Venture Capital

A few years ago, my partner Brad Feld suggested that entrepreneurs “take a giant step back” and look for a non-technology based analog for describing their business/idea (the “analog analog“). Today at a board meeting we spent some time working out our analog as a way of describing our young company. It occurred to us that the best analogs were all technology ones, which made me think: Have we come far enough in technology that digital analogs are now acceptable (or even preferred in some cases)?!? Perhaps we’re enough generations along the technology curve (Web 3.0?) that it’s now ok to switch our analogs to digital ones . . .

Probably the most consistently overlooked “best practice” in venture backed companies is the CEO review. In my experience most companies provide little, if any, structured feedback at the CEO level. Perhaps the board or the members of the compensation committee might provide the CEO with limited (and mostly ad hoc) feedback at the beginning of each year when/if a CEO’s bonus for the previous year is awarded. More often the CEO review is essentially a review of the numbers vs. the financial plan. While that step is important, so is a meaningful discussion of the strengths and weaknesses of the CEO and ways they can improved their performance based on the collective input of the board and other mangers at…

It’s not that I’m ashamed of being a venture capitalist, but I do find that when people I don’t know ask me what I do, rather than say “I’m a venture capitalist” I typically say “I work for a finance company”. Writing this, I suppose that probably makes me sound like I sell mortgages or something, but for some reason I prefer it to the more direct answer. We were talking about this at a Foundry partner offsite earlier this week and it turns out that I’m not the only one of the group that tends to do this. We decided that it probably doesn’t stem from a deep seeded psychological problem (although perhaps we’re in denial about that) but…

InsideCRM has compiled a list of the 20 worst venture deals of all time. Not sure the methodology (I can think of a few that I might have added to the list . . .) but the deals mentioned are for the most part worthy of the designation. You can see the story here – definitely amusing reading.

I don’t know much about your business but I’d guess that you’re burning too much cash. Ok – that’s an over generalization but it’s also probably true. Businesses – and particularly early stage businesses – have some kind of gravitational pull towards spending too much money. Some of this is just the nature of entrepreneurship – entrepreneurs tend to be optimistic people who believe strongly in their business idea and their ability to grow their company. Some of this is that spending less money by definition means making trade-offs and potentially slowing down. Some of it may be left over exuberance from the internet bubble when businesses were rewarded for spending cash faster and looser. I don’t know all the…

A little while back I wrote a post on how much I love start-up office space.  It’s messy, it’s small, it might not have a window and it might smell a little bit funny, but it’s the best office space you’ll ever have.  I received a bunch of emails, comments and pictures from people with whom the post resonated. I really liked the following picture sent to me by Darrin Husmann who has a start-up company making intelligent irrigation systems with offices in both Oklahoma City and Baghdad ("Strange how war can bring two people from across the world together to work on sprinklers, eh?").  Here’s the note from Darrin that describes the pic:  Here is what the inside of…

I’ve had a few people ask me about this recently and it felt “blog worthy”. At issue is the question of whether it’s ok to use title as an incentive to either keep someone at a company or attract them there in the first place . . . is playing to someone’s ego an acceptable employment practice? I know some people who get really bent out of shape about this stuff, but my view is that using title as part of a ‘comp package’ is ok –in certain circumstances and with a full understanding of the potential pitfalls. Most importantly, this can only be used in “bubble cases” where someone is truly on the line between senior manager/director or senior…

I was sent the following a few days ago: In order to give investors a sneak peak of what we’re up to, we’ve created a short video (4 mins): http://www.youtube.com/watch?v=E9fiEu_TBdU I appreciate the effort behind stuff like this (as well as the novel thinking).  While we’re on the topic, if there’s ever something you want me to take a look at, tag it to my del.icio.us account (for:slevine).

I often get emailed requests to include content in my posts. While I can’t always oblige I do look for interesting content to repurpose or link to or build a large post around. Today I received the following links from Laura Fitton on a topic near and dear to my heart – giving effective venture presentations. One of my very first posts for VC Adventure was on this topic, and much of Laura’s advice corresponds well to my thoughts on the subject. Some of my personal favorites from her lists (I’m paraphrasing – see the links below for the full original): your powerpoint isn’t “your presentation” once you’ve cut down your presentation to its desired length, take out a few…