I had a great lunch recently with a successful young Internet entrepreneur, and he posed the strong belief that universities should stop wasting time teaching hardware and focus only on software. Those of us who helped build the infrastructure that enabled the Internet will disagree with that position, but there is certainly a sentiment that the business model has fundamentally changed because you can build an Internet business on very little cash, and this deserves a new VC model.
Rather than debate that one, I would rather show how old-school venture does hardware in a capital efficient way, rather like Internet deals ... and preferably without credit cards ;-)
I know two entrepreneurs who are in their 60s who recently gave a group of 20-something year old Internet entrepreneurs a run for their money in terms of drive, energy, and entrepreneurship. Now these guys do materials--in the laser industry, anytime someone mentioned a project that was good to go except for a slight materials problem, we figured it was 10-20 years from a product, so this is about as far an extreme as I can think of in hardware from the Internet. If you can remember when people first started extolling the virtues of vanadate (Nd:YVO4) as a laser crystal, heralded as the replacement for Nd:YAG, it took pretty close to 20 years to actually make a dent in the market.
Just to make matters worse, let's also recognize that these guys are attacking something slower to respond even than the telecom market, by trying to get the semiconductor market to make a change to their Fab process. I certainly can’t think of anything further from the Internet, with worse customers and more capital intensive, than the combination of semi Fabs and materials :-)
So how do they do it? Well, the theory of deep tech is pretty simple, you have something unique and so valuable to your potential customer, that they are willing to invest in it to get the unfair advantage it offers. They can't get it from anyone else, and while the pain of change will be costly and time consuming for them, the pain of not adapting could well be fatal.
So they set up a simple lab, and beg, borrow, or otherwise get whatever equipment they can, everyone works for equity, and they develop their material solution. Pretty much identical to an Internet deal, except fewer PCs and programmers, more white coats and lab gear. But sometimes late at night, they multiplay with their web peers on Warcraft.
Unlike the web deal, what they create here cannot be copied without running afoul of the patents, or deep knowledge of both the materials technology and the real customer needs. The equivalent burn of this team is about $50k/month, if they were paying salaries, which they are not, at least to start. When they do, it's still about $50k/month because their customers are supporting most of their growth in resources and facilities. If the value proposition is compelling enough, even those stodgy Fab customers will get enthused and throw internal resources at evaluating the material. They run wafers, put them through a raft of tests that would cost literally millions of dollars to do if you were contracting the work.
It's this customer validation, in the absence of revenue, which is a really long time off, that is the equivalent of users or subscribers or eyeballs on a web deal. Now to be sure, if the dedicated user count gets into the millions, then there is money to be made--and quickly--in the web deal, but the dark side of that is the lack of stickiness of those customers, who are easily lured away by the next shiny object. The Fab customers can be lured away, but the more time and money they spend on verifying the material, the harder it is to walk away from, and the more sticky the traction.
Where the web deal is really compelling of course, is in its ability to deliver meteoric rises in users, and possibly even revenue ;-) If it goes viral, web based products and services can rapidly rack up $100M in revenue. Often this is actually someone else's revenue and the web business is taking a 5% clip of it, but sometimes it's all theirs and the company is wildly successful.
In the materials business example, this is going to take a long time--could be as long as seven years to get through the entire Fab cycle, and certainly more than three years to wait for the adoption of the next node (design change). Now they do also have to share some of that revenue with distribution channels, and there is come COGS that limit gross margin to say 80% ... Of course if the material is accepted, then its about $100M per line, on the order of $500M per Fab, and depending on how many Fabs adopt it, it can quickly become serious money.
You won’t see it on Facebook, but it will be in the mobile device you are using to look at Facebook, in the wireless and optical network elements that are bringing you the data, and in the servers that host the web app--so I think they are pretty intimately connected.
Isn’t it wonderful to see the confused look on a 22 year old web entrepreneur’s face when he learns that 2 guys in their 60s are on their 10th successful startup ;-)
Friday, April 15, 2011
Thursday, March 31, 2011
Why failure is good
History is a great teacher. Of all life’s experiences, failure is the best teacher of all. Most good VCs look for at least one failure in an entrepreneur’s track record. Failure, like adversity, generally reveals true character. I was on a BoD where things got rough, and there was concern over solvency (this is a bad thing for personal liability)--one of the directors resigned immediately. To me this is chicken#$%#!
