Alexej Pikovsky

How do investors price pre-seed rounds?  This is perhaps one of the most misunderstood aspects of fundraising.  Oftentimes, founders want some framework to better understand what market value is when raising capital into their business.  Public equities and later stage privates have a well defined matrix of revenue/margin profiles that dictate valuation, surely there must be some framework for arriving at a pre-seed valuation. So how do investors price startups that are pre-revenue, or have maybe one of two early customers? In reality, pricing is more a byproduct of a VC fund’s portfolio construction model than any metric of the underlying business.  VCs model out portfolios to include a certain number of companies with an ownership target in each startup.  There are variations to portfolio construction, and the chosen strategy will have a direct impact on the types of rounds a fund will participate in. For example, an early stage fund might raise a $60M fund to lead investments in 30 companies and target 12.5% ownership.   After management fees, there is ~$48M in investable capital.  Assuming a fund holds back ~30% for reserves(this number varies across funds) that leaves ~$30M to invest in initial checks.   In this case a fund must average $1M checks at $8M valuations to reach their intended ownership target of 12.5%.   When you are in diligence with a fund, they are first and foremost trying to get to a yes on the investment opportunity.  When arriving at a valuation though, the math outlined above is the determining factor, more so than any multiple of revenue on the business, or the stated desires of where a founder wants to raise capital.  At the end of the day, a VC is trying to arrive at a valuation that works within their portfolio strategy. This means they are very unlikely to price a deal at $15M cap given the aforementioned portfolio construction, as they would either not own enough($1M = 6.67% ownership) or have to cut too large a check( $1.875M = 12.5%). The thing that is most likely to move an investor off their target valuation is another investor in the picture that is driving the price higher, but even then there are upward bound limits of how high an investor is willing to price a deal. I always advise our port cos to ask an investor early in conversations what their ideal check size/valuation is to make sure there is alignment with the founder's objectives.    

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The state of venture capital is wild right now. We are witnessing a surge of innovation across the spectrum: - Funds merging - VC doing PE - PE doing VC - Secondary funds - Buyout funds - Spin-out funds - Debt funds - Continuation funds - Infrastructure funds - GP turnover - Hard Tech surging - Family Office uptick

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Interesting post by Howard (Lee) Mosbacker IV, PhD on changing VC thinking in non Silicon Valley ecosystems. And yes, things have got to change. Howard argues that we need an active secondary market for VC positions at Series A rather than wait for those companies to become Decacorns. I completely agree... to an extent. Those secondary markets already exist, however. They are called stock markets. Hear me out. The VC world is so obsessed with Decacorn NASDAQ listings, that they've forgotten what built our industry. CISCO, Nvidia, AMD, Adobe, Amazon, Intel, all IPOd at sub $500m valuations. Companies are now being advised to wait until they have $500 Million in ARR before listing. This is madness. To be fair, U.S. Securities and Exchange Commission rules and our litigious culture make a US IPO at a sub $1B valuation extremely difficult. Costs in the US are too high. Other global stock markets don't have that problem. For instance, on the LSEG (London Stock Exchange Group) AIM market companies regularly IPO doing $10-20m in ARR growing 30% a year. IPO costs are 30% vs US costs, the US has more class action shareholder lawsuits in a year than the LSEG (London Stock Exchange Group) has had in a decade. IN 2021, the LSEG (London Stock Exchange Group) had ~160 IPOs with an _average_ valuation of $100million. There's similar great small cap programs at the ASX, TSX Group and Euronext. The problem isn't the lack of a secondary market. The problem is that US VC's and board members don't look beyond the US to IPO. Maybe we should think outside of the box on this a little. BTW, I buy post Series B secondaries at Practical Venture Capital, and project manage small cap IPOs as a side hustle. You know... BYOL ( Bring Your Own Liquidity ) What would your fund's returns look like if you could get liquid at Series B?

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"Platform" in VCs often feels undefined, and different at every firm. But one thing is clear: firms with dedicated platform teams are seeing higher investment returns. What is 'Platform' in VC? Think of it as a support engine for portfolio companies. Platform teams accelerate growth by providing: 1) Strategy & Growth 2) Talent Partner 3) Marketing & Brand Partner 4) Business Development & Partnerships Lead 5) Community Manager 6) Operations & Scaling Partner 7) Fundraising & Capital Advisor Platform in Venture Studios vs. VC Funds: The big difference? Timeframe. Venture Studio Platform: Involved from concept to exit, guiding startups from the very first spark of an idea. VC Platform: Steps in after the startup is funded, focusing on scaling and growth but not the initial concept phase. Both play critical roles—but understanding these distinctions helps founders and investors make the most of their platform relationships.

