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The idea that startup leaders should have mentors isn’t new, nor is it especially controversial. At this point, it’s generally accepted that having a mentor is a good idea. Despite this, I still think mentors are underrated. A great mentor can have an exponential impact on both your personal development and the growth of your business. They can serve as a guide through tough times, a voice of warning about potential pitfalls, or a source of challenging feedback and honesty. The best mentors are a combination of collaborator, coach and friend. Finding a mentor like that isn’t always easy, though. Below, we’ll lay out how a mentor can help you succeed, and provide some suggestions on how to find one who is a good fit for you. Related Resource: Startup Mentoring: The Benefits of a Mentor and How to Find One What makes a good mentor? There is no universal template for what makes a good mentor. The traits that make a mentor ideal for one person might not work at all for someone else. Other factors, like where you are in your professional journey and what your natural strengths and weaknesses are can also inform the kind of mentor you need. While the attributes of a great mentor will vary, there are a few qualities that are important to look for regardless of who you are and what you need. If you start by looking for someone with these qualities, you’ll be well on your way to finding a good fit. They listen more than they talk. If you’re actively looking for a mentor, you probably want someone who can give you guidance and advice. That’s certainly something a mentor is meant to do, but if that’s all they do—pontificate and lecture in lieu of learning more about you and your business—they aren’t going to be very effective. A good mentor will always seek to learn more about your situation so that they can give advice that is appropriate and relevant. They offer a different perspective. We’re often drawn to people who are similar to us. While similar backgrounds and personalities might make initial conversations a little smoother, they will limit how useful the relationship can be in the long run. Go against your instincts and seek out someone who isn’t too similar to you, someone who can offer a fresh, unique perspective. They aren’t too far ahead. This is another quality that can seem counterintuitive at first. Often when we think of mentors, we think of people with a great deal of experience and success. I recently heard some advice that made me think twice of that approach. Instead of seeking a mentor who is where you want to be in 10 years, seek one who has gotten to where you want to be in one or two years instead. The mentor who is too many steps ahead of you professionally may have plenty of insight, but they likely won’t remember the details of where they were and what they were dealing with when they were in your shoes. Someone who has just recently overcome the challenges you’re facing has everything fresh in their mind, and their advice will be more relevant and practical. They’re committed. A strong mentor/mentee relationship requires commitment from both parties. It’s an involved relationship, and while it’s not necessarily a major time commitment, it does require both parties to devote time and bandwidth. When choosing a mentor, make sure they’re committed. Related resource: Should Your Startup Have Mentors? Key Benefits and Considerati How do I find a mentor? Once you know what you’re looking for in a mentor, the next step is finding one. This doesn’t need to be complicated. I’d suggest browsing your LinkedIn and Twitter connections for people you respect or admire. Using the criteria above, decide which of these people might be a good candidate for mentorship. From there, make a short list of 3-5 possible mentors. Write down why you admire them and why you think their perspective would be helpful in your professional development. Then, prioritize the list so that your #1 choice is at the top. Now it’s time to do a little research. Depending on how close you are with this person already, the research will vary. Ideally, you want to answer the following questions: What is their attitude toward mentorship? What are they currently working on? What makes you think they’ll be a good fit? If you can answer all three of those questions, you’re ready to reach out. Do this one at a time, starting with your #1 choice. Your best bet is going to be a short, straightforward email. Here’s a short template you can base your email: Hello Tom— I hope you’re having a great day! It was great running into you at the conference last week. I’m writing because I am currently looking for a mentor who might help me develop into a better leader as I work on scaling Kloud Co. I really admire what you were able to do with BiggerKloud Co, and I’d love to learn some lessons from you if you’re willing. I know mentorship can seem like a big commitment, so maybe we could start by having lunch later this month to see if there might be a good fit? My treat! If you don’t have the time or bandwidth right now, please don’t feel obligated. And if there’s someone else you think I should be speaking with, please let me know that, as well. Thanks Tom! Let me know what you think. Andrew There’s nothing too fancy here, as the key is being straightforward and respectful of the other’s time. You don’t have to use this template verbatim, but you should make sure to 1) explain why you’re reaching out to them specifically and 2) ask to meet with them once instead of asking them to commit right away. Those two things will make them much more likely to say yes. If you get a no, or don’t get a response at all, you can repeat the process with the next person on your list. Eventually, you’ll find someone who is willing to help. Assuming the first lunch goes well, it’s up to you to make the most out of the relationship. This article from the Harvard Business Review offers some great, universal insights on how to make the mentor/mentee relationship as productive as possible. If you’ve identified the right person and put effort into the relationship, a mentor will have a major impact on your development and success.

Point Nine Capital is one of the most—if not the most—sought-after early stage SaaS venture firm in Europe. With a portfolio that includes the likes of Zendesk, Front, and Algolia, the Point Nine team receives countless decks and pitches every day. Part of the reason they receive so many pitches is Point Nine Capital hosts a contact form on their website that allows visitors to begin the pitch process. We’ve scoured their blog to gather what we believe are best practices when filling out the Point Nine Capital pitch form. The Point Nine Capital Basics This is a pretty straightforward section with a few questions about the founder and firmographics. A couple of key questions: Which category/categories does your startup fall into? Point Nine is mostly known for investing in SaaS. However, they’re also interested in “internet startups” specifically marketplaces, AI, and crypto. If you fall outside of these categories, it may make sense to look to other investors. When did you launch? While your specific launch date does not necessarily correlate to what stage you’re at, Point Nine’s goal is to be the first institutional investor a company takes on. They consider this the “0.9 stage” or when you’re “too big for private investors, too small for most VCs – many startups find it hard to raise capital, and that’s when we’d like to get involved.” How much funding are you planning to raise? From the FAQ section of the Point Nine website, they generally invest from a few hundred thousand to 2 million Euros/USD. Point Nine generally has co-investors so if you’re looking raise much more than $3.5M, it may make sense to look elsewhere. To learn more about what Point Nine Capital looks for in terms of general company information check out A Sneak Peak Into Point Nine’s Investment Thesis. The Point Nine Capital Pitch Deck Point Nine has shared plenty of information for crafting and sharing the perfect pitch deck. It is their first filter when sorting through potential investments, and it can make or break your pitch. There is no formula for a perfect pitch deck, but it should always answer this question for a potential investor: “is this company likely to become far more valuable in the future?” According to Michael Wolfe—who is an advisor to Point Nine—a solid pitch deck will consist of the following: Summary – Orient the audience on what you’re doing, what stage, how much money you’re raising, etc. The problem you solve, and who has that problem – Pitch the problem, not the solution. Your Solution – Highlight your product. Show how and why your customers use your product. Customer Traction – Traction metrics and customer stories. The Market – Explain your Total Addressable Market Competitive Landscape – Talk about current market, future market, and your differentiators. Business Model – Talk about your revenue model, pricing, customer acquisition plan, etc. Team – Quick summary of your team and backgrounds. The Plan – Key milestones coming in the next 12-24 months. The Round – How much you’re raising, other investors, etc. If you’re interested in learning more about putting together your pitch deck, check out these posts from the team at Point Nine: A Simple Pitch Deck [Template] How to bulletproof your fundraising deck Why we politely ask for a deck first The Point Nine Capital Financials & Key Metrics Point Nine will ask for a set of your KPIs in the form as well. Don’t fret! They’ve shared content and templates for what they’re looking for. Christoph Janz put together a SaaS example of what they are looking for in this post. The team also put together a marketplace metrics template in this post. The metrics in the templates above can be fairly granular, so a lite version should do the trick. If you’re unsure about the state of your metrics, the team at Point Nine has also put together 6 SaaS metric frameworks to help benchmark against your peers: Revenue Growth: the T2D3 framework – The triple, triple, double, double, double framework. What your ARR should be growing at after every year. Revenue Growth Efficiency: SaaS Quick Ratio – Measures a company’s ability to grow it’s MRR in spite of churn. The LTV / CAC Ratio – How much revenue a customer generates as opposed to how much it cost to acquire them. Churn Benchmark – Benchmarks for SaaS company in different markets and stages. The 40% Rule – The idea that your growth % to profit % should be equal to or greater than 40%. Product Related Metrics – Find a “north star” unique to your business. While great financial metrics are important, they are not compulsory at the early stage for the Point Nine team. Clement Vouillon, Senior Research Analyst at Point Nine, put it this way: “we’re still investing in pre-PMF startups with barely no revenue, what will be important is that you have a huge potential, some early sign of interest from the users (great retention for example, even with a couple of B2B early adopters), or an outstanding team (with a trackrecord).” We hope these tips will help with your Point Nine Capital pitch. Ready to take your fundraising and investor relations to the next level? Check out the Founders Forward Blog to learn more about engaging and attracting investors.

