Khai Nguyen

🌟Innovative VC Firm Overcomes Exits Drought with Secondary Sales🌟 ⛵Navigating a challenging landscape where exits are scarce, Santa Barbara Venture Partners (SBVP) has pioneered a novel approach to sustain its growth and attract investors for its second fund: secondary sales. Instead of waiting for traditional exits like IPOs or acquisitions, SBVP opted to sell shares of its portfolio companies, demonstrating its ability to generate returns for investors and stand out in a competitive market. 🎤According to Dan Engel, founder and managing partner of SBVP, these secondary transactions have been a game-changer, sparking investor interest and bolstering the firm's credibility. By leveraging its recent successes, including a lucrative stake in sports-betting company DraftKings Inc.' acquisition of digital lottery app Jackpocket, SBVP seized the opportunity to return profits to its limited partners (LPs) and pave the way for its second fund. 💡Engel highlighted the challenges faced by young VC firms in raising subsequent funds, particularly amid a downturn in exit activity and heightened investor scrutiny. With traditional exit routes becoming increasingly elusive, the pressure is on for firms to demonstrate tangible returns and establish a track record of success. ✨"For us, secondary sales have been a game-changer. They've helped us return profits to our LPs and attract investors for our second fund," said Dan Engel. 💰For SBVP, the decision to pursue secondary sales was driven by the need to provide liquidity to LPs and validate its investment thesis in the eyes of prospective investors. By strategically offloading portions of its holdings in high-performing portfolio companies like Bark Technologies and Rad AI, SBVP not only generated substantial returns but also bolstered investor confidence in its ability to deliver results. ⚠Despite the complexities and potential stigma associated with early share sales, Engel emphasized the importance of prioritizing investor returns and seizing opportunities to unlock value for stakeholders. With a focus on profitability and transparency, SBVP remains committed to its mission of delivering sustainable growth and maximizing returns for its LPs. 🔍 "Returning profits to our investors is our top priority. By strategically selling shares, we're proving our commitment to delivering results and driving value for our stakeholders," added Engel. As SBVP continues to explore secondary transactions and expand its investor base, the firm stands as a testament to innovation and resilience in the face of market challenges. 🚀 ✅ Looking to raise capital for your #fund and increase the international pool of your LP #investors?   🤝 Need warm #LP introductions?   📝 Selling #secondaries to increase liquidity?   🧐 Looking for co-investments?   ▶ G+QUANT's link for inquiries and fund decks: https://lnkd.in/gjC_EuTE #VCInnovation #SecondarySalesSuccess #InvestorReturns #ValueCreation 

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Earlier this year, we surveyed our fellow Los Angeles-based GPs to get a pulse check on the LA venture ecosystem. Here’s what we found: 💗 Deal flow is healthy, and most LA venture investors (68%) are seeing the same or more deal flow YoY. ✈ LA investors are spending time in a variety of markets, with NYC, Austin, and SF following closely on LA’s heels. 🔍 Innovation is concentrated in AI and machine learning, space, and commerce. 💸 Funding is happening, but it’s barbell-shaped, with deals concentrated at the early and late stages. Funding post-Series A has been challenging. 🚩 LA is differentiated, but not without its challenges. Key difficulties include not attracting enough AI talent (despite having the largest number of engineers graduating from our region over any other in the United States); talent relocated to more tax-friendly or less expensive locations; and the great SoCal / NoCal divide 🙏 Thank you to all our many respondents! I’m so glad to be part of a venture ecosystem that includes great minds like Anna Barber, Brent Murri, W. Christine Choi, Sarah Tomolonius, Rob Smith, Win Chevapravatdumrong, John Tabis, Jill Royster, Jesse Draper, Ashley Balla, Britt Danneman, Tram Lai, Carmen Palafox, Elaine Russell, Deborah Benton Amanda Schutzbank, Brian Lee, Petra Griffith, Minnie Ingersoll, Shamin Walsh, Gabe Greenbaum...wow, this list could go on forever...plus too many other exceptional humans to name. You know who you are! Explore our findings more deeply with our survey dashboard: https://bit.ly/3JsaLaB