Now I understand that the law is set up to penalize director incompetence, but in some places it’s set up to penalize failure despite directors and founder efforts to fix the problems. When things get tough everyone should be rolling up their sleeves to help fix the problem not the blame. We managed to turn this company around, but not without a few threats of greenmail and the usual legal "BS" to go along with it. In the process we learned a lot about the CEO and his team—and the CEO learned a lot about the merits of proper BoD selection ;-)
Most problems can be solved given the right team and enough runway.
I don’t actually believe there is such a thing as failure, it’s more how you handle things going wrong that determines true failure or character. After all, it’s an ill wind that blows no good for someone. Truly great entrepreneurs see failure as an opportunity–c.f. James B. Stockdale in a POW camp.
Remember in ’99 when the market was going crazy for Internet and telecom, and how easy it was to be successful then, contrasted by how impossible it was to achieve success in 2002? Many many companies went to the wall, but surprisingly, many others found a way to adapt and survive--technically they failed to deliver as promised, but to me they achieved stellar success in learning to navigate perhaps the worst market downturn any of us has ever seen--we hope ;-).
In Australia there is a well known company that is considered one of the true success stories of tech startups--it was acquired for several hundreds of millions of dollars and made founders wealthy. Some VCs there quote it as the deal of the decade but I would argue it was a shame they didn’t take it public and build a sustaining company with a market cap beyond a billion. In the tech bubble time it was easy to sell companies for inflated prices. Selling too soon is something we are all guilty of as entrepreneurs--in contrast, building something sustaining is more risky but is better in every sense if it can be done.
Now in some countries failure is considered a curse, and those who fail are penalized severely--by English law there is no Chapter 11, so if a company cannot pay its debts the directors could end up in jail. In the startup world, failed entrepreneurs get ostracized like the unclean--many VCs I know like to see at least one failure in an entrepreneurs record because it gives an opportunity to see what that person is really made of, and how they dealt with a bad situation--it’s a great opportunity to shine and turn bad luck into good.
In the tech downturn you were a hero if you were able to sell your company for any price, even nothing, as long as the acquirer carried the liabilities--companies with $50-60 million invested capital typically sold for $1.5 million in stock, regardless of their revenue--it was as crazy and lopsided as it was on the way up leading to the crash.
One well known CEO friend of mine burned a $200+ million hole in the ground--you may ask what does one do to walk away from a train wreck like that? Normally you would expect to spend a few years in the penalty box--maybe the rest of your life? But not him. When he found trouble raising VC money for his next gig, he decided to stick it to the VCs and become one--he raised a $200 million fund, and recently a $400 million fund--so failure is definitely in the eyes of the beholder ;-)
Now I understand that the law is set up to penalize director incompetence, but in some places it’s set up to penalize failure despite directors and founder efforts to fix the problems. When things get tough everyone should be rolling up their sleeves to help fix the problem not the blame. We managed to turn this company around, but not without a few threats of greenmail and the usual legal "BS" to go along with it. In the process we learned a lot about the CEO and his team—and the CEO learned a lot about the merits of proper BoD selection ;-)
Most problems can be solved given the right team and enough runway.
I don’t actually believe there is such a thing as failure, it’s more how you handle things going wrong that determines true failure or character. After all, it’s an ill wind that blows no good for someone. Truly great entrepreneurs see failure as an opportunity–c.f. James B. Stockdale in a POW camp.
Remember in ’99 when the market was going crazy for Internet and telecom, and how easy it was to be successful then, contrasted by how impossible it was to achieve success in 2002? Many many companies went to the wall, but surprisingly, many others found a way to adapt and survive--technically they failed to deliver as promised, but to me they achieved stellar success in learning to navigate perhaps the worst market downturn any of us has ever seen--we hope ;-).
