Posts from Entrepreneur

Last October, I skyped into an entrepreneur meetup in Milan and talked for 30 minutes. This was arranged by AVC community member David Semeria.

The main topics were building a tech community outside of the main startup hubs, raising angel and venture capital in a market where there isn't much of that, and the differences between US and european investors.

When I watched this video this morning, the audio and video were out of sync which made it hard for me to watch. I ended up listening more than watching. I hope you all don't have that same problem.

The President announced yesterday that he was in favor of a Startup Visa. Hallelujah.

That led me to go back in time.

The first time I posted about #startupvisa on AVC was September 23, 2009.

The first time Brad Feld posted about #startupvisa was September 10, 2009.

The first time Paul Graham posted about #startupvisa was April 2009.

It's a shame that it takes almost four years before a good idea gets the President's support. And its a greater shame that there are many in Congress who will still vote against this idea.

I was watching this Charlie Rose interview with Lena Dunham and I was struck by this line:

it’s really intense to be thrust into a managerial position before my time

I have seen this a lot in my business and its always your talent for making things that puts you in this spot. And one of the big challenges is that the "managerial position" (as Lena calls it) is often in conflict with the talent for making things that got your there in the first place.

I am not saying that folks who are talented at making things aren't talented at managing people. I have come to believe that most people can be talented at managing people if they want to be. What I am saying is the time and energy and passion for making things can be all consuming and managing people can also be all consuming. Doing both well is really hard.

When we had our USV CEO summit last fall, we kicked it off by asking each founder/CEO to open with the one thing they had learned the hard way during the year. The recurring theme was that they had to let the people they hired do the work even though they wanted to jump in and do it themselves. And as they are all going around the room telling this story over and over, I am thinking "and I want you to jump in and do the work too". Because these are the people who made the thing that got us to invest, the thing that we fell in love with, the thing we believe is big enough to build a business around.

One of my favorite stories is about an entrepreneur I visited in his office away from the office. That he had one is in and of itself is telling. He was playing his acoustic guitar and singing when I arrived and I said "wow. I didn't realize you were such a talented musician". He said, "I am an artist and the most impactful art that my generation can make is websites but I see myself first and foremost as an artist." And I thought, "well it is a shame that you can't hang a website on a wall and move on to the next one."

There are a number of ways to handle this conflict that arises between the maker in you and the manager in you.

Many artists stick to making and hire a manager to focus on their business. Artists that build websites and mobile apps can do that too. In a perfect world, the manager and the maker become partners and operate the enterprise as a duo connected at the hip. The Gotham Gal and I once watched a movie about Valentino and his partner Giancarlo Giammetti and I was struck at how well defined their two roles were in their business endeavors.

You can devote yourself totally and completely to the manager role and hire people to lead the making effort. That is what many of the founder and CEOs in our portfolio have chosen to do, at least in theory. As our CEO Summit discussion pointed out, that approach is riddled with tension and conflict because makers want to make at their core and being a hired maker working for a founder/CEO maker isn't a party. It can work but it will never work perfectly.

The third way is to keep your hands in both efforts. To be both the maker and the manager. The challenge with that approach is you have two full time jobs and I have not seen many who can do both as well as they need to be done. Some choose to hire leaders below them to lead the making and managing teams but then keep ultimate responsibility for both. That can work, but defining when you plan to step in and make the calls and when you won't is tricky.

I cannot and will not recommend one of these approaches over the other. Each founder/CEO has to figure out what will work best for him or her and then build the team around them appropriately. As always, the hires are critical. Some hired leaders can deal with a founder who drops in on the decision making process better than others.  If you are the meddling kind, you should find someone who can handle meddling well. But understand that nobody handles meddling exceptionally well. Pick your battles carefully.

What I can recommend is that you stare at the elephant in the room, name it, and deal with it. The maker/manager conflict sits at the heart of many of the development challenges that founder/CEOs deal with as they scale their companies and scale themselves. Conquering it is possibly your greatest opportunity and will lead to your biggest success.

For the past two springs, a great program has run in NYC called the FinTech Innovation Lab. It's an accelerator program of a different sort. They accept a half dozen innovative financial technology companies into a twelve week program where the companies get direct access to top executives in the leading financial services companies in NYC. This program is all about validating your product or service with top customers. I have talked to entrepreneurs who have been through this program and I have heard universally that the access was incredible and the feedback was invaluable.

You don't have to be two entrepreneurs in a loft to be a good candidate for this program. You can be a two or three year old startup with a large team. What's important is the need for product market validation. If you have started a fintech company and have built a product or service and want direct access to the top customers in the market, this program may be for you.

If you want to apply for next summer, please do it before December 19th, when applications close. More details are here.

Related articles

FinTech Innovation Lab Accepting Applications Through December 19

I was talking to a friend who has been displaced because of Sandy. They are struggling to get back to their daily routine and it is hard living out of a suitcase without access to the things they rely on from day to day.