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In an Asset Purchase Agreement, 'asset' is a bit misleading. There are other key components. Let's break it down... Sure, you're buying/selling assets, but you're also buying/selling promises and commitments. // Representations and Warranties (Promises): These are the seller's assurances about the business. For instance, the seller might ensure that the financial statements are spot-on and there are no lurking legal issues. // Covenants (Agreements): These outline the actions both sides agree to. Say, the seller agrees to help with the transition or promises not to compete for a while post-sale. Understanding these elements is critical for navigating a transaction. Head to our substack (link in bio) for the deeper dive...

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Are you planning to be at #Consensus2024 next week in Austin, TX? If so, stop by to hear me speak on two panels: 1. The State of Crypto VC with David Nage of Arca and Tom Shaughnessy Jr of Delphi Digital on Wednesday at 3pm CDT 2. The Platform Dilemma Facing Every Web3 Developer Today with John Liu of Amazon Web Services (AWS), Chirag Dhull of Chainlink Labs, and Humayun Sheikh of Fetch.ai on Friday at 11am CDT With the tailwinds that picked up over the last few days in our space, I'm sure we will have plenty to talk about! 😎 #blockchain #crypto #web3 #venturecapital

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This is quite interesting advice and also quite a non-consensus view in the B2B software world. Cross-border founders who are considering the US vs International incorporation question should consider this as valuable input.

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Big things on the horizon, we are motivated and blessed to be at the dawn of a new age for the internet. Read more about our journey below or listen to the podcast: https://lnkd.in/eJeNhvVa

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📈🏢 Aby Rosen's RFR Holding is facing a staggering $2.5B debt bill as defaults pile up! 💥 🔎 According to a recent Bisnow article, RFR Holding, a prominent NYC real estate firm, is grappling with mounting debt and defaults. The company, led by billionaire Aby Rosen, has a portfolio of high-profile properties, including the iconic Seagram Building and Lever House. 🏢🏦 📊 The firm's debt load has surged to a whopping $2.5B, with $1.1B in loans maturing this year alone. 💸 The pandemic has hit the commercial real estate market hard, causing defaults to skyrocket. RFR Holding is no exception, with defaults on several properties, including the $200M mortgage on the Seagram Building. 📉 🗣️ "The pandemic has created a perfect storm for commercial real estate," said one industry expert. "Companies like RFR Holding are facing unprecedented challenges as they navigate this difficult time." 🌪️ 🔜 So, what's next for RFR Holding? The company is reportedly exploring options to refinance its debt and avoid further defaults. 💡 With the commercial real estate market showing signs of recovery, there's hope that RFR Holding can weather this storm. 🌞 Stay tuned for more updates on this developing story! 📰🔔 #RFRHolding #CommercialRealEstate #Debt #Defaults #NYCRealEstate

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Excited to join industry leaders in LA to explore the future of non-traditional investments. I’ll be speaking at the Private Wealth Southern California Forum, hosted by Markets Group, on 12 November. Together, we’ll discuss how innovations in alternative assets are reshaping the investment landscape. Thank you to Markets Group for providing the platform to explore these transformative developments. #PrivateEquity #Innovation #Technology #Entrepreneurship #VentureCapital #Investing #Finance #Alternatives #Startups #Speaker

