John Kunshner - Landmark Ventures


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Afternoon Keynote Presentation

John Kunschner, Senior Partner and Managing Director, Landmark Ventures (US)

MaRS Innovation Summit
October 28, 2010

Published in: Economy & Finance, Business
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  • Good afternoon everyone. I’m really exciting to be here in the midst of some great minds, talent and leadership across the technology, investment, entrepreneurial, government and educational landscape.
    I do want to thank Senator Jerry Grafstein for inviting Landmark to participate in this event as well as the staff at MaRs Innovation for all of their help.
    It’s a real honor to be asked to share my views on the state of the Venture Capital industry and how we at Landmark are doing our part to help drive growth and value creation for entrepreneurial companies within this changing and challenging environment.
    As some background, I am a Senior Partner and Managing Director and lead the Investment Banking Practice at Landmark Ventures. Landmark is a growth focused venture development and investment banking firm within the Technology, Life Sciences and Media sectors
    I am based in NY, with offices in CA and Tel Aviv, Israel
    I previously was with Jefferies, Broadview and Robertson Stephens, and have been continually focused on growth & technology oriented investment banking and capital raising for the past 15 years.
  • So where are we as an industry? [Show pictures]
    I’d like to see a show of hands to get a sense….How many of you in the audience have made an investment in the past 6 months or are planning to make an investment in the next 6 months? – OK please collect business cards from all of these people
    No doubt there is uncertainty, which is even greater within the Canadian market.
    Lets dig a bit deeper and look at some of the data that many of you are already very familiar with.
  • As we all know, Canada investment is down. 2009 was the lowest level of investment in a decade.
    Both Domestic and International investment by Canadian VCs has been steadily decreasing, and despite some pockets of optimism and activity in seed and early stage incubators and new funds in 2010, the situation persists.
    The scale of the Canadian market makes this trend particularly concerning, especially in the wake of increasing fund creation and deployment into emerging markets such as China, India and Brazil. VC & PE markets require critical mass to operate efficiently and Canada is still in many ways struggling to get there.
    From a risk aversion perspective, Canada did miss most of the major issues of the US bank and mortgage led recession. The Canadian engineering and innovation engine has continued….but the market is investment starved and frustrated
  • Israel, a close partner to this event and in driving joint innovation going forward, is itself also finding the funding environment challenging.
    With its 70+/- active VCs (of which about 15 are Int’l VCs with Israel offices), Israel has been a key driver of high-tech innovation, but the drop in 2009 by almost 50% is a bit alarming.
    Leading that decline were semiconductor and communications companies, which is a trend I’ll touch on later as well.
    While investing activity has picked up in Q2 & Q3, we have seen more and more mid-stage companies in Israel looking towards strategics and possible exits, given the challenges with continued fundraising.
  • As we all know. Many firms are in the midst of the fund raising process.
    There are plenty of successes -- Crosslink, IVP, Venrock, Kleiner Perkins, Third Rock, RedPoint, VantagePoint…but there is certainly a trend that fund sizes are shrinking, with many more $250-350M funds, and a decreasing # of funds in the industry.
    Many people see this as a positive step to drive healthier deal activity & behavior, less “follower” activity that can create valuation and hype issues, more efficient pricing and ultimately better returns for the VC industry, which frankly has significantly underperformed over the past decade.
    But if this is the case, the result is still a more difficult funding environment for companies and entrepreneurs, and a negative impact to growth and job creation – assuming there are not other sources and programs for capital
  • So how are VCs handling this environment….?
    Get cash flow positive ASAP
    No interest to take on new challenges, when there are plenty at home already
    This is not a good time to be doing your Series B round
    Smaller is not necessarily worse, but different, and investment models must be adapted
    Strategics are active and sense a value opportunity to drive innovation and product extensions