In Australia there is a well known company that is considered one of the true success stories of tech startups--it was acquired for several hundreds of millions of dollars and made founders wealthy. Some VCs there quote it as the deal of the decade but I would argue it was a shame they didn’t take it public and build a sustaining company with a market cap beyond a billion. In the tech bubble time it was easy to sell companies for inflated prices. Selling too soon is something we are all guilty of as entrepreneurs--in contrast, building something sustaining is more risky but is better in every sense if it can be done.
Now in some countries failure is considered a curse, and those who fail are penalized severely--by English law there is no Chapter 11, so if a company cannot pay its debts the directors could end up in jail. In the startup world, failed entrepreneurs get ostracized like the unclean--many VCs I know like to see at least one failure in an entrepreneurs record because it gives an opportunity to see what that person is really made of, and how they dealt with a bad situation--it’s a great opportunity to shine and turn bad luck into good.
In the tech downturn you were a hero if you were able to sell your company for any price, even nothing, as long as the acquirer carried the liabilities--companies with $50-60 million invested capital typically sold for $1.5 million in stock, regardless of their revenue--it was as crazy and lopsided as it was on the way up leading to the crash.
One well known CEO friend of mine burned a $200+ million hole in the ground--you may ask what does one do to walk away from a train wreck like that? Normally you would expect to spend a few years in the penalty box--maybe the rest of your life? But not him. When he found trouble raising VC money for his next gig, he decided to stick it to the VCs and become one--he raised a $200 million fund, and recently a $400 million fund--so failure is definitely in the eyes of the beholder ;-)
Friday, February 18, 2011
Is venture capital better than VISA?
My first company had phenomenal investors--VISA, Mastercard, Bank of America ... Actually 37 credit cards in all, and it was great because you got sweetheart rates for 6 months as you swapped balances ... no really ;-)
Why was that? Well, I had no idea how to raise money, I had never heard of venture capital, and I certainly had no idea what an investor would want to see to fund me. Actually, I also had no idea who would buy my product, but I was certain I had invented something revolutionary ... if I could just figure out who cared?
Now I wasn’t stupid, I had searched for and found a smart partner who understood the laser business and we co-founded the company. He dealt with all the business crap, and I focused on solving the technology and building the product. The problem is, that neither of us really understood what the market was for our product. So as the number of credit cards increased, and the credit card debt scaled up towards $250,000, I realized that the problems weren’t technical per se, but rather financial ;-)
We ended up selling stock to some friends and family, and that helped but also increased the stress and worry around not losing their money in addition to personal bankruptcy. As things were getting worse, we had a visit from Milton Chang, and he gave us an epiphany about our business.
He spent time in my basement in DC surrounded by used lab equipment and even more used furniture, and spent the day talking about what was missing in the business, which included the fact that we didn’t actually have a business. Milton saw several things he liked, and I came to learn that these were his classic tells for a good investment (Milton went on to invest in 27 companies, generating 5 IPOs, 10 great trade sales, and no losses – his stats are off the charts even compared to the best Silicon Valley VCs).
He saw a passionate engineer, focus on putting every available penny into making the product, cheap rent (my basement), no salaries (everyone worked for equity), and a genuinely revolutionary piece of technology in the solid-state green laser, or the "green diode" as we called it (because its beam quality was about as crappy as a diode).
It took Milton about a week to come back to me with an idea to merge our company with one in California called Iris Medical. It took a year, me taking over as CEO, a lot of stress and angst for a lot of people. But when we put great engineers and inventors together with great sales and marketing, we got a great result: Iridex and a NASDAQ IPO.
We literally went from bankruptcy to success (albeit over a couple more years), and the original investors in Light Solutions got their cash back and also kept their stock, so a nice double return. VISA and the other cards got their money back, plus interest, and everyone was happy.
So was VISA better than VC? Well, it certainly attracted Milton. He couldn’t believe we were committed enough (read stupid) to take this level of risk to back our idea but it clearly showed we believed in it passionately. He didn’t like our idea of skin in the game, because it was too distracting and made us make short term tactical decisions rather than strategic ones, but it wasn’t a bad place to start.
