Learn how to manage your startup’s board, maintain a clean cap table, and structure governance for long-term success.
Sunny looks at VC as a game, one that has rules. You can still choose to play with people good people, but know that they have objectives that may not be the same as yours.
Sunny shares his lesson on how he would choose investors.
Starting out as a consulting business was a great way to learn what customers wanted, but caused problems as the other founders didn’t want to give up the consulting work.
One of Karyn’s clients put together a team from the Board to support the fundraise. It drove the process and drove results.
It’s invaluable having a CFO that can provide meaning and actionable business insights.
Coming back around to the first lesson, the relationship between the founder and lead VC is the most important part of the whole process.
Founders should look beyond dilution in term sheets, focusing on board configuration’s significance and understanding the option pool’s impact. AJ offers words of encouragement, emphasizing resilience and daily learning for success in the competitive market.
How Glade Optics organically attracted seasoned operators as investors through a meticulously planned reputation-building strategy
Why Glade Optics chose non-dilutive funding: the dual benefits of protecting equity and gaining mentors
Fractional talent is a great way to get experienced team members on a part-time basis to augment your full-time staff in a cost-efficient way.
Matt literally wrote the book on startup boards. Heed his advice and find the best possible board members, keeping a balance between independents and investors.
Please listen to Peter’s message about option exercise window. Personally, I agree with him that exercise windows should be longer for employees. The 90-day industry standard is just an arbitrary number.
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