I was talking to the CEO of a company whose business was negatively impacted by Sandy. They are struggling to get the business back to where it was before the hurricane.

One is a personal thing. The other is a work thing. But they are the same thing. Life punches you in the face and you might get knocked out. The question is can you get back up and keep going.

The best entrepreneurs do this well. They can take a hit and keep moving forward. And they can rally their teams to do the same thing. That latter point is so important. If the leader is down for the count, the team doesn't have a chance. But if the leader is up and moving forward, with passion and committment to the goal, then the team will follow.

Sometimes a crisis is a good thing for a company. Recovering from a knockout punch often requires heroic efforts from the team. I have seen engineers get things built in a week that might take a quarter under normal circumstances. I have seen sales teams bring in business that kept the company afloat at the last minute. These heroic efforts can energize an organization and give it new life.

Normal operating conditions can lead to an organization getting fat and happy. A crisis can shake things loose that need to be shaken loose. I would not suggest an entrepreneur manufacture a crisis when one does not exist. But when one comes along, I would suggest seeing it as an opportunity not a problem. Because the best entrepreneurs and the best companies can take a punch and keep going. It is a defining trait of winning teams.

I did an interview yesterday in Buffalo, NY where I was the past couple days for the launch of the Z80 incubator. Grove Potter, the Business Editor for the Buffalo News, interviewed me for something like an hour. It was a fun talk.

At one point he asked me about the issue of entrepreneurs giving up control of their companies to VCs. It's an interesting issue and one that I think is not well understood.

In theory, control of a company rests with the ownership split between the founder and the investors and how the Board of the Company is set up. If the founder/entrepreneur owns more than 50% of the company and controls more than half of the board seats, then he or she has "control" of the Company.

But in reality I have found things are very different than that. And it all comes down to two things:

1) How well the Company is performing

2) Whether the Company needs more investment capital and where it is coming from

I like to think about it this way.

An entrepreneur or hired CEO can own as little as 5-10% of a Company but they can control it like a dictator if they are doing a great job running the business and the company is making a lot of cash flow and has no need for additional capital.

An entrepreneur can control 95% of a company and all the seats on the board but they can easily lose control of the business if they company is floundering and they need more money and the only investors who would consider putting up money are the existing investors.

This extends to the idea of who sells companies. My friend Dave Winer put up an interesting discussion thread a few days ago talking about the sustainability of social media platforms. It is an interesting discussion and one very much worth having. In the post that kicks off the thread, Dave suggests that VCs are behind the decisions to sell/exit companies.

I left a comment on that thread and at the end of my comment I made this point:

I would be remiss if i did not take a minute to point out that you are missing the person who is the most important part of this discussion and that is the founder. In big successful companies, the founder, founders, and the teams they hire to help them run their businesses, are really the ones in control. The VCs are often "along for the ride".

VCs have control when things don't work. Entrepreneurs have control when they do.

That last line sums up my point of view on control and that is why I used it to headline this post. If you want to maintain control of your company, focus on running it well or find a team to run it well, and make sure you have plenty of cash to operate your business and that you never find yourself in a position where you are running out of cash and have nowhere to go but your exisiting investors. Do those two things well and you will be in control for as long as you want to be in control.

Jeff Leventhal, the CEO of our portfolio company WorkMarket, emailed me yesterday. He said:

i would love to see an avc post about copycats like samwer bros. what do u think of this form of entrepreneurs, etc?

I looked back over my archives and I guess I've never addressed this topic here at AVC. So here goes.

It's a free market out there. People can do what they want. That's even more true globally. If you are successful, you will be cloned. That's life. In fact, it's a sign that you've made it when clones of your website, mobile app, and business start cropping up.

That said, I am not a fan of this behavior and approach to making money. It is devoid of any creativity. It doesn't inspire me. And we avoid doing it and investing in those who do it. As Jeff said to me in an email reply, "the problem is that people make money doing it……..these people should just internally understand that they are not entrepreneurs and not creating true value." I agree with Jeff on that.

Some will say "but you are an investor in Zynga and they copy others' games." I accept that critique but we committed to invest in Zynga when it was just poker on Facebook and that was an entirely new idea. They grown by adapting other games to their social model for sure. That's the history of the games business by the way. Even so, I'm not attracted to or inspired by this approach to making money.

Our approach at USV is to invest in the category creator, the innovator, the market leader. That's what attracts us to startups. And when the category creator executes well, we have found that it can win the market by a long shot and produce fantastic returns.

There are a few examples of USV portfolio companies that were not the category creator. Lending Club is a good example of that. We invested in Lending Club because they innovated around the peer to peer consumer lending model and came up with the winning approach and they are now the clear market leader. That was a late stage investment made out of the Opportunity Fund. I suspect that we will do that kind of thing more frequently in our Opportunity Fund investments.