    Former VCs becoming Super Angels, HNW getting more proactive and organized for roll-ups and coordinated deals, incubators a hot trend to share resources and promote lower cost, more efficient early development of companies, and growth PE still working to solidify its identity (some going bigger, some going smaller, some looking to special situations)
  • Entrepreneurs are by definition innovators, so like with any other challenge, they are facing the market head on and with some new views on how to proceed
  • It is a much better environment to be early stage and able to access HNW & angel sources, or later stage, profitable and nearing an exit
    The major gap exists for companies within the Series B to Series C range, small revenues, a few good customers and a need for capital to ramp into high volumes and profitability.
    Current investors are tapped out or prioritizing their investments, or need the “reassurance” of an outside investor.
    Strategics have become a popular avenue for dialogues, as many have reduced R&D budgets through the recession and see strategic investments as a natural extension and a way to quickly ramp new initiatives, while benefiting from the attractive pricing environment for private companies facing limited options.
    Many programs are being initiated for incubators and early stage, but in a lot of ways, what is most problematic is this mid-stage funding vacuum, and often a driver of earlier M&A exits, forced consolidation and company shut downs – Scale Ventures, Edison Ventures are examples
  • Back in the good old days when VC was fun, the model was more simple.…
    Now the situation is quite different……
    Sectors are changing much more quickly (think of the # of iPod Apps companies that have been launched), business models need to be adapted faster, M&A is dictating investment behavior vs. IPOs
    Infrastructure deals (semis, hardware, systems, storage) are losing favor to consumer platforms, social gaming, virtualization management / cloud, internet/mobile monetization plays
    In such an environment, it is now harder for VCs to get enough share in the upside across emerging trends
  • So where should we focus our efforts to drive progress?
    Tax reform was a very positive move and based on discussions with US VCs, does make a difference on how they view Canadian deals
    R&D subsidies, grants, tax credits are a very useful tool, and a promoter of company formation in Canada. The complaints I have heard relate more to timing than anything else. It is hard to be an aggressive entrepreneur relying on the pace of government reimbursements
    Early stage activity is key and programs are rolling out, so the key is consistency and focus
    Remove bureaucracy & impediments to GET DEALS DONE
    What else:
    Promote VC/PE as an increased percentage of class of assets  Pensions, Institutions, Corporate,
    Government sponsored Fund-of-Funds
    Retail Venture Capital, Super Angels & HNW – organize this channel – lots of talent – former CEOs, former VCs all who know how to build companies, but need proper infrastructure to manage their investments appropriately.
    Strategics – they are coming back as a source of capital, as many are sitting on lots of cash, have pulled back on R&D and want to pursue M&A or investments. Our model needs to support this.
    Small Cap IPO – This is not the “IPO instead of VC” model that we saw in the early 2000s, that was certainly unhealthy. This is creating an infrastructure for returns and liquidity outside of the largest banks, where most VC backed deals are not as well suited, do not get the right following or support and either get pulled or end up as orphan public cos. We can do more as bankers, investors, companies to promote this effort.
  • Recent exits of note:
    PMC Sierra / Wintegra - $240M – access processors
    Walt Disney / Playdom - $560M – social gaming
    Google / Slide - $230M – Social apps developer
    Cisco / ExtendMedia - $80M (4-5X revs) – IP content mgmt, distribution and monetization
    DeNA / ngmoco - $300M +$100M earnout (10-13x revs, $41M funding) – Social gaming
    Amazon / BuyVIP - $95M (0.7x revs, $30M funding) – Europe online shopping & lifestyle
    Transaction Network Services / Cequint - $110M ($9M funding) – caller ID services for mobile subscribers
    VMWare / Integrien - $100M (20x revenues, $31M funding) – real time performance analytics
  • So how does Landmark fit?
  • We blend a combination of resources to 1) help companies grow and add large customers (Advisory) and 2) access capital, strategic partners and drive shareholder value creation (Banking)
    The 3rd element is to blend capital investment into this model, where we bring all of our resources to bear for a set of growth focused portfolio companies.
  • Our vertical focus and structure of our teams includes Technology, Healthcare and Media / Business Services
  • Mention Israel office / Doron
  • John Kunshner - Landmark Ventures