VISA gave some good advice: pay your bills on time or we’ll screw you--perhaps some similarities to VCs with respect to milestones ;-) What amazed me most about Milton was despite not really understanding our market specifically, he understood it well enough generally, and 80% of our issues were common to all startups and he understood those better than anyone I have ever met then or since. The power of a committed investor/partner who is aligned with you and willing to give you the time and advice you need is invaluable--it's worth far more than the money, which as you have seen can be gotten almost anywhere.
A lot of us worry about giving up too much equity for investment, but old school entrepreneurs worry about losing the money, and old school investors get their hands dirty standing shoulder to shoulder with the entrepreneurs to help them not only not lose the money, but to use it to make more. If you are worried about dilution, VISA is much better, no dilution, but for God's sake don’t lose the money ;-(
Why was that? Well, I had no idea how to raise money, I had never heard of venture capital, and I certainly had no idea what an investor would want to see to fund me. Actually, I also had no idea who would buy my product, but I was certain I had invented something revolutionary ... if I could just figure out who cared?
Now I wasn’t stupid, I had searched for and found a smart partner who understood the laser business and we co-founded the company. He dealt with all the business crap, and I focused on solving the technology and building the product. The problem is, that neither of us really understood what the market was for our product. So as the number of credit cards increased, and the credit card debt scaled up towards $250,000, I realized that the problems weren’t technical per se, but rather financial ;-)
We ended up selling stock to some friends and family, and that helped but also increased the stress and worry around not losing their money in addition to personal bankruptcy. As things were getting worse, we had a visit from Milton Chang, and he gave us an epiphany about our business.
He spent time in my basement in DC surrounded by used lab equipment and even more used furniture, and spent the day talking about what was missing in the business, which included the fact that we didn’t actually have a business. Milton saw several things he liked, and I came to learn that these were his classic tells for a good investment (Milton went on to invest in 27 companies, generating 5 IPOs, 10 great trade sales, and no losses – his stats are off the charts even compared to the best Silicon Valley VCs).
He saw a passionate engineer, focus on putting every available penny into making the product, cheap rent (my basement), no salaries (everyone worked for equity), and a genuinely revolutionary piece of technology in the solid-state green laser, or the "green diode" as we called it (because its beam quality was about as crappy as a diode).
It took Milton about a week to come back to me with an idea to merge our company with one in California called Iris Medical. It took a year, me taking over as CEO, a lot of stress and angst for a lot of people. But when we put great engineers and inventors together with great sales and marketing, we got a great result: Iridex and a NASDAQ IPO.
We literally went from bankruptcy to success (albeit over a couple more years), and the original investors in Light Solutions got their cash back and also kept their stock, so a nice double return. VISA and the other cards got their money back, plus interest, and everyone was happy.
So was VISA better than VC? Well, it certainly attracted Milton. He couldn’t believe we were committed enough (read stupid) to take this level of risk to back our idea but it clearly showed we believed in it passionately. He didn’t like our idea of skin in the game, because it was too distracting and made us make short term tactical decisions rather than strategic ones, but it wasn’t a bad place to start.
VISA gave some good advice: pay your bills on time or we’ll screw you--perhaps some similarities to VCs with respect to milestones ;-) What amazed me most about Milton was despite not really understanding our market specifically, he understood it well enough generally, and 80% of our issues were common to all startups and he understood those better than anyone I have ever met then or since. The power of a committed investor/partner who is aligned with you and willing to give you the time and advice you need is invaluable--it's worth far more than the money, which as you have seen can be gotten almost anywhere.
A lot of us worry about giving up too much equity for investment, but old school entrepreneurs worry about losing the money, and old school investors get their hands dirty standing shoulder to shoulder with the entrepreneurs to help them not only not lose the money, but to use it to make more. If you are worried about dilution, VISA is much better, no dilution, but for God's sake don’t lose the money ;-(
Wednesday, January 26, 2011
IEEE Entrepreneurs talk
I was fortunate enough to be invited to present at the IEEE Forum recently at National Semiconductor in Santa Clara. What’s great about these presentations is that you learn so much from the questions entrepreneurs ask, and there is always a new perspective and ideas to share. Personally, I don’t like success talks, they are always too glib, and too often accompanied by super-sized ego. I prefer to talk about failure and learning, and if possible how the failure was recovered and turned into a modicum of success, maybe God forbid even making a little money along the way ;-)
I really enjoy giving my life by misadventure talk, which basically explains how one can stumble into success despite making a bunch of wrong decisions – if you think about just how many decisions a CEO makes in a day, it's not surprising that many of them turn out to be wrong. What's great about startups is that you can change your mind, and second guess decisions and quickly adapt to correct mistakes. When Mark Hurd decided to cut and consolidate design centers in HP, it took a year to formulate a plan, another year to execute, and believe it or not, there wasn’t much of a chance to change his mind along the way, and even if there was, it would have taken another two years to undo - some more recent things can't be undone and more's the pity ...