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🚨 Fundraising Alert 🚨 Top tier companies raising Pre-Seed to Series A in the next 6 months should apply to Focal where they can pitch almost all their prospective investors at once. Demo day is on May 16th. ✅ Applying takes 7 mins ✅ Previous applicants raised from funds like Sequoia, Balderton, Episode 1, Lightspeed and GV. ✅ Even if you find fundraising easy, this is a way to build added momentum. You can apply here: https://lnkd.in/eTdTtSw7

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Impactful Biz, Ops & Investment Roles at Early Startups & VCs: • Chief of Staff to Ex. Head of Product at Google • Founding GTM at the most YC product used by other YC companies in the past four years • Chief of Staff to a Partner at a Top-Tier VC Fund • Head of Platform of a NY State Backed Accelerator • Investment Associate at a Seed Stage Fund Investing in Category-Defining Companies • Partner at a Defense-Focused VC Fund • Chief Revenue Officer of a New Space Company in El Segundo • Venture Capital Analyst at a fund investing in overlooked geographies • Investment Associate at a Spirit-Focused Fund • Strategy & Ops Lead at a Company Focused on Helping Improve Autism • Senior Product Manager at a Company Focused on Building Shopify for Content Creators • Program Manager for a Space Security Company • Open-ended Investment Position at a Top-Tier Accelerator • Biz & Ops Lead for One of the Most Loved Digital Consumer Products 💸 All companies are well-funded and backed by top-tier investors. ⬇ You can find links to the roles above, plus many more, in the comments.

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Valuations are starting to (only slightly) be in check. Investors looking for revenue, quality of revenue, margins, and repeatable GTM. This has the best founders focused on what matters, and reaching out to their Boards and advisors for real advice and guidance. Good stuff.

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I recently saw this metric from Carta’s 1Q24 VC Fund Report, which is very concerning. DPI... is nowhere to be found in earlier vintages that probably should start showing DPI. Funding early-stage projects is great, but ultimately, these venture dollars need to exit their investments and pay back their limited partners. That’s where the metric Distributed to Paid-In Capital (DPI) comes in. While managing a fund, we get interim measures during the life of the fund (e.g. IRR, MOIC), but ultimately, “you can’t eat IRR.” If you want to build a lasting venture capital organization, you need to start showing DPI for your fund. Keep in mind that this is traditional VC data from Carta, and is not strictly crypto venture. Crypto venture tends to get liquidity earlier (tokens) and things tend to go parabolic sooner (faster, more unicorns) - but I’d wager that the data here is somewhat similar for Crypto VCs… Not as much DPI as there should be from these earlier vintages. Read the full article, as well as a recap of all the crypto fundraising rounds for August, here: https://lnkd.in/g3eVJ-iF

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This story about someone getting a promotion to save the firm's face after they were mistitled is so dysfunctional that it's believable as VC firms are notoriously poorly operated (good pickers often aren't good operators). Anyways, loads of newbie VCs are looking to get out of VC. ZIRP ended. Shit got harder. Fewer deals get done. There's less room for promotion. VCs actually have to do some real work like sourcing and helping companies. For many, that's not what they signed up for. They'll clear out like they always do. Venture is cyclical, and we're in that part of the cycle now. https://lnkd.in/eE3E9DYZ