“What should I include in my investor update?” If there’s one question we get more than any other, it’s that one. We hear it so often that we recently built a Template Library and filled it with example updates from well-known investors, industry experts and our own best practices. Some items, however, aren’t so easy to templatize, but they are great for engaging investors and getting them to act on your updates. Remember, the updates you send to your investors are for them, but they’re also for you. If you make it easy for investors to act on the asks you include in your update, they’re much more likely to do it. That means better outcomes for everyone. Related Reading: How to Write the Perfect Investor Update (Tips and Templates) Check out what we mean below: The LinkedIn Search Let’s say you’re trying to hire a senior engineer and want your investors’ help. There are two ways to ask: We’re trying to hire a Senior Full-Stack Engineer. Please let us know if you know of anyone who would be a good fit! OR 2. We’re currently looking to hire a Senior Full-Stack Engineer. Click here to search your network for someone you can recommend. Which option do you think your investors are more likely to act on? If you said Option 2, you’re right! If you click the link above, you’ll be taken directly to LinkedIn, and you’ll have a list of people that may be a good fit for a senior engineering role. By including a direct ask and a link like that in your investor update, you make it incredibly easy for your investors to take action right away, which means you’re much more likely to get the candidate introduction you want. Making that link is pretty easy—just do a people search based on the criteria you’re looking for in your own LinkedIn account. Here’s what that looks like: After doing your search, just copy the URL into your update. When your investor clicks the link, it will do the same search in their account. If you want to get really tricky, this article offers tips on how to build an advanced Boolean search in LinkedIn. You can also add filters based on location, past companies, and more. The more specific your search, the more likely you’ll get an introduction to a great candidate. Quick note: this technique was originally suggested by our friend Wes Winham at Woven Teams. Thanks Wes! The One-Click Tweet Your investors’ networks are an asset. If you want them to spread the word about your company, you should make it easy for them. That’s where the one-click Tweet comes in. Using ClickToTweet, you can create a pre-written tweet for your investors to share with their Twitter followers. Even if they don’t use your suggested text, directly asking them for a share—and making it easy for them to do it—greatly increases the chances that they will. You could use the one-click Tweet to get them to share a piece of content, a press mention, or anything else you want to promote. Here’s an example: We just launched our Update Templates Library! Click here to spread the word on Twitter! See how easy that was? The Bold Question If this one sounds simple, that’s because it is. We recommend putting an important question, written in bold, at or near the end of your update. Why? Because investors are busy people. No matter how much they like you or how supportive they are of your company, they likely aren’t reading every word of every update you send, especially not right when you send it. They may receive your update when they’re on the go, or a few minutes before they get on a call. In those cases, they’re likely going to check your key metrics, skim the text of the update a bit, and plan to come back to the rest later. Whether they actually make it back is dependent on everything from how they manage their inbox to their schedule for the week. When we talk to investors about what they want to see in updates, items like key metrics and progress toward goals come up a lot, but just as often we hear “I want my companies to tell me how I can help.” That’s why you should put a key ask toward the end of your update. Put it in bold so it stands out. If your investor takes away one thing from your update, it’ll be that question, which increases your chances of getting the help you need. The Reaction This last one only works if you’re using Visible for your investor updates. We recently added Reactions to Updates. It’s a simple feature that allows your update recipients to “react” to your Update with a thumbs-up. There are certainly times when an update is just an update, and it doesn’t need a reply or a particular action. In those times, it’s still nice to know that your work is being read and appreciated. A one-touch reaction is a low-effort way for your investors to tell you to keep up the good work. If you are a Visible customer and don’t have Reactions turned on in your account yet, shoot us a message and we’ll be happy to activate it for you. If you aren’t a Visible customer yet, consider signing up for a 14-day trial. Driving action with your updates is a great way to leverage your investors networks and expertise. Why don’t you try including one or more of these items in your next update?