As entrepreneurs, we go down a lot of rabbit holes (and not a few ratholes as well) in our search for the right products, solutions, businesses, and opportunities. Many of the rabbit holes are dead ends, or lead to the madhatter’s tea party, rather than the magical growth elixir for which we originated the quest – those failed quests are what temper us for eventual success. I have sat through so many presentations by successful entrepreneurs who did everything right, were geniuses, and had market vision so profound that everything worked out exactly as they planned. I read Alice in Wonderland as a kid, so little need to hear more fairy tales now. Engineers are not afraid of failure, nor do they expect to have clairvoyance enough to see every mishap and engineer it out before it becomes a problem – they twist and turn and always have a backup plan because they know failure is an inevitable part of pushing the envelope.
The other epiphany I had while preparing the talk, is drawing on my Aussie entrepreneur’s talk, I realized if I replaced the words “Australian Entrepreneur” with “Laser Jock” then the talk worked for both groups. It's amazing the similarities with the little Aussie battler entrepreneur, and the US laser engineer. We tend to think with solution or technology looking for a problem, we worry about saving money to success, we don’t understand marketing, and we don’t get just how much harder it is to market and sell a product vs design and build it. On the positive side, the similarities are even ore striking. We never give up, always find a way around any problem, are very straightforward in our dealings (and this is not the case with many other types of entrepreneurs), know how to deliver, can create a lot with a little, and are fueled with the passion of belief in what we are doing that transcends all obstacles.
Monday, November 29, 2010
Where Angels fear to tread
I don’t want to add fuel to the fire already ignited by the behavior of a group of super-angels here in Silicon Valley, or to further endorse Ron Conway’s excellent reprimand of that behavior – but, I do want to say that this behavior is rare in the valley – and in fact rather common where I come from. For some reason in other countries Angels, and VCs and PE investors are seen as competitors rather than key pieces of the value chain for startups and their growth. I was at an event in Australia recently, where it was proudly proclaimed that the angel network is so strong that "we don’t need the VCs anymore." As I dug further into this I discovered there is a deeply ingrained belief that Angels are in direct competition with VCs, and this was a big surprise ...
Furthermore, in places like Australia, or the mid-west US, where the VC ecosystem is fragile it's critical for groups to work together even if it is in the form of "coopetition."
At present this entire class of investments is being called into question and if there is to be growth in risk capital to support entrepreneurship all the parts need to work together. Where things get really screwed up, and this is typical of Australian deals, is when a private investor buys a large piece of the company for little cash and then will not allow the company to raise further rounds unless they are at major step ups in valuation. This forces the company to go to more naïve money, and get less and less help from their investors.
These companies become literally uninvestable in any traditional sense and while they often survive in purgatory for a long time, they don’t often give the founders what they had started a company for in the first place. It is not unusual to see a company where the investors own 80-90%, but have only carried the company halfway through the investment cycle. The solution should be simple, to raise more money, but this class of investor won’t stand for dilution and blames the management for their plight.
I have talked before about the numbers that enable venture investments to work--good Angels know these numbers well and make their investment synergistic with them in anticipation of a VC firm paying up for the deal, and taking the Angel along for the ride with the founders.
Typically Angel investments are simple convertible notes, no equity, until the A round gets priced and led by a VC. The Angel gets a substantial discount for taking the early stage risk, and more often than not gets asked to stay on or come onto the BoD because they usually have great domain knowledge that can really help the company. This is the other area where sugar cane farmers and mining millionaires can mess up tech companies because they often insist on BoD seats based on ego, despite bringing no value to the company. This is not to say that such people aren’t great at negotiating deals and selling companies or that they don’t have great business acumen, but the art of growing a tech startup is highly specialized and needs people who have done it before to help entrepreneurs who perhaps haven’t.
