Last week, we published an article by Gaetano Crupi, partner at venture capital firm Prime Movers Lab, in which three poles required to support a Series B data room: strategic note, presentation and forecast model.
He goes on to explain the next step: to package this information for potential investors in order to “create a plan and framework for the Series B in-depth due diligence process.”
If you’re gearing up for Series B, these articles explain exactly what investors are looking for and how each piece of content works individually and in tandem.
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Crupi also discusses some of the less obvious aspects of Series B fundraising, such as the need for thematic sections, a comprehensive due diligence questionnaire, and most importantly, how to put it all together.
If your startup hasn’t achieved product-to-market fit yet, feel free to skip this article and get back to work. As Krupi points out:
The tips presented here will only help those companies that have really good fundamentals. You must have a product – everything else is window dressing that tilts luck in your favor.
Thank you very much for reading
Editorial Manager, TechCrunch+
A friend tweeted a photo of a wild cat in New York City walking on an electrified subway third rail.
It was dangerous, but as long as the animal avoided contact with the ground and rails at the same time, it might well be the safest route to its destination.
Not cutting spending during an economic downturn is like walking a third rail: Companies that can maintain this difficult balance can sustain growth that propels them to the next level, according to Igor RyabenkyCEO and Managing Partner AltaIR Capital.
“Founders tend to like the idea of breaking even as quickly as possible,” he writes.
“Although their company may not be a unicorn, it can now bring them a stable salary and dividends. But for an investor, it’s terrible.”
There’s no good way to put it: when it comes to onboarding new hires, most early-stage startups are either incompetent or uninterested.
At this stage in a company’s development, speed and growth are considered more important than basic paperwork. And since most start-up founders don’t have management experience, problems will arise over time.
In her third article for TC+, attorney Kristen Korpion explores the risks of non-compliance and outlines four common mistakes that create problems in the future.
“By being proactive in addressing labor law issues early on, a startup can set itself up for smoother scaling,” she writes.
In a conversation adapted from the Equity podcast, Michael Seibel, YC Partner and Managing Director of YC Early Stage, talked about launching during a downturn, why his accelerator is offering bigger checks, diversity, and other issues related to seed stage startups.
In the middle of last year, we started asking ourselves, “What’s the revenue multiple here?” And we began to see how companies increase their income by 100-350 times.
So, if I have $3 million in revenue, I have a billion dollar company. Any of us who have been around for more than two seconds [knows] it doesn’t seem sustainable.
So our partners, Dalton Caldwell, Jared [Friedman] and I sat down that fall, and we said, “Let’s say it won’t last,” because that seems right. “What can we do to help YC companies during the economic downturn?”
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