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Market terms for emerging new managers of a micro-VC fund (under $100 million) are to charge 2 and 20, and reserve 20% of fund cash as "dry powder" to invest in follow on rounds, bridge financing, and other opportunities to double down on the upper right side of their portfolio. Right? If you have any experience or strong opinion on how much cash a pre-seed micro VC fund should reserve these days for follow-on investments could you please skip the rest of my screed below (it takes a dark turn) and let me know in the comments? If you have no idea what I mean don't ask me, ChatGPT is your friend. I repeat, ChatGPT is reeeeeally your friend. It has expert level familiarity with terminology and concepts with venture investing and will tell you I'm right: "Gil Silberman’s statement aligns with typical practices in the VC industry. He appears knowledgeable about the subject and is conveying accurate information." Replace with completely different and it will do the same. There is a "50 percent rule" for dry powder that most micro VC funds (defined as under $25 million) stick to. Tell it you're concerned that I may not know what I'm talking about, and it will say "there are nuances worth considering." New managers routinely discount fees to avoid consuming too much cash from a small fund, and my statement is "an oversimplification of how micro-VCs operate. You are right to be cautious." The LLM is not hallucinating, it just wants to be your friend. By agreeing with you. Be cautious about using generative AI as a research tool. They should call it large bubble chamber model, not large language model. Whatever your dry powder reserve, happy spray and pray!!!

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1.Small cap program cost is $100k for large return $1m+ in 45 days. ​ 2.Mid cap program min $1m funds must be in tier 1 bank. 3.Large cap trade programs from $10m USD/€ returns depending on amount of investment. 4.Minimum is $100m or euros or Swiss francs - Max 5b Money stays in an tier 1 bank account - Funds are not blocked or frozen (no change of ownership). Bank can be outside of the EU. System ping the account every day Return between 240% and 300% a month, paid weekly. 5.Monetisation of SBLC’s from rated banks min $5m USD/€ 6.Trade program for crypto investors min 1m valuation of crypto. 7.Loan for Crypto owners from European bank for trade. I will only deal with owners or the mandate(1) person away from the owners no broker chains accept. Commission secured. PM here or WhatsApp (+61-457-515-591) to discuss further.

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Private credit isn't just about yields; it’s about balance. RIAs are the new kids on the block as investors, but they're the next frontier. As RIAs enter the credit market, they face a dynamic landscape with opportunities and misconceptions. Understanding the current landscape assists RIAs in making informed decisions, and embracing complexities that lead to better client outcomes. Had a great chat with Joseph Weissglass and Jordan Selleck on the 51 Labs podcast, Investors and Operators, diving into the role of RIAs in the private credit space. Full episode linked in the comments below! #privateequity #mergersacquisitionsdivestitures #investorsandoperators

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The round fell through, and so did our SPV... 2 More reasons below on why SPVs can get canceled. 1. The SPV didn’t raise enough This is likely the number one reason SPV GP’s cancel deals. And this has become increasingly true in this more difficult fundraising market. Syndicate leads typically host their deals on fund admin platforms like Sydecar, AngelList and Carta. On AngelList as one example it costs GPs a minimum of $8,000 in fees per SPV. Usually syndicate leads pass on those fees to the LPs and those fees are capped at 10% (typically) - meaning you need to raise at least $80,000 in an SPV to avoid charging LPs more than 10% (e.g. 10% x $80,000 = $8,000 that go towards SPV fees).  If your SPV is $1M, then great, that $8,000 in fund admin fees only works out to 0.8% per dollar invested ($8k/$1m = 0.8%), but if your SPV is only $50k, then those fund admin funds fees work out to 16% per dollar invested ($8,000 in fees / $50,000 raised = 16%) and no LP wants to pay 16% of their investment in fund administration fees. If you can’t raise enough to cover fund admin costs you have three options primarily 1) charge your LPs more to cover the excess fees - many LPs will likely cancel their investment in this scenario, 2) cover the excess fees yourself (e.g. for the $30k SPV, the LPs pay $3k or 10% and the GP pays the $5k out of pocket to cover the $8k fund admin fee, 3) ask the company to cover the excess fees (some will, some won’t), or 4) cancel the SPV, which is the worst option for LPs and for the fund admin. Notably, some fund admin platforms have lower minimums to facilitate smaller SPVs; Sydecar's pricing starts at $4.5k as one example, making even a $45k SPV doable. Additionally, some GPs perform their fund admin in-house and thus don’t have as strict minimums to get deals done as a result. 2. The Round fell through Rounds fall through all the time. A company signs a term sheet to lead the round and perhaps the company couldn’t raise enough additional capital to hit the minimum the term sheet stipulated to close the investment. Or perhaps during confirmatory diligence, the Lead VC who issued the term sheet found something that concerned them or even perhaps fraudulent that reduced their conviction enough to pull the term sheet. In the 23/24 market, we've seen this a lot. The most frequent I’ve seen is that a company tries to put an insider round together with a few insiders willing to anchor the round with a commitment (can be small), but unfortunately the company can’t get enough new capital to close it. There was another company that had a lead term sheet issued that was contingent on a c-suite member joining full time who ended up deciding not to and the round fell apart, as did our SPV as a result. -- Powered by Sydecar and Forge, Last Money In Media is the most actionable venture capital newsletter. Written by Zachary Ginsburg and Alex Pattis, the global syndicate leaders with 800+ SPVs invested.

