recently rated:

Rated by 27

4.0 3.7 2.8 2.8 3.4

3.3

Index Ventures

Certified

$$$$$ Geneva, Europe

top rated funds:

Rated by 13

3.0 3.8 3.5 3.2 3.4

3.4

Fidelity Growth Partners Europe

Certified

$$$$$ London, Europe

Rated by 16

3.9 3.6 3.1 2.9 3.5

3.4

GRP Partners

Certified

$$$$$ Los Angeles, US West

Rated by 17

3.5 3.4 3.4 3.5 3.2

3.4

Scale Venture Partners

Certified

$$$$$ Foster City, US West

Rated by 27

3.6 2.9 2.9 3.9 3.2

3.3

The Founders Fund

Certified

$$$$$ San Francisco, US West

Rated by 39

3.4 3.4 2.9 3.4 3.5

3.3

Polaris Venture Partners

 

$$$$$ Waltham, US East

Rated by 15

3.8 3.1 2.9 3.2 3.6

3.3

Azure Capital Partners

Certified

$$$$$ San Francisco, US West

Rated by 10

3.2 3.2 3.2 3.5 3.4

3.3

Adams Capital Management, Inc.

 

$$$$$ Sewickley, US East

Rated by 10

3.6 3.4 3.2 3.0 3.2

3.3

Noro-Moseley Partners

Certified

$$$$$ Atlanta, US East

Rated by 38

3.0 3.6 3.3 3.0 3.5

3.3

Hummer Winblad Venture Partners

Certified

$$$$$ San Francisco, US West

Rated by 23

3.3 3.4 3.0 3.4 3.3

3.3

Allegis Capital

Certified

$$$$$ Palo Alto, US West

Rated by 48

3.6 3.2 3.2 3.0 3.7

3.3

Bessemer Venture Partners

Certified

$$$$$ Larchmont, US East

Rated by 38

3.6 3.4 3.3 3.1 3.3

3.3

Foundation Capital

Certified

$$$$$ Menlo Park, US West

Rated by 34

3.4 3.5 3.2 3.2 3.4

3.3

InterWest Partners

Certified

$$$$$ Menlo Park, US West

Rated by 14

3.6 3.5 3.5 2.8 3.4

3.3

Meritage Funds

Certified

$$$$$ Denver, US West

Rated by 47

3.5 3.5 3.0 3.0 3.2

3.2

Mayfield Fund

 

$$$$$ Menlo Park, US West

Rated by 10

2.6 3.4 3.6 3.2 2.9

3.2

Palomar Ventures

 

$$$$$ Santa Monica, US West

Rated by 25

3.4 3.1 3.0 3.3 3.1

3.2

Sigma Partners

 

$$$$$ Menlo Park, US West

Rated by 31

3.1 3.1 2.9 3.2 3.4

3.2

BlueRun Ventures

Certified

$$$$$ Menlo Park, US West

Rated by 33

2.9 3.3 3.4 3.3 3.2

3.2

Opus Capital

Certified

$$$$$ Menlo Park, US West

Rated by 13

3.0 2.6 3.8 3.3 3.1

3.2

Kepha Partners

Certified

$$$$$ Waltham, US East

Rated by 10

3.6 3.5 3.2 2.2 3.5

3.2

Sequoia Capital Israel

 

$$$$$ Oceanos Hotel, ..., ME / Africa

Rated by 26

3.3 3.3 3.3 2.6 3.1

3.1

Union Square Ventures

 

$$$$$ New York, US East

Rated by 14

3.4 3.2 3.5 2.8 2.4

3.1

Trident Capital

Certified

$$$$$ Palo Alto, US West

Rated by 29

3.6 3.2 2.8 3.1 2.8

3.1

Draper Fisher Jurvetson Gotham Ventures

Certified

$$$$$ New York, US East

Rated by 42

3.8 3.1 2.8 3.1 2.6

3.1

Accel Partners

Certified

$$$$$ Palo Alto, US West

Rated by 20

3.4 2.8 3.1 3.3 2.9

3.1

Sutter Hill Ventures

Certified

$$$$$ Palo Alto, US West

Rated by 22

3.3 3.4 3.2 2.5 3.1

3.1

Emergence Capital Partners

Certified

$$$$$ San Mateo, US West

Rated by 13

3.5 3.2 3.6 3.0 2.1

3.1

Balderton (Benchmark EU)

Certified

$$$$$ London, Europe

Rated by 51

3.4 2.6 3.0 3.1 2.8

3.0

Draper Fisher Jurvetson

Certified

$$$$$ Menlo Park, US West

Rated by 23

3.7 2.6 2.9 2.7 3.0

3.0

Matrix Partners

Certified

$$$$$ Menlo Park, US East

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We are being invited to travel to India where apperently it is much easier these days to get some angel funding. One of us (a 2-person founding team in the US) is from India and would have strong credibility there. On the other hand, most of our market and prospects who have given us Letters of Intent (large players in the healthcare space) are all in US.

It is probably not quite as easy and also wondering if the SEC requirements etc. would cause the effort to be a huge legal and otherwise time-consuming exercise.

Also, we know of several entreprenurs - including some with deep ties to India- who have been taken advantage of by the investors, in terms of IP and market positioning.

By the way, we have gone through the usual abuse of entreprenurs by the established angel groups in the US and will prpbably shut down the business in the next 60 days if we don't get funding.

Imagine raising capital, having a fast growing business, and then not being able to raise further capital because your existing investors have no "dry powder" to make future investments. These "walking dead investors" may scare off new investors because they do not participate, and they may even block new financing deals to maintain their equity position. Guess what. It happens a lot, and it happened to me.