This month we’ve brought you product improvements that are all about making your Updates better. Check out what’s new from the last month below. Reactions to Updates We all like to know that the work we put into updates is appreciated. Reactions make it easy to know when your stakeholders have engaged with your update. With reactions, recipients can simply give your Update a thumbs-up. Reactions are currently in beta, if you’re interested in having Reactions enabled for your account, send us an email to hi@visible.vc. Update Template Library Not sure what to include in your next Update? We’ve got your back with our new Update Template Library. We are in early stages of building out our Update Template Library. Add any template to your account with the click of a button. Check out the library here. Have a template you’d like to share? Shoot us a message to marketing@visible.vc Check out the Library >>> Tables in Updates The same tables you use in Dashboards can now be used in Updates! What seems like a simple feature from the outside was actually a complex user experience to nail. Feel free to contact us with any feedback or questions you have! Up & to the Right, -Matt & The Visible Team

Rewind to 2009, when a small company called UberCab is pitching the idea of a “next generation black cab service” to seed investors. Operating in just 2 markets (NYC & SF), offering an SMS system to hail a ride, and estimating a $4B market size, UberCab envisioned themselves as the black car leader for professionals in American cities. Fast forward to 2019, Uber operates in over 60 countries, has expanded into food delivery, added coverage outside urban area, become a rental car alternative, and their total addressable market is rapidly approaching $300B (with some estimates surpassing $1T). Investors go back and forth about the importance of TAM, as it is often inaccurate and is constantly changing. David Skok sums it up like this: “TAM’s role in a pitch deck is to convince investors that the company is chasing an opportunity big enough to achieve venture-scale returns with the right execution.” So what lessons can we learn from Uber, whose total addressable market has multipled by almost 50x over the last 10 years? Top-Down vs. Bottom-Up There are 2 distinct ways we generally see companies use to model their total addressable market: top-down and bottom-up. David Skok, Founder of Matrix Partners, defines them simply: Top-Down – calculated using industry research and reports. Bottom-Up – calculated using data from early selling efforts. David, an investor himself, tends to favor a bottom-up approach as opposed to a top-down one when evaluating potential investments. The reason being that a top-down approach relies on self-reported data from private companies, which can often be misleading, inaccurate or interpreted incorrectly. A bottom-up approach, however, uses firsthand data and knowledge of your own company and reduces the risk of the data being wrong or taken out of context. With this being said, for a pre-revenue product or project a top-down approach is often the most feasible option. A top-down approach is comparatively easy since the only parameters it really requires is the total market value for your area and the market share you expect to receive whereas a bottom-up approach requires firsthand data. As you may have already guessed, Uber estimated their market size at $4B by using a top-down approach. By using existing market data, Uber dramatically undersized what the “cab and car services” market looked like, and what it would look like in the future. Using a bottom-up approach, Uber could have used their data set from their first market, San Francisco, which would have shown that the overall market was expanding, as current users were taking more rides in Ubers than they ever had in cabs. Related Resource: Total Addressable Market vs Serviceable Addressable Market Related resource: Bottom-Up Market Sizing: What It Is and How to Do It Related resource: Service Obtainable Market: What It Is and Why It Matters for Your Startup Don’t Assume the Future Will Look Like the Past As mentioned, one of the issues with a top-down approach is the assumption that the market will look the same in the future as it does today. Using historical market data does not include the expansion you would eventually see from new price points, convenience, and increased usability. Uber’s initial model for their total addressable market did not account for the changes a disruptive product (AKA theirs) would have to the entire market. Sizing the market for a disruptor based on an incumbent's market is like sizing the car industry off how many horses there were in 1910. — Aaron Levie (@levie) June 8, 2014 Bill Gurley, General Partner at Benchmark and defender of Uber’s valuation, has deeply studied Uber’s market and its ongoing expansion. When discussing Uber’s total addressable market and valuation Bill said, “Uber’s ease of use and simplicity have led many of its users to greatly increase the number of times they use an alternative car service. Some customers now use it as a second car alternative. As such, the company is meaningfully expanding the market for black car services, which is in turn a huge boon to the suppliers that share in the economic expansion.” A “Wedge” Into the Bigger Market With a sole focus on black car and professional services, Uber’s initial market size was just a small segment of their business today. UberCab was current-day Uber’s “wedge” into a much larger opportunity. Determining a total addressable market for your current offering and segment is a must, but don’t be afraid to paint a picture of the adjacent markets and where you envision your company headed in the future. As Paul Graham, Founder of Y Combinator, puts it, “Your target market has to be big, and it also has to be capturable by you. But the market doesn’t have to be big yet, nor do you necessarily have to be in it yet. Indeed, it’s often better to start in a small market that will either turn into a big one or from which you can move into a big one.” At the end of the day, investors view TAM as a picture of how big your business can be. Correctly modeling the market is vital to proving that your business should be venture-backed. Check out our TAM Template If you need a little help painting a picture of the market your solution could address, try using our TAM template! It has everything you need to start modeling the market your business can capture. Related resource: What Is TAM and How Can You Expand It To Grow Your Business?

When an investor tells you they’d like to fund your company, it may feel like you’ve reached the finish line. The hard work and time you’ve put in to fundraising is finally paying off, and soon enough you’ll have the resources you need to grow your business. Not so fast. As any good salesperson will tell you, there’s a big difference between “I’d like to close” and actually closing. From getting partner buy-in to completing due diligence, there’s a lot to think about when closing a new investor. If you know this, and are properly prepared, you can reduce the time it takes to get your check, plus save yourself a lot of headache. Here are a few things you can do to make the process smooth. Be prepared OK, so this is cheating a bit. This part actually happens before an investor tells you they want to fund your company. This is the prep work you do before going in to formal pitch meetings to make sure you can respond quickly when a potential investor wants more information. Christoph Janz provides a great overview of how to do this kind of preparation in “6 things to pre-empt 90% of due diligence.” Most of the guidance here is around preparing the metrics that investors will want to see. Having all of this data at the ready can speed up the closing process dramatically. Janz encourages startup leaders to create a dashboard for investors that is clean, comprehensible, and uses the right terms. If you need assistance with that, I happen to know of a product that can help. Understand the process With preparation out of the way, we come back to the moment of investor interest. Once the investor says they want to fund you, it’s time to ask some questions. If you’ve done sales in the past, you should know what this looks like, because the questions are very similar to those you’d ask at the end of a good sales call: “Who else needs to be involved?” – As David Teten points out, you may only meet with one partner at a fund, but that doesn’t mean they’re the only one you have to persuade. Understanding the internal approval process will help you set your own expectations, and help you XXX “What will you need from me?” – This is where your preparation comes in handy. If you’ve done it correctly, you’ll have most of what the investor asks for ready to go. You can even send an FAQ doc and metrics dashboard right after the meeting, which will demonstrate your transparency and preparedness. Then you can gather any additional data while the investor has some internal conversations. “What’s the timeline?” – Again, you’re establishing expectations here. Not only does asking for a timeline allow you to plan accordingly, but it also injects a little accountability on the investor’s part. If they give you a time frame to complete the process, you can (politely) hold them to it. “What could go wrong?” – It’s a scary question, but it’s one you should ask. If you know what could stand in the way of securing funding, you’ll be able to work to prevent it. Do your part If you’ve done your prep work and asked the right questions, the closing process should be relatively straightforward. Bumps in the road do happen, though, and you should be ready to adjust accordingly. The key is good communication. That means responding quickly to new questions that come up, being as transparent as you can reasonably be, and being professionally persistent with follow-up. Establishing a timeline early in the process gives you something to reference back to later. Any updates or changes on your side should be communicated proactively as well. Above all, remember that this closing process is the beginning of a relationship—a relationship that is very important to the future of your business. By starting the relationship off with good communication and the right expectations, not only will you shorten the time it takes to get your funding, but you’ll also be setting yourself up for a successful and productive future with you new investor.