But in the early stage sector, we are drawn to entrepreneurs who have new ideas, novel approaches, and big visions with long roadmaps. We are not drawn to those who seek to knock off another company and execute it better or in a different geographic market. If that is what you are doing, I am certain you can find investors and I am not looking down on your approach. But we are not the best investor for you and your project.

Related articles

• Now Samwer brothers look set to clone Square (gigaom.com)
• A Samwer Clone Caught Misleading Users Again. This Time It's Fab-Clone Bamarang. (pandodaily.com)
• Singapore's very own Pinterest clone, Singterest, is an exact carbon copy (sgentrepreneurs.com)
• Pinspire, The Hottest New Startup To Completely Rip Off The Hottest New Startup (readwriteweb.com)
• Guess What? Tencent Clones Zynga's Draw Something [LEAKED PICTURES] (techinasia.com)
• Have The Samwers Gone Too Far With Their Blatant Amazon Clone Lazada? (techcrunch.com)

It's Valentines Day. Time to step back from working 24/7 and make sure your loved ones are still in love with you. That's a joke, but there's some truth in there too.

I spent some time with a founder/CEO yesterday who is doing a remarkable job building a really important company that is growing as fast as any company I've worked with. We talked about the sacrifices an entrepreneur makes and its toll. He said that his wife and kids are hugely supportive but not particularly engaged in his work. I think that's pretty typical of what I see out there.

But just because your spouse (wife or husband) and your kids are not that engaged in your startup doesn't mean that they aren't also making a huge investment in it. They see less of you than they would like and when they are with you, its likely that you are at least somewhat distracted by your current obsession. I don't start companies but I'm guilty of this behavior too. I can only imagine what it is like when you are "all in" on one thing and one thing only.

There are benefits a family gets from a parent who is an entrepreneur other than the wealth that he or she may be accumulating. They also get a role model. A parent who is doing what they love, who is creating value, employing people, making a difference in the world. All of that is very good.

But it is only good if you make the time to have a meaningful relationship with your spouse and your kids. This work life balance is super hard to achieve. I have struggled with it since my kids were young. I think I've done an OK job and have The Gotham Gal to thank for always letting me know when the balance is off.

On this day when love is front and central, I encourage all of you to do what I intend to do which is to pay special attention to those I love and make sure all is well on the home front. The Gotham Gal and I are especially blessed because our son arrived on Valentines day sixteen years ago. So our romantic dinner tonight will be a threesome.

I've always seen the work that my colleauges and I do as more than venture capital investing. That is our main job and we need to do it very well. But we also need to work to make sure the macro environment for our investing activities remains attractive.

There are two primary activities that Union Square Ventures focuses on in addition to our core venture capital activities of backing and then working closely with entrepreneurs and their teams. They are policy advocacy around protecting the freedom to innovate and efforts to build the ecosystem for startups and entrepreneurship. Longtime readers of this blog understand this from the many many blog posts on these two topics.

I'd like to talk a little about building the ecosystem this morning. We view "the ecosystem" both globally and locally. We want to work to build a world where entrepreneurship is available everywhere. But we also want to do everything we can to grow and nurture the entrepreneurial community in New York City. And we believe that the things we support in NYC can and will be copied throughout the world so that our local ecosystem efforts support our global ecosystem efforts.

I've talked at length about many of our local ecosystem efforts and I don't want this post to be a laundry list of the things we are working on. Many of you are quite familiar with them. I would like to talk about a specific thing that two of my colleagues are doing that inspires me.

Last week, Gary and Christina asked me to stop by our event space late one afternoon and spend 45 minutes talking to a group of a dozen or so interaction designers. I talked to them about writing, the importance of taking the time every day to put words down "on paper" and how that forces you to think crisply and clearly. It was a great discussion.

This was part of a three hour class that Gary and Christina teach master students at the School Of Visual Arts (SVA) here in NYC. The class is a requirement for the Interaction Design program and it is called Entrepreneurial Design. Gary blogged about the class here and Christina blogged about it too.

The idea to teach this class came out of Gary's observation that almost all of our portfolio companies are suffering from a dearth of talent in interaction design and that we needed to do something to help produce more talent in this area. Gary and Christina didn't ask for permission to teach this class from anyone in our firm. They just did it. Freedom to innovate in action. I love it.

Things like this make a difference. They add up and build on each other. USV is not alone in this effort. Our colleagues in the startup and venture community in NYC and our colleagues around the world are actively doing things just like this. And the result is a thriving global startup movement that is getting stronger every day.

Related articles

• New Course: Entrepreneurship, Innovation, and Public Policy (feld.com)
• Startup Communities: Creating A Great Entrepreneurial Ecosystem In Your City (feld.com)
• Seeding Entrepreneurship: How to Build a Venture-Finance Ecosystem (xconomy.com)
• Innovation Hubs with a Local Touch (growvc.com)