The NVCA predicts that the number of venture firms will decrease, so this problem is only going to get worse:

"Most respondents believe the industry will consolidate further in 2008 with 57 percent predicting the number of venture firms will decrease next year. Those that remain will be raising the same size or larger funds according to 84 percent of venture capitalists polled. Only 16 percent believe funds will be smaller next year."
http://www.marketwire.com/mw/release.do"id=803488

What do you do" Members, read on...

Legal in all 50 states and it is relatively easy to fill out the questionaire which helps you think about your company

See link: http://www.nasaa.org/industry___regul...

Recently, I shared this outline & pitch deck example with the Capital Factory companies in Austin, Texas; you may find example slides, download the PPT template file, and read descriptions / discussion for each here:

http://kipmcc.wordpress.com/2009/08/0...

1. Title Slide

* The get everyone in the room and sitting down slide; Don’t roll forward from here until you have everyone in the room and paying attention if you can help it.

2. Agenda + Company Overview

* Make sure you’re covering what they want to cover; ask if you’re missing anything before launching into the pitch
* This is also the slide to give a quick summary of your company. This summary is important because it will give any other partners at the firm you talking to a “snap shot” of you’re company after you’re gone; it’s helpful for other partners in the firm to have at-a-glace info on what you do, in what market, company details, and so on.

3. Market + Market Context

* Why is your market interesting? Are there any compelling dynamics currently at play?
* How do you fit in? This can help set up your unique competitive advantage / “secret sauce” slide.

4. One-slide company overview: THE SLIDE

* In many cases, your entire pitch will be an interactive conversation while sitting on a single slide; this should be that slide.
* Done right, this allows you to describe what you do, who you do it for, why that’s important and your vision for the future.

5. Business Model; How we make money

* How, exactly, does your company make money? Do you have any examples of this working so far?
* Does any part of your business act as a “loss leader” for another, more valuable part?
* Do you have two models running simultaneously? is that good or bad & why? Make sure you clearly describe and delineate between them…and hopefully describe how they benefit and support each.

6. Progress, Mile stones, look into the future

* What you’ve accomplished so far?
* What you plan to do in the near future? In what timeframe?

7. Competition & your company’s “Secret Sauce”

* You relative to others in your space.
* The question that you must answer well: if your company is successful, how will you defend its business from competitors who see your success and want some or all of it for themselves? What can you do differently? What can you do uniquely and realistically for how long? What CAN’T (or is really really hard to) be duplicated? What is your special tech, model, process, team advantage or unique solution?

8. Current Partners, Customers & Pipeline

* Who are you working with today? Who will be your customer tomorrow?
* How, exactly, do you acquire customers? How much does it cost to acquire them? What is your average deal size? How could your business increase the average deal size? What is the average deal size of other companies in this same market? Does this information align with the Market Size / Market Context data from Slide #3 ? (hint: it should) Once you have a customer, can you sell them MORE stuff more easily? Why / why not / how much / when will you have it to sell? What is the expected life-time value of a customer (be careful to think about this relative to the cost to acquire a customer)?

9. Financial Details (revenue, expense, HC, projections)

* What is your current and future headcount (this equates to your burn rate as headcount is almost always the biggest expense)?
* what is your current monthly/quarterly burn rate and how does that ramp over time?
* what is your current revenue and how does that ramp over time?
* How quickly are you approaching a cash-flow breakeven point?
* What’s your revenue run-rate 12 months from now? What’s the net loss / gain over the same period?

10. Funding “ask” + use of proceeds (timing, other firms)
11. Team Overview
12. Thank you, questions, contact info (no example slide)

High-level guidelines:

* Create your own deck! Create a deck that allows you to tell your story according to your style; name the slides what you want; tell your story with text or pictures (within reason)

* Don’t leave out critical information! This outline is my suggestion of a “critical information” list; no rational investor will fund your company without knowing the information suggested by this outline.

* Proactively answer big-ticket questions! If there are obvious, elephant-in-the-room sort of questions regarding your business: address them before they get asked. This is always a better way to go.

* Be passionate and informed! Investors invest in the team – show them your passion and be sure to know data from adjacent or competitive markets, companies, and models.

* Finally, it’s really important to have enough white space in your presentation format. I like a white background because it prints and projects cleanly. I like titles that are single-line and as few words as possible; and I try to keep the text/image area “middle part” of the slide as open as possible. In general, right angles are easier to make look clean than circles but your mileage may vary. Less is more when it comes to the presentation template.

In California, 25501.5 of the Corporations Code gives any person who purchases a security from, or sells a security to, a broker-dealer that is required to be licensed, but is not, the right to bring an action for rescission of the purchase or sale, or if already sold, for damages. Five year statute of limitations, or two after discovery, which ever is first.

1029.8 of the Code of Civil Procedure was amended to cover people who should be licensed as a broker-dealer, but who are not and take a commission for selling securities.

The purchaser can sue the "finder" for damages, and may recover treble damages (limited to $10,000 above the purchase price) and may be awarded attorneys fees and costs.

Most important, the law give the investor the right to rescind their investment (get their capital back) for two years, which puts the capital at risk for that period of time. That may make additional rounds more difficult to raise.

So the finder is, in fact, guaranteeing the investment.

Has anyone run into this in fund raising? Have they asked the finder about it? Has anyone recouped their investment or known of someone who did using this law?

By the way, it is my understanding that this doesn't apply to officers of the corporation.

The vultures are coming out of the woodwork.