What is Venture Capital? Venture capital is oftentimes a glorified funding option in Silicon Valley and the startup world. In short, it is a funding option that allows VC funds to buy equity in a startup. In turn, a startup is giving up a percentage of its ownership with the hopes of growing its valuation and creating a successful exit for everyone on the cap table. As put by the team at Investopedia, “Venture capital (VC) is a form of private equity and a type of financing that investors provide to startup companies and small businesses that are believed to have long-term growth potential. Venture capital generally comes from well-off investors, investment banks, and any other financial institutions.” To better understand the topic, find out more about the types of venture capital funding, when it’s used, potential benefits and pitfalls, the origins, and what it’s like to work for a venture-backed business. Related resource: How to Get Into Venture Capital: A Beginner’s Guide Who is Involved in Venture Capital? To better understand venture capital, you need to understand the people and players involved. For a quick rundown check out the definitions below: VC Fund — As put by the team at Investopedia, “Venture capital (VC) is a form of private equity and a type of financing that investors provide to startup companies and small businesses that are believed to have long-term growth potential. Venture capital generally comes from well-off investors, investment banks, and any other financial institutions.” General Partner — As put by the team at AngelList, “The general partner of a venture fund raises and allocates investor capital and supports the founders of the companies they invest in.” Limited Partners — As put by the team at VC Lab, “Limited Partners (LPs) are investors in your fund that provide capital. The most common types of LPs are high net worth individuals, pension funds, family offices, sovereign funds and insurance companies – just to name a few.” Let’s start with the entrepreneur or startup founder. If a founder is looking for capital for their business they might look to venture capital. As we mentioned above, venture capital is an equity funding option for startups. VC firms and funds invest in many companies (and the best ones are able to raise multiple funds). At the end of the day they are looking to create outsized returns for their investors. So who are their investors? Limited partners. LPs have limited control over the management of the VC fund. However, it is important to understand the LP <> GP/VC fund relationship to understand a VC fund’s motives. Limited partners are generally large investment firms that are investing across many asset groups — many of them public markets. As investing in VC funds is typically a small % of their overall portfolio, it is important for VC funds to generate returns in line or greater than the public assets in their portfolio. Because of this, VC funds will turn to founders and startups with the potential to create massive returns. Related Resource: Understanding Power Law Curves to Better Your Chances of Raising Venture Capital How Venture Capital Firms Work To best understand how a VC fund works you need to understand where they get their capital from and how they make money themselves. As we wrote in our Ultimate Guide to Fundraising, “In simplest terms, VCs go through a consistent life cycle that goes something like this: raise capital from LPs, generate returns through risky venture investments, generate returns in 10-12 years, and do it again.” At the start of a VCs lifecycle, they raise capital from limited partners (LPs). LPs are generally institutional investors (pension funds, endowment funds, family offices, etc.) that use venture capital funds to diversify their investments. From here, a VC deploys the capital they’ve raised from LPs into startups and other investments with the goal of generating returns for their LPs. Venture capital funds have traditionally been a very risky investment (with a huge upside) so LPs will generally only put a small percentage of their capital into venture funds. As Scott Kupor, Managing Partner at Andreessen Horowitz, mentioned in his book, Secrets of Sand Hill Road, “If you invested in the median returning VC firm, you would have tied up your money for a long time and have generated worse results than the same investment in Nasdaq or S&P 500.” 10-12 years after raising a fund, VCs are expected to generate returns for their LPs. If a fund manages to generate meaningful returns for their LPs they will raise another round and repeat the cycle. In fact, VC funds follow a power law curve — a small % of funds, generate a large % of returns. Internally, VC funds also follow a power-law curve — meaning a small % of their startup investments create a large % of their returns for LPs. This means that VC funds are in search of startups that have the opportunity to generate massive returns and “return the fund” to their LPs. As we wrote in our post on power-law curves, “This means that a small % of VC funds take home a large % of venture returns. VCs are constantly working to make their way into the “winning” part of the curve so they can continue to attract capital from limited partners. How does a VC fund become a “winner?” The best VC funds portfolio returns also follow a power-law curve. A small % of a VC fund’s investments will yield the majority of its returns. What does all of this mean for a founder?” Only a small percentage of funds create large returns, which means a majority fail. If a VC fund fails it means that its investments are also failing — or failing to generate the huge returns they need. Related resource: Understanding the Advantages and Disadvantages of Venture Capital for Startups Private Equity vs. Venture Capital Venture capital is technically a form of private equity. However, venture capital focuses on all equity and smaller investments that reward high-risk, high-reward scenarios. On the flip side, private equity firms are generally geared towards later stage companies that have a proven track record. Related Resource: Private Equity vs Venture Capital: Critical Differences Angel Investors vs. Venture Capitalists An angel investor is generally a wealthy individual who is looking to invest spare cash in an alternative investment. Unlike a VC, angel investors are not professionals nor do they have limited partners investing in them. Angel investors are typically more hands-off and can be a great source for introductions to other investors, customers, and others. Related Resource: How to Find Investors Types of Venture Capital Typical explanations of the types of venture capital divide it into three main groups, based on the business stage that needs funding. This list provides a brief explanation of these venture capital types and the various business stages that they may apply to: Related Reading: A Quick Overview on VC Fund Structure Early-stage This might include seed financing, Series A funding, etc. which is usually just a small amount of capital that will help the founders qualify for other loans. True startup financing provides enough capital to finish a service’s or product’s development. In contrast, startups might also get first-stage financing after they have finished development and need more funds to begin operating as full-scale business. For example, Crunchbase and newsletters are full of new VC deals being completed every day. You can check out Uber’s timeline of early-stage funding rounds here. Expansion This kind of venture capital helps smaller companies expand significantly. For instance, a thriving restaurant may decide it’s time to open more locations in nearby communities. Sometimes, it also comes in the form of a bridge loan for businesses that want to offer an IPO. For example, if you take a look at Uber’s timeline of investments you’ll notice they start raising massive rounds via private equity around 2015 as they gear up for an IPO. Acquisition Sometimes called buyout financing, this type of funding may help acquire other businesses or sometimes, just parts of them. For instance, some groups may use acquisition financing to buy into a particular product or concept, rather than using it for buying the entire company. Pros and Cons of Venture Funding for Startups and Small Businesses Pros of Venture Funding Venture funding comes with a number of advantages. One of the beauties of venture capital is the fact that a founder has to invest no capital of their own so they can grow at a rapid rate. No Personal Capital One of the biggest advantages of raising venture capital is that you do not have to use any of your personal capital. You can grow your company and valuation while deploying others’ capital. However, this does come with high expectations and responsibility. Investor Support As VC funds continue to innovate, the support they provide startups has continued to evolve. VC funds will help founders with anything from determining go-to-market motions to mental health to hiring & fundraising. Extensive Network The startup & VC world is a tightknit community. Many VC funds and their partners have extensive networks of other funds, founders, potential hires, and customers. Enhanced Growth VC funds allow companies to deploy millions of dollars in capital and grow at a quicker rate than they would with alternative venture funding options. Cons of Venture Funding Of course, on the flip side there are some disadvantages. While venture capital offers the opportunity to grow rapidly, it also has some downsides when it comes to ownership. Increased Dilution Raising venture capital means you are selling equity in your company. Because of this, founders will own a smaller percentage of their company. Convoluted Decision-Making Because of their diminished ownership, founders can potentially lose their ability to make decisions solely based on their needs and have to take into consideration the needs of their investors and partners. Long-Winded Time Commitment Fundraising can be an incredibly time-consuming and difficult process for many startup founders. It can take away a founder’s time from focusing on building or selling a product. If you’ve determined that venture capital may not be the best option for you there are always alternatives. Over the last few years, there has been an explosion of funding options that are founder-friendly. Check out some population options here. The Process of Getting Funded by a Venture Capital Firm At Visible we like to compare a venture capital fundraise to a B2B sales funnel. You are adding potential investors to the top of your funnel, taking meetings and nurturing them in the middle, and