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In addition to building our own VC practice at AAF Management Ltd., we’ve invested in 37 VCs since 2017. Here is what, I believe, it takes to build a multi-vintage, early-stage, venture franchise: 𝟭- 𝗦𝗵𝗼𝘄 𝗙𝗼𝗰𝘂𝘀: hyper-focused GPs build longevity and consistency in their businesses. If you pitch LPs saying you will invest in early stage consumer but end up doing late stage consumer that’s a massive red flag. Stay germane to your mandate and strategy. 𝟮- 𝗔𝗿𝘁𝗶𝗰𝘂𝗹𝗮𝘁𝗲 𝗮 𝗨𝗻𝗶𝗾𝘂𝗲 𝗩𝗮𝗹𝘂𝗲 𝗣𝗿𝗼𝗽𝗼𝘀𝗶𝘁𝗶𝗼𝗻: the market is crowded with venture firms, articulate your differentiated value proposition to LPs and founders. Don’t try to be everything to everyone. Focus on 1-2 value propositions to your stakeholders and execute them with excellence and defensibility. 𝟯- 𝗚𝗲𝘁 𝗕𝗲𝘁𝘁𝗲𝗿 𝗮𝘁 𝗦𝘁𝗼𝗿𝘆-𝗧𝗲𝗹𝗹𝗶𝗻𝗴: we tell stories everyday. Raising capital for a fund and building your venture firm requires that same story-telling skillset. Tell consistent narratives to the market to help build your own brand as well as your firm’s brand. 𝟰- 𝗟𝗲𝘃𝗲𝗿𝗮𝗴𝗲 𝘆𝗼𝘂𝗿 𝗦𝘂𝗯𝗷𝗲𝗰𝘁-𝗠𝗮𝘁𝘁𝗲𝗿 𝗘𝘅𝗽𝗲𝗿𝘁𝗶𝘀𝗲: if you possess subject-matter expertise in a certain vertical, domain or industry, you already own a defensible moat. Accentuate that to your advantage when building your firm, raising capital from LPs and winning deals from founders. 𝟱- 𝗠𝗮𝗶𝗻𝘁𝗮𝗶𝗻 𝗮 𝗖𝗼𝗹𝗹𝗮𝗯𝗼𝗿𝗮𝘁𝗶𝘃𝗲 𝗡𝗮𝘁𝘂𝗿𝗲: early stage venture is a highly collaborate asset class. Keep your ego at the door, you will never be able to do everything it takes to build a firm alone. Leverage LPs, partners and founders for deal flow sourcing, diligence and overall industry best practices. 𝟲- 𝗙𝗶𝗻𝗱 𝘆𝗼𝘂𝗿 𝗣𝗿𝗼𝗱𝘂𝗰𝘁-𝗠𝗮𝗿𝗸𝗲𝘁-𝗙𝗶𝘁: in quintessential startup vernacular, ideally find your product-market-fit by the time you launch your second fund. You need product-market-fit before you scale your AUM, grow your team and carry more fiduciary responsibility. 𝟳- 𝗞𝗲𝗲𝗽 𝘆𝗼𝘂𝗿 𝗣𝗮𝘁𝗶𝗲𝗻𝗰𝗲: early stage VC investing is a marathon. Patience will reward you personally, professionally and financially. Build mental, physical and psychological stamina to endure the inherent ebbs and flows of your entrepreneurial journey. 𝟴- 𝗧𝗵𝗶𝗻𝗸 𝗟𝗼𝗻𝗴-𝗧𝗲𝗿𝗺: early stage VC investing is the archetypal long-term financial asset. Think in 10 year increments for your firm’s grand vision, think in 4 years for a given fund’s investment period and think in quarters when reporting material updates on your portfolio to your LPs. 𝟵- 𝗛𝗮𝘃𝗲 𝗙𝘂𝗻: if instant gratification, short feedback loops and a constant need for reaffirmation is what you are looking for in a career then early stage VC investing will not fulfill you. Have fun building, and as Naval Ravikant once said: "𝙗𝙚 𝙖𝙣 𝙤𝙥𝙩𝙢𝙞𝙨𝙩𝙞𝙘 𝙘𝙤𝙣𝙩𝙧𝙖𝙧𝙞𝙖𝙣." Finally, and most importantly, be authentic and true to yourself. #firmbuilding #entrepreneurs #VC

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Up to series A, all that TAM, SAM, SOM stuff in pitch decks is 💩. Sure, put it in the doc if you must. Lots (and lots) of advice says you should. But I challenge you to find any VC that gives it any more than 3 seconds of attention. Or thinks it is anything other than a work of fiction. And I guarantee none of them has had their investment decision influenced by it. So, whether you put it in or not, don’t spend too much time on it and focus your attention and impact on other things. Such as team, mission, metrics. Pretty much anything else in the pitch deck templates!! #founders #startups #vcfunding

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Should you raise VC money❓ A question for the ages, answered by Dylan Collins on the pod this week. No one is better placed to answer this than the man who sold three companies and is now an active investor. 💡 Dylan breaks down: - Why VC money isn’t for everyone - The hidden costs of taking investment - And how to know if you’re truly ready to scale 🚀 Listen or watch now YouTube: https://bit.ly/3COsRU1 Spotify: https://spoti.fi/4fPu6Rv Apple: https://apple.co/4gaVuJo

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CRV is returning $275m from its $500m Select fund to its LPs. Get fit and nimble, not just for startups, but also for VCs. "Some limited partners have been frustrated with the expansion of venture capital funds in recent years. In 2021, 28 firms raised funds of $1 billion or more, up from just eight such funds five years earlier. There is an incentive for venture capital firms to raise bigger and bigger funds, since they typically charge a 2 percent management fee. Larger funds means larger fees, regardless of how well the investments do. But bigger funds also tend to have middling investment performance. Smaller venture capital funds have historically minted the highest returns, according to data from Cambridge Associates, an investor in venture capital funds since the late 1970s. Many of CRV’s limited partners have backed the firm for decades. Lawrence Rusoff, a managing director at Performance Equity Management, said other venture capital firms had been talking about the issue of venture capital funds that get too big. But so far, only CRV has opted to return any money." https://lnkd.in/eSUigr7Z