In the Internet deal, it's possible to get to success metrics with very little money--one side of this means an Angel or super Angel can fund the company entirely. But I don’t believe this is the right model or even a true model. What can and does happen well with Internet deals is a little bit of cash can quickly tell you if you have a successful idea or not. You can fail fast and cheap.
The failure I think of the Angel approach is not to bring in substantial capital to take advantage of the beachhead and own it before competition gets wind of your success. Some Internet deals can be entirely bootstrapped, yet regardless of the type of business web or traditional they always need money to support growth and strategic initiatives (see Atlassian) – this money comes from VCs or PE or IPO or credit cards ;-)
Furthermore, in places like Australia, or the mid-west US, where the VC ecosystem is fragile it's critical for groups to work together even if it is in the form of "coopetition."
At present this entire class of investments is being called into question and if there is to be growth in risk capital to support entrepreneurship all the parts need to work together. Where things get really screwed up, and this is typical of Australian deals, is when a private investor buys a large piece of the company for little cash and then will not allow the company to raise further rounds unless they are at major step ups in valuation. This forces the company to go to more naïve money, and get less and less help from their investors.
These companies become literally uninvestable in any traditional sense and while they often survive in purgatory for a long time, they don’t often give the founders what they had started a company for in the first place. It is not unusual to see a company where the investors own 80-90%, but have only carried the company halfway through the investment cycle. The solution should be simple, to raise more money, but this class of investor won’t stand for dilution and blames the management for their plight.
I have talked before about the numbers that enable venture investments to work--good Angels know these numbers well and make their investment synergistic with them in anticipation of a VC firm paying up for the deal, and taking the Angel along for the ride with the founders.
Typically Angel investments are simple convertible notes, no equity, until the A round gets priced and led by a VC. The Angel gets a substantial discount for taking the early stage risk, and more often than not gets asked to stay on or come onto the BoD because they usually have great domain knowledge that can really help the company. This is the other area where sugar cane farmers and mining millionaires can mess up tech companies because they often insist on BoD seats based on ego, despite bringing no value to the company. This is not to say that such people aren’t great at negotiating deals and selling companies or that they don’t have great business acumen, but the art of growing a tech startup is highly specialized and needs people who have done it before to help entrepreneurs who perhaps haven’t.
In the Internet deal, it's possible to get to success metrics with very little money--one side of this means an Angel or super Angel can fund the company entirely. But I don’t believe this is the right model or even a true model. What can and does happen well with Internet deals is a little bit of cash can quickly tell you if you have a successful idea or not. You can fail fast and cheap.
The failure I think of the Angel approach is not to bring in substantial capital to take advantage of the beachhead and own it before competition gets wind of your success. Some Internet deals can be entirely bootstrapped, yet regardless of the type of business web or traditional they always need money to support growth and strategic initiatives (see Atlassian) – this money comes from VCs or PE or IPO or credit cards ;-)
Monday, October 4, 2010
Every CEO needs to have carried a bag
Usually we CEO's spend most of our time carrying a can ... among other things, but it's really important for any CEO to have been a sales guy at least once in their life. Any entrepreneur is always in sales, selling simultaneously to team, customers, partners, investors and service providers. One of my favorite CEOs started life with a telephone book and cold calling to generate revenue--tough way to start, but what a great grounding in human nature and the importance of making numbers. The idea of meeting a quota is central to the needs of a startup, especially a bootstrapped one that is always months, weeks, or days away from Chapter 11. I know of one CEO who carried his bag all the way to Las Vegas, because he couldn't make payroll, and put what money he had on 11, and made payroll for the year ;-) Not what I mean, of course!