closing them, and onboarding them to your cap table at the bottom. Below are 6 high-level steps. If you’re interested in a more in-depth look check out our Ultimate Guide to Fundraising. Step 1: Determine if VC is Right for Your Business The first step to getting funded by a venture capital firm is to understand if venture capital is right for your business. This means that you believe you can grow at a rapid clip and generate massive returns for a VC fund to return to their LPs. Before setting out to build a list of investors, we suggest picturing what your ideal investor looks like and building out a list from there. Over the course of a fundraise, we recommend building a list of 50+ investors. It is important to keep this in mind when building a list and founding routes for introductions. Learn more about why 50-100 investors in our post here. Step 2: Prepare Your Deck, Docs, and Metrics If you believe you have what it takes to raise venture capital you need to start putting the pieces in place to get started. Going into a fundraise, you should have docs (pitch deck, financials, cap table, etc.) and your core metrics ready to go. Learn more about preparing your pitch deck and other documents here. Step 3: Find Investors Once you have your documents in place it is time to start finding investors for your business. It is important to make sure that you find investors that are right for your business. The average VC + founder relationship is 8-10 years so it is important to make sure you are starting a relationship with the right funds and person. Learn more about the ideal investor persona here. Step 4: Pitch Investors and Take Meetings Once you start reaching out to investors (cold outreach or warm introductions) you’ll start sitting meetings and have the opportunities to pitch investors. Check out our guide for meeting with and pitching investors here. If you find an investor who is ready to fund your business, awesome! You’ll move on to the following steps. For a more in-depth look at the next steps, check out our blog post here. Step 5: Due Diligence After a pitch, if an investor decides they want to move forward with an investment they will begin due diligence. You can expect an investor to audit your financials, survey your employees and customers, and deeper study the market. Great VCs will offer a checklist to help set expectations during the due diligence process. Over the course of due diligence, you will likely need to share a data room. Learn more about how you can build a data room with Visible below: Related Resource: What Should be in a Startup’s Data Room? Step 6: The Term Sheet If you make it past due diligence, you will be presented with a term sheet. If the terms look good, you are set! Learn more about navigating your term sheet here. Origins of Venture Capital In one way or another, forms of venture capital have probably financed innovations since people latched onto the idea of bartering. For instance, a plucky inventor may have come up with a better idea for a grindstone but lacked the resources to create it on his own. Another villager may have liked the idea, so he exchanged stone and labor for part ownership in the new and better-milled grain producer. Still, for much of the history of venture capital, investors favored loans over equity. In the past, investors lacked ways to gain good information about all the details of a business. Also, until fairly recently, the concept of limited liability did not exist as it does now. Investors feared that they may offer money to a company in exchange for part ownership. In exchange, they might get unpleasantly surprised by massive debts that the original founders had already piled up. As part-owners, they would also face partial responsibility for these loans. The concept of limited liability helped relieve some of these concerns and encourage more equity funding. It took until after WWII for the United States to develop a true private equity system. An investment of $70,000 in DEC in 1957 gained credit as one of the early success stories after that initial funding grew to $35 million by the IPO in 1968. The Great Recession changed the nature of venture capitalists to some degree. Most lately, venture capital groups have focused more upon offering other value, besides just funding, to the small businesses or startups they want to help fund. As mentioned above, part of the deal may include business expertise, facilities, and other helpful assets beyond money. Thus, many venture capitalists look for startups or small businesses that they understand how to fix or help, beyond those that just need investments. Working for a Venture-Backed Company How is working for a venture-backed company different from working within an established corporation? As we noted in our guide to Startup Culture, working for a startup can offer employees many of the same benefits that investing in one provides venture capital providers. Of course, employees may not initially enjoy the large salaries and perks that a large and established corporation can provide. A few perks of working at a venture-backed company over a large corporation: Ownership — the ability to own projects and individual metrics that move the company forward. Collaboration — have the opportunity to work cross-functionally with other teams and individuals Growth — quickly advance and grow your skills as the company grows. Because the company is small, employees may need to wear multiple hats, and some employees enjoy the challenge and chance to explore various facets of their company. In lieu of the highest salaries or best retirement plan, some startups also offer flexible schedules and other soft benefits that might also appeal to some very good employees. Working for a venture-backed company offers some challenges over taking a job with an established firm; however, the right startup or small business can also promise great rewards. Find out if VC is right for your company with Visible Understanding how venture capital works is an important step to determining if venture capital is right for your business. If you believe venture capital is right for your business, let us help. Find investors using Visible Connect, our free investor database, to kick off your fundraise.

What is a Cohort Analysis? A cohort analysis is a study of activities for a certain segment of customers or users. In this template, we are looking at the customer cohorts for the quarter or month they were acquired, and what % of those customers were retained for subsequent quarters/months. As summarized in Lean Analytics (via Wikipedia), “Cohort analysis is a kind of behavioral analytics that breaks the data in a data set into related groups before analysis. These groups, or cohorts, usually share common characteristics or experiences within a defined time span. Cohort analysis allows a company to “see patterns clearly across the life-cycle of a customer (or user), rather than slicing across all customers blindly without accounting for the natural cycle that a customer undergoes.” Why Cohorts are Effective for Analyzing Data With cohort analysis, you can start to correlate initiatives in your own business to see how they may affect the customer lifecycle. As your company scales, iterates, innovates and creates processes, you would hope to not only acquire customers at a faster pace but also retain them longer, correct? One would assume as product/market fit is found, domain experts are hired and new campaigns are launched that customer retention gets better… but how do you know? New Product Features In order to best understand how new product features are impacting customer retention and other metrics you will want to look at a certain cohort of customers/users. Perhaps cohort retention improved as you started to introduce features in your product to engage customers through a daily digest. By understanding how customers interacted with the new daily digest you’ll be able to use data to determine where development time and resources should be placed in the future. New Marketing Campaigns Startups are constantly testing new marketing channels and go-to-market efforts. Without the proper data behind a new campaign, it can be difficult to determine what cohorts and campaigns are performing best. For example, maybe you introduce paid search as a marketing strategy, then realize retention drops because customers acquired through paid were not the ideal customer type. This should be a clear indicator that you either need to (1) improve different aspects of your paid funnel or (2) focus the time and energy on paid channels on different channels. New Customer Onboarding For SaaS companies and service providers, onboarding new customers is vital to their retention and growth with the product and your organization. Onboarding flows are constantly being tested and tweaked to convert your customers as best as possible. For example, let’s say you add 3 questions during the signup process to better tailor a new user/customers onboarding experience and it is shown in the data that this cohort is 2x as likely to take a key action in your application, you will want to implement and improve this even further. The 2 Types of Cohort Analysis Cohort analysis can be a powerful tool to interpret and understand your user data. While you can slice and dice your cohort data in a wide variety of ways, it ultimately comes down to 2 main types of cohort analysis: Related Resource: Startup Metrics You Need to Monitor Acquisition Cohorts One of the main types of cohort analysis is by acquisition type. As we mentioned in the previous section, cohorts can be valuable when analyzing marketing campaigns and efforts. By breaking down cohorts by acquisition channels, you’ll be able to better understand the specific channels that are performing best or campaigns that need to be tweaked. Behavioral Cohorts The other main type of cohort analysis is by behavior. This can generally be used in regard to steps taken in a product. For example, you can create a cohort of users that have taken a specific action in your product. This can be used to inform and dictate product development and strategy. How to Build a Cohort Analysis in 4 Steps Building a cohort analysis can be time-consuming and tricky. That is why we created a template with just a few steps to help get you started (more on using our template later). At the end of the day, if you are creating a cohort analysis from scratch or plan on using our template there are a few steps you’ll need to take before you can get started 1) Start with a Goal and Questions When building a cohort analysis you first need to figure out what the goal of the analysis is. At the end of the day the goal of a cohort analysis is to better inform your team to make decisions around product, marketing, customer experience, etc. If you’re not setting expectations and questions you want to answer, you can miss the point and impact of a cohort analysis. 