BLACKSTONE ENTREPRENEURS NETWORK Carolina Innovation Seminar - UNC October 4, 2012.
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Transcript of BLACKSTONE ENTREPRENEURS NETWORK Carolina Innovation Seminar - UNC October 4, 2012.
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BLACKSTONE ENTREPRENEURS NETWORK
Carolina Innovation Seminar - UNCOctober 4, 2012
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Harness the collective wisdom of area Serial Entrepreneurs
Scour the region – on and off campuses
Select high potential ideas in the Triangle
Guide them to next inflection point using EIR’s knowledge, contacts and resources
A joint program of Duke University, North Carolina Central University, North Carolina State University, the University of North Carolina at Chapel Hill, and CED-Council for Entrepreneurial Development, funded by the Blackstone Charitable Foundation.
Objective – Support Innovation/Entrepreneurship resulting in more companies and economic impact for Triangle
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Unique Model “Portfolio” approach to building successful companies
Each client has a lead entrepreneur in residence (EIR) EIRs meet regularly as a group to review and discuss
strategies/tactics for each client: Experience of group/team – value in collaboration Connections/Networks of EIRs
Coaching Support Funds Deal Team from Blackstone Group assigned to Network Collaboration and resources of Network Partners
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Current Portfolio
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Client Snapshot• Tethis & Joosy Cloud• Tethis – Water desalination for fracking industry. • Joosy – Management of content for CDMs. • Chris Evans, Lead EIR
• MintMarket • Online marketplace for local food allowing chefs in the Triangle to
discover, purchase, and schedule delivery of food directly from area farms.
• Frank Plastina, Lead EIR• KeonaHealth• Tech software company developing solutions for providing better
access to quality of care at a lower cost.• Kay Wagoner, Lead EIR
• SLEDVision• Software solution for State, Local and Education organizations to
manage and negotiate their enterprise software contracts. (Vendor Management System)
• Lee Buck, Lead EIR
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Blackstone EIRs• Frank Plastina
• Lee Buck
• Kip Frey
• Igor Jablokov
• Alston Gardner
• Chris Evans
• Kay Wagoner
• Peyton Anderson
• Kevin Bowles
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Venture Capital Market
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VC Market – Interesting Contrast
• New Venture Funds started in Q2 2012 at lowest number (10) since Q1 2009▫Down from 12 in Q1 2012 and 14 in Q4 2011
• Returns to Funds gradually improving Q1 to Q4▫1 year – 12.8% vs 13.2%▫3 year – 12.6% vs 10.0%▫5 year – 5.9% vs 5.3%▫10 year – 4.4% vs 3.3%
▫ Source - NVCA
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Latest Numbers- Fundraising
•Venture Investments: Q2 2012 vs Q1 2012(Billions/deals)
2nd Qtr 2012 1st Qtr 2012
Overall Invest $7.04 - 898 $6.04 - 809
Early-Stage* $2.10 - 410 $1.81 - 321
Seed $.199 – 63 $.150 - 55
Sequence – 1st $1.05 – 282 $.849 - 222
*Highest deals since Q1 2001 PWC Money Tree
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VC Survey Q2 2012
•High Confidence:▫Cloud computing, software, healthcare IT,
new media/social networking
•Low confidence:▫Semiconductors, telecom, clean tech,
biotechnology
PWC Money Tree
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VC Terms Series A – Q2 2012•Median Pre- Money:
▫$11 million in Q2 - $9 million in Q1•Liquidation Preference:
▫91.7 % at less than 1 vs Q1 at 97%▫8.3% at 1x -2x vs 0% in Q1
•Participating Preferred:▫32% in Q2 vs 51% in Q1 overall
25% in Series A vs 37% in Q1 21% were full participation and 4% were 3x cap
Cooley LLP
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VC Terms Series A – Q2 2012•Anti-dilution:
▫90% broad based weighted average▫No real change
•Pay to play:▫4% in Q2 vs 6% in Q1
•Drag along provision:▫71% in Q2 vs 65% in Q1 and 59% in Q4 2011▫Series A – 54.2% Cooley LLP
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Academic Funding Models• Development/Grant awards:
▫NCSU, Harvard, Utah, UNH, U. Mass• Industry/Academic Institution:
▫ Johnson & Johnson – Mass General Hospital▫Merck – Flagship Ventures▫ Incubators with Venture Groups
• Academic Institution – State – Private Donors▫Portland State University – tax credit for donors
• Funds:▫Partners Innovation Fund, Mayo, Kaiser, Ascension
▫
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Thoughts on Fundraising
IT IS A CAMPAIGN – IT IS ONGOINGAND IT TAKES A LONG TIME
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Source Timeline Their Goals Your Concerns
Bank Loans 2-4 months
Payback, interest, collateral
Rates & terms
Credit Card 0-1 month Payments, interest Ability to payback, interest rates
Friends/Family(debt or equity)
0-3 months
Success, payback Ability to sustain relationships, return the $$ or make returns
Customers/Partners(bootstrapping)
varies Mutual sales, marketing and/or product outcomes
Structure of relationship and ability to deliver
Suppliers/Trade(bootstrapping)
varies Payment relationship Credibility, relationship
Government Grants (for IP dev.)