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LP Tip #11 of #50: A data room is used as a proxy for institutional potential Before we dive in please review the following: ➡️ This post is aimed at a GP of a Fund I which is why there is no mention of quarterly letters, financial statements, etc.  ➡️ LPs run different diligence processes which means that some may prefer a comprehensive data room while others want specific documents.  ➡️ An institutional investor and/or sophisticated family office will request a data room if you move to the diligence phase.  ➡️ Great data rooms stand out. 1️⃣ What is the point of a data room?  Your data room will house materials (strategy, operational, financial, legal) on the fund. The goal of sharing your data room with an LP is to help that LP get smarter on your fund. An LP will also refer back to the data room to write their investment memo. 2️⃣ When do I share my data room?  I suggest you understand the process of each LP you meet with. And, follow their lead when they want materials. It is important to keep in mind LPs have hundreds of funds they are culling through. Below are items that I like to see in a data room. 10 Components of a Data Room  1️⃣ Long Form Pitch Deck - This is self-explanatory.  2️⃣ Detailed Track Record - I learn so much about you as a fund manager by how you present this information and what you choose to present.   3️⃣ Sample Investment Memos - I expect you to include at least 2 memos.  4️⃣ Due Diligence Questionnaire (DDQ) - Typically, this document compiles answers to frequently asked questions. I love seeing one in the data room but I don’t require it.  5️⃣ References List - Please refer to LP Tip #4 regarding on-book references.   6️⃣ Service Provider List - This includes legal counsel, fund administrator, cybersecurity, etc.   7️⃣ Portfolio Construction Model - I am looking to see whether the math works and your assumptions make sense. 8️⃣ Budget - This is a spreadsheet that includes your salary, tech stack expenses, etc.  9️⃣ Org Chart & Team Bios - This is self-explanatory.    🔟 Legal - This includes documents such as Summary of Terms, Limited Partner Agreement, Sub docs, side letters, etc. ➡️ Compliance does not equal Quality:  The majority of new managers check the box on the components listed above but miss the mark on creating a great data room. I am looking for a well organized and substantive data room. For example, the order or labeling of folders in the data room should be intuitive. I want to quickly retrieve the information I need. It shows when a manager puts little effort into the data room. Please keep in mind I see hundreds of data rooms so I am constantly comparing data rooms to one another. Putting together a quality data room isn't rocket science, but it requires time. A well structured data room instills confidence in your fund and gives an LP more insight into how you may go about running your firm. Tomorrow, I'll be back to share red flags in data rooms.