2) Define the Metrics & Data Needed Once you’ve determined the goal and questions you’d like to answer you need to understand what data and metrics you will need to measure and compile to execute your analysis. If you are measuring customer retention, you will want to start with clean data around your customer base. For example, you will want to have a grasp on contract size, sign up dates, churn dates, etc. Depending on what you are tracking, it may require a deeper layer of data. For example, if you are looking at a specific marketing channel, you will likely want to include this data as well. Having cleaning and correct data is essential to making sure your analysis is effective as possible. 3) Perform the Analysis There are countless tools and resources available to help performt the actual analysis. For example, Google Analytics has a builtin tool to perform cohort analysis but that requires your Google Analytics data to be 100% clean. To help we’ve created a tool to help automatically perform the analysis in a few quick steps. 4) Study the Data The most important part of a cohort analysis is finding actionable insights to help better inform your business and product decisions. When studying your data, it is important to keep in mind the original goal and questions you set out with. See how different cohorts can help answer these questions and make better business and product decisions in the future. Check out more about specific things you should analyze and look for in the next section: Applications of Customer Cohort Analysis Cohort analysis can be applied to all business models. Depending on your model, acquisition strategy, and product or service will determine how to apply a cohort analysis. Customer Cohort Analysis in Ecommerce In order to best understand your eCommerce efforts, you need to understand how customers are engaging with your brand, website, and product. For example, you can use a cohort analysis to see if customers from certain marketing campaigns are making repeat purchases. Related Resource: Key Metrics to Track and Measure In the eCommerce World Customer Cohort Analysis in Mobile App Development In order to best develop mobile apps, you need to understand what marketing strategy and product are impacting your key usage metrics. For example, you can use a cohort analysis to see how customers going through a certain onboarding flow are engaging with your mobile app. Customer Cohort Analysis in Digital Marketing In order to best build a digital marketing business, you need to understand what campaigns are performing best. For example, you can use a cohort analysis to see how customers are engaging through different marketing channels and campaigns. Customer Cohort Analysis in Online Gaming In order to best build an online gaming business, you need to understand what strategies are getting gamers to engage with your product the most. For example, you can use a cohort analysis to see how customers who play in specific tournaments engage with your game at later dates. Related Resource: 10 Gaming and Esports Investors You Should Know Customer Cohort Analysis in Cybersecurity In order to best build a cybersecurity business, you need to understand what strategies are working best to retain customers. For example, you can use a cohort analysis to see how likely it is for customers to renew and expand their contracts that come from certain campaigns. Related Resource: 10 Cybersecurity VCs You Should Know About How to Build a Cohort Analysis for Customer Success As we mentioned above a cohort analysis can be extremely useful for making better business and product decisions. One of the key aspects of this is how it can impact customer success and your retention efforts. Our template has a deep focus on customer retention and allows you to look back at different cohorts to see how you can improve retention efforts. Revenue Retention In our SaaS Metrics Guide we discuss the importance of retention. As we put it, “Poor customer retention isn’t just bad for finances; it’s an indicator that there could be a core issue with the solution itself. Customer retention rates are always a major feature of revenue development.” At its core, a cohort analysis is best for measuring customer and revenue retention. While it could be an array of factors, understanding what cohorts are most likely to stay customers and have the highest lifetime value is essential. This may start with a top of funnel problem or may it is a product problem. By taking aim at improving your net and gross revenue retention, a cohort analysis can be a valuable tool. Customer Lifetime Value As defined in our Customer Acquisition Costs Guide, “Customer lifetime value quantifies the value of what the customer acquisition actually brought into the business. Without customer lifetime value, you know how much every customer cost to bring in, but you don’t know how much those customers were worth.” This idea goes hand-in-hand with gross and net revenue retention. If a cohort of customers has a higher customer lifetime value, why is that? Was there a particular onboarding process or channel that was prevalent that led to a higher LTV? If a cohort of customers has a lower lifetime value, why is that? Was a certain channel performing poorly? Did you remove a step from onboarding that may have reduced activation and in turn forced customers to churn sooner? Measuring customer lifetime value is an incredibly valuable aspect of a cohort analysis. By finding the customers that are more likely to stick around, you can focus on what is working and apply it across your customer base and product moving forward. Onboarding and Engagement When analyzing different cohorts of customers you can look at things like onboarding and engagement campaigns during their lifecycle. Whether a software company or service provider, customer onboarding is constantly always changing. It could be a new questionnaire during onboarding or more touch points from a customer success representative. Oftentimes onboarding can be an integral part of how quickly a customer finds value and sets the tone moving forward. If there is a radical change to onboarding and customer engagement, it has the opportunity to impact their lifetime value and likelihood of churn. New Products and Services Startups are constantly testing different product and service offerings. Use a customer cohort analysis to determine how they impacted your revenue retention months later. If customers that activated a new feature or product are more likely to stay onboard, see how you can fit this into your customer success messaging and onboarding. Discounts and Promotions What good is offering a discount if you cannot see how it ultimately affects your revenue. If you offer customers a discount at the end of a quarter or month, see how likely they are to stay onboard once the promotion or discount expires. If you find customers that activated a promotion or discount ultimately churn sooner, it may be worth putting that time and energy into cohorts of customers who you know have a higher lifetime value. What are the Benefits of Customer Cohort Analysis? As we’ve alluded to throughout this post, there are countless benefits to building and analyzing different customer cohorts. Learn more about a few key benefits below: Inform Product Development Cohort analysis can be used to break down segments of customers based on their product usage. Because of this, you can understand what product features lead to your best customers. This can be used to inform product development and strategy down the road. Related Resource: How SaaS Companies Can Best Leverage a Product-led Growth Strategy Focus on Acquisition Channels Another major benefit of analyzing different customer cohorts is by breaking down different acquisition channels and strategies. By evaluating cohorts based on their source channel, you’ll be able to better understand what strategies and channels you should be investing in further. Improve Customer Success & Onboarding Looking at the bottom of your funnel, you can analyze your customers by the customer success and onboarding strategies used. For example, if you are testing a dedicated customer success representative for a certain set of customers you’ll be able to determine if it is worth rolling out this strategy across all of your customers. Our Customer Retention Cohort Analysis Google Sheet Template Building a customer retention cohort analysis can be a time suck which is why we are open sourcing our template with you today. Our template provides entry of customer data in two different ways, in addition to supporting tracking over quarters and months. Everything you need can be found in the instructions tab of the template. This template will allow you to get data from the previous eight quarters and is completely automated. A quick explainer: Decide if you want to enter row level data of your customers, simply head to the “Customer Data” tab, remove all of the fake data we’ve entered, and enter in your own data. This will automatically fuel the other tabs and be the start of your cohort analysis. If you’d prefer to enter simple counts of your customers at the start and end of different time periods, head to the “Customers Retained Count” tab. From here, you can enter the total customers acquired and churned during a period. Get The Ultimate Customer Retention Cohort Analysis Template for SaaS Use our template to correlate key business decisions to your customer acquisition and retention efforts. As your company scales, iterates, innovates and creates processes, you would hope to not only acquire customers at a faster pace, but also retain them longer, correct? One would assume as product/market fit is found, domain experts are hired and new campaigns are launched that customer retention gets better… but how do you know? With our free template you’ll be able to: Easily enter customer lifetime information in a pre-formatted section. Generate a monthly and quarterly cohort analysis of your customer retention efforts. Compare your cohort analysis against company milestones to understand what is generating the highest-quality customers for your business. Download our template below:

