant attempts to sell them something from one of our portfolio companies.
So it’s with mixed emotions that I announce our latest investment in PeachWorks. They have a platform to greatly ease the burden of restauranteurs and the technology companies who serve them. With very little work, a restaurant owner/operator of any size can be up and running and better managing their labor scheduling, inventory, nutrition data, etc., all while having access to great reporting for marketing and operations purposes and lots more.
Obviously, this is great news for restaurants everywhere. But it also means that dinners out with my family will have a new level of stress (as if eating out with 3 kids wasn’t stress enough), as my wife and children will now be subjected to me continually asking our hostesses/servers questions like, “What point of sale system do you use?” and “Could I talk to the chef about how they know when to order more onions?”
I hope we sell this one quickly. I’m not sure my marriage can take it.
1.27.15 by Dov
On the importance of regular investor updates.
12.12.14 by Dov
For those of you not on our mailing list, I thought I’d pass along our holiday card that went out today… Here’s wishing you Happy Holidays and a fruitful new year!
12.3.14 by Dov
Mark Kwamme tells the story of why we at Allos love the Midwest.
11.10.14 by Dov
Bill Gurley on the danger of using LTV in SaaS businesses…
As with most things in life, understanding how and why it works is important for proper application…
10.14.14 by Dov
I recently penned (keyed?) an article trying to address the question of how an entrepreneur should decide how much money to raise when. For those too impatient to click through, it basically came down to the idea that your valuation is inversely correlated with the level of risk remaining in your company. You want to raise just enough to eliminate the next set of major risks so that the subsequent financing can be at a higher price.
What risks any given investor is willing to take, as opposed to those that need to be addressed before they’ll come in, obviously varies by investor. But I thought it might be helpful to go through some of the categories of risk from Allos’ perspective. These are also directionally consistent with many/most of the other Series A investors in this part of the world.
The risks a young company faces come in a variety of forms, which not coincidentally are also the same primary topics investors tend to focus on during due diligence: product, team, market, sales, operational, legal, etc.
Today’s topic is the intersection of product and sales. That’s because Allos, like many venture firms, uses revenue as the primary metric by which we determine if something is a “stage fit” for us. We talk about our firm being an “early-stage venture firm” – but what does that really mean?
To us, it means that you have some critical mass of customers that demonstrate you have a repeatable sales process. Why do we set that as our criteria? Because it touches on at least 3 categories of risk:
So this one criteria allows us to set a bar that covers a wide variety of risks of the types that we really don’t like taking (#1 and #2 in particular), as well as providing some good data (#3) to give us more confidence in our financial modeling. All with the simple question – “How many customers do you have?”
In future posts (which I’ll try to make more frequent than I’ve been accomplishing lately), I’ll work through some of the other elements of risk and the milestones that folks like us are looking for. Stay tuned.
4.30.14 by Dov
Want to raise $10 million? It’s pretty easy…
3.29.14 by Dov
This morning, I was looking for a better way to manage the mass of photos we’ve accumulated (ideas in the comments, please). I came across Everpix, which I hadn’t heard of, but which was described as the best choice for the average user (beating out behemoths such as Flickr, Google+, DropBox, etc.). But alas, I discovered it was out of business.
My first reaction was disappointment – though mostly because it meant I had to keep looking for a solution to my photo problem. But then I discovered that they had left behind an entire autopsy of their business. Essentially every important piece of data (internal metrics, pitches to VCs, board packages, the terms of each of their rounds of investment, etc.) has been saved and archived at github.
There is a wonderful depth of information here, capturing the failure of a business. Every entrepreneur should go through the site and read the information. One piece that struck me as incredibly sobering was how little VC interest there was in a company in a hot space, which was demonstrating real traction. They had $40,000 of monthly recurring revenue for their final three months (though were still losing cash) and 50,000 users (7,000 of whom were paying $5/month each), and had hundreds of millions of photos uploaded.
RIP, Everpix. So long, but thanks for all the facts.