A classic founder situation happens when the investors come into the company and drive hiring of new executives with more experience than the founder to go out and carry his bag from him. Often, this does not work because the founder has an evolved DNA for selling exactly this product and deeply understands and has earned the trust of these customers. The experienced sales people, as good as they may have been elsewhere, just can't deliver the level of customer intimacy that selling to feed your family for years has instilled in the founder. Sometimes, this simply doesn't scale. Now it should be possible to teach this skill to the experienced sales experts, providing of course that they can get over their ego and let the founder help them learn, but of course this is the opposite of what the investors wanted to happen and may not sit so well with them and their egos ;-)
The other great thing about carrying a bag is that it gets you in front of your customers. If you are the founder you are likely to be more strategic than the typical sales person, and this gives you the ability to do that magic that the managers of really great sales people dream of--the strategic upsell. Because you are deeply involved in your customers' problems you have the ability to see solutions where they see only problems. And because you have their trust from your history with them, they will listen to you when you patiently explain why they need to step back and see the entire problem, and while they may buy this one single component today to solve this week's problem, they will have you back in every month for the next two years to buy other components and after all that they will have the entire solution cobbled together from all these transactions and gee wouldn't it make more sense to take a little more time now and solve it all, so they can spend the next two years on making money?
To be sure, this is really hard to do, and it can easily slip into the Osbourne effect (where customers don't buy anything because they are always waiting for the next big innovation to solve all their problems). But, when it does work, the result moves from transactional selling in $10-50k chunks, to $1-2M sales with recurring revenue over multiple year commitments, and the business scales from these repeatable, upsold, presold deals.
What's really fascinating about this, is after the VCs have pulled the founder back from the road to let the professionals fix the messed up sales process, the founder invariably gets put back on the road to save the business and sure enough can reengage with their beloved customers and start bringing home the upsell deals again as those customers welcome him back with open arms and where have you been all this time? Invariably, the reward for this success is that the investors then start searching for a new professional CEO to manage the business so the founder can focus on what they do best--now was that selling the product, or saving the business ;-)
A classic founder situation happens when the investors come into the company and drive hiring of new executives with more experience than the founder to go out and carry his bag from him. Often, this does not work because the founder has an evolved DNA for selling exactly this product and deeply understands and has earned the trust of these customers. The experienced sales people, as good as they may have been elsewhere, just can't deliver the level of customer intimacy that selling to feed your family for years has instilled in the founder. Sometimes, this simply doesn't scale. Now it should be possible to teach this skill to the experienced sales experts, providing of course that they can get over their ego and let the founder help them learn, but of course this is the opposite of what the investors wanted to happen and may not sit so well with them and their egos ;-)
The other great thing about carrying a bag is that it gets you in front of your customers. If you are the founder you are likely to be more strategic than the typical sales person, and this gives you the ability to do that magic that the managers of really great sales people dream of--the strategic upsell. Because you are deeply involved in your customers' problems you have the ability to see solutions where they see only problems. And because you have their trust from your history with them, they will listen to you when you patiently explain why they need to step back and see the entire problem, and while they may buy this one single component today to solve this week's problem, they will have you back in every month for the next two years to buy other components and after all that they will have the entire solution cobbled together from all these transactions and gee wouldn't it make more sense to take a little more time now and solve it all, so they can spend the next two years on making money?
To be sure, this is really hard to do, and it can easily slip into the Osbourne effect (where customers don't buy anything because they are always waiting for the next big innovation to solve all their problems). But, when it does work, the result moves from transactional selling in $10-50k chunks, to $1-2M sales with recurring revenue over multiple year commitments, and the business scales from these repeatable, upsold, presold deals.
What's really fascinating about this, is after the VCs have pulled the founder back from the road to let the professionals fix the messed up sales process, the founder invariably gets put back on the road to save the business and sure enough can reengage with their beloved customers and start bringing home the upsell deals again as those customers welcome him back with open arms and where have you been all this time? Invariably, the reward for this success is that the investors then start searching for a new professional CEO to manage the business so the founder can focus on what they do best--now was that selling the product, or saving the business ;-)
Monday, September 13, 2010
Entrepreneurs are like water
Entrepreneurs are like water: in Australia there is a great shortage of both--but that’s not what I mean. Entrepreneurs have the unique ability to flow around obstacles, and always find the way through to success. Many, many good business people are more like stone, and in many cases being stubborn and inflexible in a negotiation pays off--I know people who have listed their houses at outrageous prices, waiting three or four years for the bigger fool to come along and pay the price. However, that victory comes at a cost--time. Entrepreneurs know that time is the most precious resource (like water). Water will always find away around inflexibility, and in the end water will wear away the stone, but in the short term it will simply flow under, around or in between the cracks and get to its goal faster and with less hassle.