For the past 3 years, we’ve been hard at work scouring the internet for content for our weekly newsletter: The Founders Forward. Over the course of building the Founders Forward, we’ve shared 1000s of articles and have gotten to know different VC thought leaders and influencers. Below, we’ve shared 11 of the VC thought leaders we learn from again and again. Do you follow anyone that we don’t have on our list? Shoot us an email to marketing@visible.vc or send us a tweet. We’d love to build out the list even more! Jason Lemkin Twitter Handle: @jasonlk Tweets About: All things SaaS with a focus on sales, investor relations, and scaling your business to $100M in Revenue. Follow if: You are a SaaS founder or operator with an interest in learning from someone who has scaled a business to $100M in revenue. Where to Start: 10 Great Questions to Ask a VP of Sales During an Interview, You Need to Fundraise 52 Weeks a Year. The 1-and-30 Rule. Brad Feld Twitter Handle: @bfeld Tweets About: The latest tech news for founders, venture capital, and his favorite resources/books for startup leaders and operators Follow if: If you’re interested in learning more about venture capital, learning from Brad’s portfolio companies, and lessons from his experience as the founder of Techstars and Foundry Group. Where to Start: Capital Should Follow Talent, Disagree and Commit Fred Wilson Twitter Handle: @fredwilson Tweets About: A stream of his thoughts and blog posts as the founder of Union Square Ventures with a recent focus on blockchain and crypto. Follow if: You’re interested in learning best practices for founders from one of the most successful VCs, or want to learn more about blockchain technology. Where to Start: The Valuation Obsession, Should Your Company be Profitable Semil Shah Twitter Handle: @semil Tweets About: A stream of his thoughts on individual startups, tips and advice for founders, and what he personally looks for in an investment. Follow if: You’re an early stage founder that has taken capital, or are getting ready to raise, and want to leverage the perspective of an early stage investor. Where to Start: A New VC Crop of Series A Firms, Paying Attention to Inbound Deal Flow Hunter Walk Twitter Handle: @hunterwalk Tweets About: Current events, his daily experiences as an investor, musings from his fund, and advice for founders. Follow if: You have an interest in the overall venture capital market and are curious about the day-to-day decisions a VC makes. Where to Start: What Do You Want From Me Besides Capital?, A Strong Cold Email Always Beats a Weak Warm One Liz Cain Twitter Handle: @elizabethjcain Tweets About: All things hiring and developing a proficient sales team drawing on her experience launching the BDR team while at NetSuite. Follow if: You are a startup founder or operator getting ready to build out a sales process, team, and hiring plan. Where to Start: How to Give Effective Performance Feedback: Frameworks and Best Practices, A Product-led Approach to Sales Christoph Janz Twitter Handle: @chrija Tweets About: A data-driven approach to SaaS investing across the industry, with a focus on European venture. Follow if: You are interested in learning more about the SaaS landscape from a macro perspective, or want to know what Europe’s top firm looks for in their investments. Where to Start: Five Ways to Build a $100M Business, Unsure How Much You Should Pay Yourself? Check out this Founder Salary Calculator Josh Elman Twitter Handle: @joshelman Tweets About: Product-focused tweets focused in the consumer space. Follow if: You are building a consumer-facing product and have questions for one of the leaders in the space—Josh is quick to respond to tweets. Where to Start: The Only Metric that Matters, Web Scraping vs. Doing the Work Ben Horowitz Twitter Handle: @bhorowitz Tweets About: His musings from being the name behind of the most successful VC funds in the world: Andressen Horowitz. Follow if: You want to learn startup and leadership advice from the author behind The Hard Things About Hard Things. Also doesn’t hurt if you’re a fan of rap. Where to Start: The Hard Thing About Hard Things, How to Tell the Truth Naval Ravikant Twitter Handle: @naval Tweets About: Thought-provoking ideas that not only challenge you as a founder, but as an individual. Follow if: You want to challenge your thought process, covering everything from venture capital and building a company to meditation and psychology. Where to Start: Build a Team that Ships, Bitcoin – The Internet of Money

If you sign into Visible today, you’ll see an updated navigation. The changes we’ve made are small, but they will accomplish a couple key items: Make drafting, editing and sending Updates easier than ever Set the stage for some game-changing improvements & features to be delivered later this quarter. What, exactly, is changing? Update drafts are now in the sidebar. Instead of a couple clicks to get into an Update, you’ll be able get there with much more ease. We’ve fixed Settings, Metrics and Contacts to the bottom of the sidebar. We’ve also created a specific Sent Updates navigation item to quickly see the Stats of your previously sent Updates. Our aim was to have anything you are frequently creating, viewing or editing to be prominent, near the top of of the navigation, while features that you interact with less frequently to be positioned at the bottom. Tables—better late than never? The same tables you use in Dashboards can now be used in Updates! What seems like a simple feature from the outside was actually a complex user experience to nail. The team rallied and launched this feature, which many of you have requested. Thanks to Eugene (who is new on our product team) for tackling this! Feel free to contact us with any feedback or questions you have! Up & to the Right, -Mike & The Visible Team

Hiring is hard, and hiring for a startup is even harder. Especially in the early days, every hire you make is crucial. Adding the wrong person to your team can adversely affect the entire company in a big way, slowing you down and making it that much more difficult to reach your goals. When CB Insights analyzed the main reasons startups fail, team issues ranked at #3, above big issues like competition and poor business model. It’s little wonder that, year after year, State of Startups finds “hiring the right people” at the top of their list of concerns for startup CEOs year after year. One of the key ways to protect against making a bad hire is to run a formal hiring process for every role you fill. Below, you’ll find out why a formal process is so important, and how you can make it work, regardless of the stage you’re at. Why have a process? There are plenty of reasons you might be inclined to forego a set hiring process and follow your gut. Setting up a process is a lot of work. Following a traditional interview process might feel corporate, or more appropriate for companies much larger than yours. And executing on that process with candidate after candidate takes up valuable time, and you have a company to build. Here’s the thing—you need to be running an interview process. It drastically increases your chances of making the right hire, whether you’re adding employee number 5, 50 or 500. The time you lose running a formal process is nothing compared to the time you’ll lose if you make a bad hire. There are plenty of resources out there about how to structure your interview process, but most aren’t written with the startup leader in mind. Here are a few steps to follow to build and run a formal interview process amidst all of your competing priorities: Make everyone apply When you’re starting out, your network is the best place to find quality candidates. That means you’re going to meet people you want to hire in a lot of informal ways—from star events and happy hours to LinkedIn introductions. Here’s the thing, though: no matter how you’re introduced, eventually you need to make every candidate apply with a resume and answers to a few application or survey questions. You want everyone to begin on as even a playing field as possible. A lightweight applicant tracking system makes this easy, but you can also use a web form and a spreadsheet. Once your candidates have applied, you can use their resumes and answers to decide who you want to give more time to. Screen liberally With your formal applications in tow, set up a screener interview with every candidate that looks interesting. This should be a quick discussion—20 minutes at most—that gives you a sense of the person that you’re talking to. Keeping these conversations short allows you to talk with more people, and make sure that no one exceptional slips through the cracks. Interview sparingly This is where you can rely on your gut. If you aren’t excited about a candidate after the screener call, don’t interview them. An ideal interview takes at least an hour and typically includes more than one person at your company. That makes every interview you conduct a pretty expensive prospect, both in terms of cash and opportunity cost. Don’t interview anyone you don’t genuinely think you want to hire. Know what you’re looking for Before you conduct your longer interviews, you should make sure you know what you’re looking for. I generally advise making a list that includes the following items: Must-haves Any candidate you hire must possess these qualities, skills or experiences. You shouldn’t break these, so don’t put too many items under this category. Important These are qualifications or traits that are directly related to the role, but don’t disqualify someone if they don’t have them. This should be your longest list. Bonus points Qualifications or traits you don’t expect candidates to have, but could be a big help in the position, or to the company as a whole. After you’ve conducted each interview, measure the candidate against this list. It’s OK to hire someone who doesn’t check every box, and it’s even OK to choose a candidate who checks fewer boxes than another candidate you interviewed, but having the list before your interviews gives you something to measure against. If you deviate from it after the fact, you’ll be making an intentional decision. Don’t go it alone Finally, unless you’re a company of one, you shouldn’t be conducting final interviews alone. You need at least one other person in the room to provide a different perspective on each candidate, to help you debrief after interviews and deliberate on who to hire. I’ve never been on a hiring team that had unanimous impressions of a candidate—even when they all thought the candidate should be hired. A little perspective goes a long way. All of the above is a good outline for how a formal interview process can work at a startup. It may seem daunting at the start, but it will help you hire with confidence and increase the likelihood that you find the right candidate for each role you fill.