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VCs hate consumer lending. The latest fintech unicorn is...a consumer lending company. Here's why. But first some overview. Aven offers a credit card backed by home equity. The company has - 33,000 customers - $1.5 billion in credit lines - $100 million in revenue (up 3x YoY) As a result they just raised $142M at a $1 billion valuation. Why does this make sense? If you are going to build a consumer lending company, one of the best ways to go about it is to identify a large pool of mispriced / unencumbered collateral to lend against. Most consumer credit is unsecured, if you do secured lending you can get more favorable financing which allows you to offer more favorable rates to your customers. What Mike Cagney (SoFi & Figure founder) has done is a great example of this. - SoFi's key insight -- students from top universities were lower risk, but that wasn't reflected in their loans (ie collateral in the form of future earnings was mispriced) - Figure's key insight -- HELOCs for super prime, wealthy individuals were mispriced in that underlying homes tended to have more stable values, lower LTVs and the borrowers had more stable incomes and other assets. Aven's key insight is quite similar to Figure (1) credit card debt is expensive (2) and a lot of people who have credit card debt have home equity. Those people should pay lower rates if they have a card secured by their home equity. Aven caters to prime borrowers with: - $100k+ income - 720+ FICO If those prime borrowers get a credit card, their APR is 18%+. Meanwhile, Aven offers rates between 8.0% and 15.5%. So if you want to build a consumer lending company that works: #1 identify mispriced collateral of sufficient scale -- this is the most important unlock. But you also need #2 a clear concise marketing message -- you should watch Aven's ads on instagram etc, they get the point across quickly. #3 fast and convenient onboarding -- getting a HELOC from a bank is not these things. If you want your marketing funnel to convert, you can't have a lot of friction here. #4 product innovation -- in many ways this is the least important. If you nail #1, #2 and #3 your product doesn't have to be revolutionary. It has to work and be convenient. If you think about SoFi, in the early days there was no consumer facing tech innovation. It was a better priced loan. In Aven's case the HELOC is available on a card, which makes it convenient to use, but is not revolutionary. Look forward to seeing how Aven goes from here. One of the most exciting and interesting aspect of the business is how far they have come with just 33,000 customers. There are many millions more Americans who, for better or worse, have home equity and expensive credit card debt.

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A quick summary of considerations / thoughts for LPs investing in VC today. *Not Investment Advice* - Smaller funds provide higher return potential, but come with much more volatility (as a whole).  - Emerging Managers typically have the best alignment (smaller funds, hungry-to-succeed GPs, fees) but many have to go through a steep learning curves regarding operational governance, culture building, portfolio management, and LP relations).  -Beware of overweighting performance benchmarks as they often don’t go granular enough across fund sizes/types and sample sizes can be limited.  -Understand a manager’s valuation methodology. Careful review of marks may reveal an overally aggresive or conservative valuation policy. Know the marks of the top companies when assessing track records.  -Track records offer headlines. What you are looking for is the repeatability of outperformance, which need to factor in fund size changes, team changes, competitive shifts, and details around the "how" of past winners as it relates to potential systems the GP has for sourcing, picking, and winning.  -Median performance will not be enough. PE buyout is better if you are generating median returns.  -VC cannot be characterized as a good or bad asset class but a “Depends” asset class. It depends on the LP's ability to find and gain access to managers with the highest probability of outperformance. This isn’t easy and takes time. It's why I've spoken about the 90/10 issue in VC. While VC for many investors is often only 10% of a portfolio, it can easily take 90% of your time to appropriately build relationships, diligence managers, and make sense of evolving dynamics. -For new LPs, starting with directs is usually not the way to go; Adverse selection runs rampant, and you do not want to be the last call to invest after everyone else has passed (yes, there are times this works, but history hasn’t been kind). Most emerging LPs should probably start with funds to learn / de-risk.  -While it was gone in 2021, The J-curve is back. Expect the first 2-3 years of a fund to show negative net returns as times between rounds increase (mark-ups), deployment has slowed, and graduation rates of companies for the next round have decreased. -Technology breakthroughs like AI follow patterns where investment activity and excitement outpaces infrastructure and adoption. The top AI companies will be some of the most valuable companies of the future, but the vast majority will underperform significantly. During the Internet hype, for every Amazon/Google, there was an eToys or Webvan. -Liquidity is a real problem, but two potential outlets are coming - 1) VC GP-led secondaries are rising in prominence, and 2) Rate environment should start to unlock organic IPO / M&A activity as multiples start expanding. - The market is definitely a Tale of Two Cities. Strong funds/companies are well oversubscribed, but VERY hard for everyone else. The oversubscribed camp is<10%