I am in the middle of a difficult negotiation with a large Chinese state-owned enterprise as I write this, and trying to help a startup do a deal with them. Imagine the cultural disconnect in every dimension--small vs. large, US vs China, swift, innovative, agile technology, working in a large slow to move industry, with a very large foreign company where failure is often very very costly.
So far, the entrepreneurs involved have blown up three times; each time we have found basic disconnects on communication and misunderstanding, or lack of knowledge as to how deals are structured differently between the jurisdictions, to be the culprit. Now, of course, the Chinese are the greatest capitalists on earth--extremely skillful negotiators, and known for difficult, long, complex deal structures that evolve many times even after they are agreed and signed. It’s always a fluid contract in China. Which is another reason why entrepreneurs need to be like water. This basic attribute of China, which is so against the grain of western culture is endemic to markets, new technology, and the financing climate--these three elements are the most fluid of all and if entrepreneurs can't adapt quickly, they fail.
In this negotiation, one of the founders is having heartburn with the Chinese style of renegotiation, and being a little like stone--as in stonewalling the deal. While it does not pay to be too flexible in dealing with highly skilled negotiators (i.e., if you bend a little, they grow to expect a lot, so you have to yield a series of decreasing concessions to signal a clear end to negotiation) a stonewall with the Chinese, like the Chinese wall, leads to the Mongol horde at your gates, or at least not a very satisfactory conclusion for either party.
The other way in which entrepreneurs are exactly water is their ability to foster and nurture a deal. Investors thinks it’s the money that waters the seed, which has some truth, but nothing has the ability to deliver growth, raise money, see an opportunity and go after it like an entrepreneur….
The one area where the water analogy fails is that, unlike entrepreneurs, water flows downhill, sinks to the lowest level, tends to stagnate there. Although this fate can befall some unfortunate entrepreneurs generally they are headed in quite a different direction ;-)
I am in the middle of a difficult negotiation with a large Chinese state-owned enterprise as I write this, and trying to help a startup do a deal with them. Imagine the cultural disconnect in every dimension--small vs. large, US vs China, swift, innovative, agile technology, working in a large slow to move industry, with a very large foreign company where failure is often very very costly.
So far, the entrepreneurs involved have blown up three times; each time we have found basic disconnects on communication and misunderstanding, or lack of knowledge as to how deals are structured differently between the jurisdictions, to be the culprit. Now, of course, the Chinese are the greatest capitalists on earth--extremely skillful negotiators, and known for difficult, long, complex deal structures that evolve many times even after they are agreed and signed. It’s always a fluid contract in China. Which is another reason why entrepreneurs need to be like water. This basic attribute of China, which is so against the grain of western culture is endemic to markets, new technology, and the financing climate--these three elements are the most fluid of all and if entrepreneurs can't adapt quickly, they fail.
In this negotiation, one of the founders is having heartburn with the Chinese style of renegotiation, and being a little like stone--as in stonewalling the deal. While it does not pay to be too flexible in dealing with highly skilled negotiators (i.e., if you bend a little, they grow to expect a lot, so you have to yield a series of decreasing concessions to signal a clear end to negotiation) a stonewall with the Chinese, like the Chinese wall, leads to the Mongol horde at your gates, or at least not a very satisfactory conclusion for either party.
The other way in which entrepreneurs are exactly water is their ability to foster and nurture a deal. Investors thinks it’s the money that waters the seed, which has some truth, but nothing has the ability to deliver growth, raise money, see an opportunity and go after it like an entrepreneur….
The one area where the water analogy fails is that, unlike entrepreneurs, water flows downhill, sinks to the lowest level, tends to stagnate there. Although this fate can befall some unfortunate entrepreneurs generally they are headed in quite a different direction ;-)
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