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I enjoyed going on Nick Telson-Sillett’s podcast, Pitch Deck by Forward Pursuit. Nick is a serial founder and investor (founded and exited DesignMyNight) so knows both sides of the table which always makes for an enriching chat. Some things we discussed: - The perceived power dynamic between VCs and founders can hinder productive conversations. - A compelling product demo can significantly influence investor interest. - Founders must focus on solving real customer problems to succeed. - Hiring standards are crucial for building a successful startup team. - Behavioural roadblocks can prevent the adoption of new solutions. - Validation from potential customers is key for pre-revenue startups. - The early-stage funding landscape has become more efficient and selective. - Pace of execution is a critical factor in attracting investment.

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The transition from Operator to VC Partner is not always as straightforward as we think. Some great advice today from Victor Lazarte in today's Fortune Term Sheet. I thought it was worth sharing. The heart of the matter is contained in this quote: “One mistake that I’ve made, that I think is common for operators-turned-investors, is that when someone pitches a company, you project a lot into it,” said Lazarte. “You can do this or that thing, and get very excited about the company you’d build in that person’s place—and that’s a huge mistake…This one time I brought a company in and all the partners asked why I was excited about such a small market. And I was like, yeah, but after they do this, there’s an opportunity to go much further…People reminded me then—the entrepreneur hadn’t pitched us on any of this, that [I’m thinking about] the company I would do.” Great insight for all entrepreneurs and investors! Endeavor Colorado Zeb King Tegan Stanbach Kathryn Dickson #privateequity #venturecapital #investing #innovation #entrepreneurship #founders #startups https://lnkd.in/g5-3uy5K

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"Bryce Roberts of Indie VC first highlighted the trend of “one-and-done” rounds back in 2017. Back then, it was something of a rarity, but these days a considerable number of founders are intentionally pursuing that path. At a broader level, the best founders today are raising fewer rounds with less dilution and/or skipping rounds altogether. And many VCs are struggling to come to terms with this. Firms with mediocre returns that don’t have much of a differentiator or positioning beyond “solid, inoffensive fund that’s a good fallback if you can’t raise from a top tier VC” are struggling to raise new funds or closing up shop entirely. Many individual investors who are later in their careers or who don’t have the inclination to reinvent themselves are opting out of venture capital as a career. Others who are refusing to adapt are being managed out by their firms." https://lnkd.in/gcNxKdzF

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Sonoma, Ca - Women in CVC Summit! 65 women in CVC gathered together for real, honest conversations about the challenges and complexities in CVC investing versus traditional venture capital. CVCs face challenges such as aligning the interests and expectations of the corporation and the startup, managing the relationship and communication between the two parties, and balancing the trade-offs between strategic and financial returns. But what's truly inspiring is the impact women are having in this space! Female-founded companies exit faster but make up a smaller share of total exit activity. CVCs participated in 17.5% of all female-founder deals in 2023, while more CVC firms have majority female checkwriter representation. Furthermore, female founders closed a record of 22.8% of total VC funds in 2023. We are thrilled to support this vibrant community of women alongside our friends and partners, Counterpart Ventures. Tanvi Narain and Abbie Wolf, congrats on curating such an impactful event. Special thanks to Annemarie Donegan from PitchBook for the data and research she shared with the group. The phenomenal lineup of speakers from corporate and traditional venture capital funds included: ​Amy Daniels Burr, President, JetBlue Ventures Danielle D'Agostaro, Partner, WVV Capital Vivien Ho, Partner, Pear VC Betty Lee (Lee) Bryant, Principal, Woven Capital, Toyota's Growth Fund Savannah Greene, Principal, Workday Ventures Heather Reginelli, Ventures Manager, State Farm Ventures Marie-Christine Razaire, Principal, Northwestern Mutual Future Ventures Beth Devin, Scout, Investor & Advisor, HearstLab Priya Saiprasad, Co-Founder and General Partner, Touring Capital Agustina Sartori, Founding Managing Director, Prisma Ventures #WomeninBuisness #VentureCapital #CVC #CorporateVentureCapital #WomeninLeadership TriNet Abbie Wolf Tanvi Narain Patrick Eggen David Haraburda Kim Thomas Matt Mahoney Samantha Santaniello-Lawrence

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In a startup's early days, founders often skip detailed compensation planning, instead choosing round numbers and moving on. This is an admirable sentiment. But over the long term, founder compensation design can matter a lot to the company, so it's worth taking some time to think this through. Here are some benchmarks and suggestions for founder compensation across: 1. Salary 2. Equity Split 3. Vesting https://lnkd.in/gcDXehXx

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