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JPM positioning Summary: Similar to what happened on Thurs, Apr 4, the decline on Wed post CPI didn’t seem to rattle that many investors. HF net flows in N. Am. were skewed towards small buying (+0.4z) on the day, gross was added as Momentum rebounded (and after 2z de-grossing on Tues), and retail investors bought the dip again. There was some selling via ETFs and futures, so it wasn’t all positive, but it seems that an underlying buy-the-dip mentality was still prevalent. https://lnkd.in/gtptTxuw

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[part 2 of 2 - cont’d from https://lnkd.in/g8Ar6qGj] ….. A very common pattern I see with “rookie” vs. master” operators is something like this: 🌱𝗥𝗢𝗢𝗞𝗜𝗘 (𝗥):  𝗘𝘃𝗲𝗿𝘆𝘁𝗵𝗶𝗻𝗴 𝗶𝘀 𝗶𝗺𝗽𝗼𝗿𝘁𝗮𝗻𝘁 𝗮𝗻𝗱 𝗮𝘁𝘁𝗲𝗺𝗽𝘁𝘀 𝘁𝗼 𝗲𝘅𝗲𝗰𝘂𝘁𝗲 𝗮𝗻𝗱 𝘄𝗼𝗿𝗸 𝘁𝗵𝗿𝗼𝘂𝗴𝗵 𝗲𝘃𝗲𝗿𝘆𝘁𝗵𝗶𝗻𝗴 𝘄𝗶𝘁𝗵 𝗲𝗾𝘂𝗮𝗹𝗹𝘆 𝗶𝗻𝘁𝗲𝗻𝘀𝗶𝘁𝘆 𝗮𝗻𝗱 𝗲𝗳𝗳𝗼𝗿𝘁 👑𝗠𝗔𝗦𝗧𝗘𝗥 (𝗠):  𝗜𝗺𝗺𝗲𝗱𝗶𝗮𝘁𝗲𝗹𝘆 𝗽𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝘇𝗲𝘀 𝘄𝗵𝗮𝘁 𝗶𝘀 𝗺𝗼𝘀𝘁 𝗶𝗺𝗽𝗼𝗿𝘁𝗮𝗻𝘁, 𝘄𝗵𝗮𝘁 𝘄𝗶𝗹𝗹 𝗱𝗶𝘀𝘀𝗼𝗹𝘃𝗲 𝘃𝘀. 𝗱𝗲𝗹𝗲𝗴𝗮𝘁𝗲 𝘃𝘀. 𝗱𝗲𝗳𝗹𝗲𝗰𝘁 ☐ 𝗧𝗼𝗽 𝘀𝗮𝗹𝗲𝘀 𝗽𝗲𝗿𝗳𝗼𝗿𝗺𝗲𝗿 𝗷𝘂𝘀𝘁 𝗻𝗼𝘁𝗶𝗳𝗶𝗲𝗱 𝘁𝗵𝗲𝘆 𝗮𝗿𝗲 𝗾𝘂𝗶𝘁𝘁𝗶𝗻𝗴  🌱Immediately sets up 1:1 call to spend time saving them 👑Group text to CRO and Head of People asking why they are leaving >> realize it’s not salvageable.  Authorize backfill (via text).  ☐ 𝗜𝗺𝗽𝗼𝗿𝘁𝗮𝗻𝘁 𝗺𝗲𝗲𝘁𝗶𝗻𝗴 𝘄𝗶𝘁𝗵 𝗮𝗻𝗰𝗵𝗼𝗿 𝗶𝗻𝘃𝗲𝘀𝘁𝗼𝗿 𝗶𝗻 𝟮 𝗱𝗮𝘆𝘀 𝘁𝗼 𝗰𝗹𝗼𝘀𝗲 𝗦𝗲𝗿𝗶𝗲𝘀 𝗕 - 𝗳𝗶𝗻𝗮𝗹𝗶𝘇𝗶𝗻𝗴 𝗽𝗶𝘁𝗰𝗵 𝗺𝗮𝘁𝗲𝗿𝗶𝗮𝗹𝘀 🌱 Set up 2 hour meeting with FP&A and CEO team to prep, review and polish ahead of the meeting.  Runs the meeting end to end. 👑Set up 30 minute meeting with just FP&A team and asks them to “mock run the meeting”.  