6-12 months
Funding particular initiatives
Process & timeframe
Angel Investors 4-12 months
Return on investment, control
Strings & outside involvement & scrutiny
Venture Investors 4-12 months
Return on investment, control
Business growth curve, outside involvement & scrutiny
A Summary of Capital Sources .
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Equity Capital: High Growth Companies (by stage)
Estimate exit potential based on multiples of revenue levels achieved Use projected 4-5 year revenues to estimate exit potential• Companies with low profits and/or revenues < $2M: arms length equity capital not interested• Angels look for $7-10M revenue targets with room for growth• VCs (most) need to see north of $30-40M revenue with great potential
• No “exact” rules but stage of VC fund and total capital in use will point toward exit expectations
Stage Crystallize Idea &Demo-stration
Demo-strationStage
Funding Gap between $500,000 and $3,000,000,
EarlyScalingGrowth
Repeatable Growth
Source Founders, Friends and
Family
AcceleratorsIndividual
Angels and Angel Groups
Most
Venture Funds
Investment
$25,000 to $100,000
$100,000 to $500,000
$5,000,000 and up(initial capital may be smaller, but
exit targets higher)
Market Entry & Early Growth
Angel Groups and Angel Group SyndicationMicro-cap Funds
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Checking out ANY Investor NETWORKING
▫ Get an introduction as high up the food chain as possible▫ Personal network or entrepreneurial organizations
• DO YOUR DILIGENCE▫ Industry focus – have they done deals in the industry▫ Size – average funding provided – initial, follow-on, age of fund▫ Stage of development – concept, revenue, team▫ Referral path/reputation – introductions to others▫ Experience, track record▫ Style & interaction with management – find the best fit partner▫ Call the CEOs of the portfolio and find out how the investor behaves
▫ GET THE RIGHT INVESTOR FOR YOUR STAGE
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A VC’s Playbook
•PLAN/PRESENTATION MUST BE FOCUSED
•CLEARLY-DEFINED USER BENEFIT – ROI
•NUMBERS MUST BE SUPPORTED
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A VC’s Playbook
•THOROUGH REVIEW OF COMPETITION
•SOLID DESCRIPTION OF MANAGEMENT
•DEMONSTRATE CUSTOMER/MARKET KNOWLEDGE – TALK TO THEM BUT DON’T TELL ME IF YOU DID NOT ACTUALLY TALK
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A VC’s Playbook
•DO NOT OUTLINE THE RISKS INVOLVED
•DO NOT INCLUDE VALUATION
•TRY TO AVOID “CONSERVATIVE” OR UNUSUAL FINANCIALS
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A VC’s Playbook
•PRE-MONEY – DOES IT INCLUDE OPTION POOL OR NOT
•CONVERTIBLE NOTES – BE CAREFUL
•GOAL OF THIS MEETING:• – GET TO THE NEXT MEETING
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• Bob Creeden• Executive Director• Blackstone Entrepreneurs Network• [email protected]• 508.361.1914
• blackstoneentreprenuersnetwork.org
CONTACT