Raising a Seed round is an incredible accomplishment. For many startups, it’s also the start of a long journey. As more companies get funded at the Seed stage, the competition for Series A capital is growing. In fact, if you are lucky enough to raise a Seed round, your chance of raising a second round is roughly 48%. Outside of the essentials, like finding product-market fit, scaling revenue, and building a repeatable customer acquisition process, there are plenty of other important things to consider as you get ready to raise a Series A. We’ve laid out 3 of them below. Tracking Metrics & Financial Planning David Cummings, investor and company founder, has found that most Seed stage founders don’t track enough metrics on a weekly basis. Having a grasp of key financials and metrics will become vital when courting potential investors past the Seed stage. David suggest starting with the 9 metrics below: Cash on hand Weekly burn rate Monthly recurring revenue New customers Lost customers Marketing qualified leads Sales demos Active sales opportunities Customer net promoter score (NPS) To make things easier, we’ve turned those 9 metrics into a Google Sheet template you can access here. Building the Team Building a strong team is arguably just as important as your initial product and customer acquisition process, as it’s often a key factor investors look at when deciding to invest. As Mark Suster, Founder of Upfront Ventures, puts it, “about 70% of my investment decision of an early-stage company is the team. My rationale is simple: everything goes wrong and only great teams can respond to competitors, markets, funding environments, staff departures, PR disasters and the like.” Having a small team that covers every major function of a business allows Seed stage companies to iterate quickly while staying capital efficient. As the team continues to grow, the fingerprints of these original team members will be all over the company culture. Not only does a strong team increase your likelihood of raising capital, the early days of hiring are a blueprint for your company culture and structure as you grow. Engaging Outside Stakeholders Seed stage founders are pulled in every conceivable direction. On top of building a product, building a team, and creating a repeatable sales process, founders at the Seed stage must also manage their outside stakeholders—both initial investors and the ones they hope to bring on board. As Ari Newman, Partner at Techstars, says, “Financing is not a dot, it is a line and it is part of your job as a founder and a business leader to keep the capital coming in.” Engaging potential investors can often draw you away from your day-to-day tasks, so it is important to have a clear process in place, just as you would with a marketing or sales lead. Courting potential investors can’t be a founder’s full time job, so adding process and structure will help protect your time. For founders who are ready to fundraise, we built a Fundraise Tracking Tool, which helps ensure you can track your prospective investors as simply as possible. Once you have them organized, sending a quick email update every month or so will pay dividends as you get deeper in the fundraising process. The move from Seed to Series A isn’t an easy one. It requires founders, and the teams behind them, to level up quickly. Paying attention to the above items will help ensure you and your team are set up for fundraising success. Ready to start nurturing potential investors as you ramp up for a Series A fundraise? Start a Visible trial to send quick and beautiful investor updates here.

Contact and Account Objects in Salesforce The Visible product team just updated our Salesforce Integration. We now support the Contacts and Accounts objects in addition to the already existing Leads and Opportunities objects. If you need a refresher on Salesforce, you can read more in our knowledge base. Contact us to send us any feedback or questions. Up & to the right, -Mike & The Visible Team.

Business Planning for the New Year It’s resolution season, which means many of us are making declarations about how many books we’ll read or how many pounds we’ll lose this year. The ball descends on December 31, and on January 1st—or maybe January 2nd, depending on our hangover level—we set out to make our resolutions a reality. Here’s a stat that isn’t too encouraging: 80% of those resolutions will fail by February. It’s so bad that some psychologists actually suggest starting your resolutions on February 1. A major contributor to that failure rate is the lofty nature of most resolution goals. Goals are best when they’re broken down into smaller steps that are more attainable and achievable. Instead of setting out to read 25 books this year, for instance, it’s better to aim at reading 2 books a month. Or—even better—read for 20 minutes every weekday. The end result is about the same, but the path you take to get there has incremental steps that make the goal easier to accomplish. So what does this have to do with annual planning? Well, if you’re doing it right, you’ve already set your business goals for 2019. But, if closing out Q4 and the blur of holidays got in the way, you may be sitting down this week or next to write out your 2019 goals. And my advice is: don’t. What I mean is, don’t try to write lofty, year-long goals. For many of the same reasons that most resolutions fail, most businesses miss the mark on their annual goals by year’s end. In fact, businesses fare even worse than resolution-writers: 90% of senior executives told The Economist they fall short of annual goals. This is especially true in the startup world, where the rapid pace of change means the goals you have today may not even be relevant six months from now. So instead of focusing on big annual goals, focus on themes. What themes will drive the focus of your business this year? Themes should align with your overall vision, and can be anything that is important to where you want to go. You want something that isn’t so vague that it’s meaningless, but also isn’t so specific that it’s essentially a goal with a different name. One of the current themes here at Visible is “Time to Value.” We’re asking ourselves how we can ensure that we are having a positive impact on our customers’ businesses as soon as they start using the product. Once you have your themes, then you can start creating monthly and quarterly goals that line up with them. Themes, then, become the lenses through which you can prioritize your efforts. If an initiative doesn’t line up with one of your themes for the year, you’ll reevaluate whether it’s really worth doing. Our “Time to Value” theme is informing everything from our product roadmap to our marketing efforts. So, instead of setting big annual goals that you aren’t likely to reach anyway, consider choosing themes instead. If you choose them well, they’ll last a whole lot longer than your New Year’s resolutions do. Related Resources: How to Write a Business Plan For Your Startup

Leveraging your existing network and investors is a great way to kick off a new fundraise. Below is a quick template to share with your current investors announcing your fundraise and asking for introduction to other prospective investors.