Provide feedback and give 30 minutes to make edits and improve.  Set up follow-on 1 hour meeting, kicks off the call by “setting the table”, tells head of FP&A to lead and present.  CEO provides feedback. 30 minute call next day with CEO to go through pitch together. ☐ 𝗖𝗮𝘀𝗵 𝗯𝘂𝗿𝗻 𝗿𝗲𝗽𝗼𝗿𝘁 𝗳𝗼𝗿 𝘁𝗵𝗲 𝘄𝗲𝗲𝗸𝗹𝘆 𝗲𝘅𝗲𝗰 𝘁𝗲𝗮𝗺 𝗺𝗲𝗲𝘁𝗶𝗻𝗴 𝗶𝘀 𝗼𝘃𝗲𝗿𝗱𝘂𝗲 🌱 Carves out 30 minutes to review and sanity check the cash burn report in their inbox before 12pm 👑Sanity checks the numbers (60 seconds) to make sure nothing looks suspicious. Delegates to head of FP&A to check and publish.  ☐ 𝗧𝗲𝗮𝗺’𝘀 𝗾𝘂𝗮𝗿𝘁𝗲𝗿𝗹𝘆 𝗢𝗞𝗥𝘀, 𝟰 𝘄𝗲𝗲𝗸𝘀 𝗹𝗮𝘁𝗲 𝗻𝗼𝘄 🌱Sets up 1 hour meeting with team to review and another 1 hour to complete self-OKRs 👑Writes to team an apology for dropping the ball, and to ignore this quarter’s OKRs as they’ve gone stale and to focus on next quarter’s, taking into account latest pivot discussed. ☐ 𝟰𝟬𝟬 𝘂𝗻𝗿𝗲𝗮𝗱 𝗲𝗺𝗮𝗶𝗹𝘀 🌱 Attempts inbox zero by end of day 👑Scans emails for family/friend, customers, internal team (in that order) and leaves the rest to triage tomorrow.  ☐ 𝗡𝗮𝗻𝗻𝘆 𝗷𝘂𝘀𝘁 𝗰𝗮𝗹𝗹𝗲𝗱 𝗶𝗻 𝘀𝗶𝗰𝗸, 𝘆𝗼𝘂’𝘃𝗲 𝗴𝗼𝘁 𝗽𝗶𝗰𝗸-𝘂𝗽𝘀 𝗮𝘁 𝗮𝗹𝘁𝗲𝗿𝗻𝗮𝘁𝗶𝗻𝗴 𝗹𝗼𝗰𝗮𝘁𝗶𝗼𝗻𝘀 🌱 Texts four friends and babysitters to see if they can help 👑Fires up the Starlink and goes mobile for the day, swings by Swirl for random Monday fro-yo  treat If you feel “seen”... join us: Operators Guild - the most elite business scalers  - https://hubs.la/Q02q1ty40 OG Next - the future masters of business scaling - https://hubs.la/Q02q1w4d0

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