    1. 1. Proprietary and Confidential Toronto Innovation Summit October 2010
    2. 2. Proprietary and Confidential Who is John Kunschner?  Senior Partner & Managing Director  Head of Investment Banking Practice  Focus on Growth Opportunities Across Information Technology, Hardware, Media Technology Sectors  Geography – US, Canada, Europe & Israel Prior Firm Experience: Representative Clients:
    3. 3. Proprietary and Confidential The State of Venture Capital….?!? 3
    4. 4. Proprietary and Confidential Canadian Funds Investing Less, Domestically & Abroad 4  Smaller scale increases risk from shift to emerging markets  China, India, Brazil  Innovation continued despite US Recession – but Canada remains investment starved
    5. 5. Proprietary and Confidential Israeli High-Tech Companies Raising Less 5  Poster Child for Nurturing Innovation… But not Immune  Improving activity in Q2 & Q3 of 2010 3092 1985 1138 1011 1465 1137 1622 1759 2076 1122 918 0 500 1000 1500 2000 2500 3000 3500 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 YTD Capital Raised by Israeli High Tech Companies ($Mn) Capital Raised
    6. 6. Proprietary and Confidential Reality of Decreased Fundraising Across Industry 6  Fund Sizes Getting Smaller / Fewer Firms Raising Funds  VC Investments Outpacing Fundraising  Inevitable Industry Shrinkage in Process 0 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 9,000 10,000 0 10 20 30 40 50 60 70 80 90 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 2008 2009 2010 Fundraising By Venture Funds (U.S.) Number of Funds Venture Capital ($M)
    7. 7. Proprietary and Confidential The VC/PE Community…Uncertainty & New Focus 7  Capital efficiency is critical  Priority on Portfolio “Triage”  Dialing back risk – Invest Early or Late Stage  Acceptance of a Smaller Industry, New Dynamics  Active Strategic Investors – Threat or Opportunity?  New Funding Networks – Super Angels, High Net Worth, Incubators, Growth PE
    8. 8. Proprietary and Confidential Innovation Continues, but at Expense of “Let’s Focus on Strategics & High Net Worth” Earlier Stage / Alternative IPO’s “We Don’t Want to Go to VCs” …And Entrepreneurs are Growing Impatient 8  TSX-V, TASE, AIM, etc. – Is it worth it?  VC world too “Clubby”  Terms unattractive  Deal Flow Power Shift?  Job creation  Rapid Expansion  Marketing  Is there Value Add?
    9. 9. Proprietary and Confidential The “Funding Barbell” Dynamic 9 VC’s Managing Current Portfolio Family Offices – Lots of Capital But Fragmented & Disorganized Look to Strategics EarlierSeed and Early Stage Incubators HNW Super Angels Late Stage and Growth Equity PE moving down VC moving up Shorter time to exit The Mid Stage Funding Gap
    10. 10. Proprietary and Confidential How Has the VC Model Changed? 10  Invest in 10 deals  2 go to zero  2 get 10x  6 get your money back  3-5 years to IPO or M&A exit  Deploy capital and take share across emerging trends and value creation  “Big Horizon” deals are very rare (1 in 300K is a Facebook)  Less $ to Start Companies (Open Source, SaaS, Web 2.0, Cloud )  Shift from “building the infrastructure” to “soft-tech” and customer & delivery platforms  Smaller funds, smaller deals, greater competition on “marquee deals”  Forcing rationalization and consolidation How it Was The New Reality
    11. 11. Proprietary and Confidential The Path Forward 11  Tax Reform - “116” a step forward  R&D incentives – Israel as the model, but Canada on the right track  Angels / Incubators  Ecosystem for entrepreneurship  Proper incentives for investment professionals  Collaboration with professional funds  But how to reach them?  Who monitors the investments, protects shareholder interests, ensures follow thru?  Need to organize channel to source and manage investments through the mid-stage  Create proper infrastructure / support  Capital efficiency and M&A  Better returns with smaller deal sizes and shorter time frames  Infrastructure for the small cap IPO  Aligning Bankers, Public Investors, Corporate & VCs/PE Government Programs Super Angels, HNW, Strategics Exit Dynamics Change Thinking
    12. 12. Proprietary and Confidential Recent Exits – Seeing Signs of Life 12 *Includes all companies with at least 1 US VC investor that trade on US exchanges, regardless of domicile 0 2 4 6 8 10 12 14 16 18 0 20 40 60 80 100 120 140 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 2008 2009 2010 Venture Backed Liquidity Events Total M&A Deals Number of IPO's*  Improving activity in Social Networking, Media Delivery Platforms, Enterprise 2.0, Clean Tech, Healthcare Services  A trend emerging… this is a great time to invest
    13. 13. Proprietary and Confidential How Does Landmark Help/Focus? 13
    14. 14. Proprietary and Confidential ABC Model for Venture Development 14
    15. 15. Proprietary and Confidential Industry Expertise / Focus 15  Networking / Datacenter  IT Application / Outsourcing  Info Security & Risk  Hardware, Semis & Optics  Alternative Energy / Cleantech  Business Operations IT  Media & Marketing  Legal & E-Discovery  Finance/Procurement IT  Supply Chain & Logistics  Medical Devices  Biotechnology  Specialty Pharma  Healthcare IT  IT Enabled Services TECHNOLOGY HEALTHCARE BUSINESS SERVICES
    16. 16. Proprietary and Confidential In the Middle of the Action or Why Do You Care? 16 VC / PE Investment Community Fortune 500/1000 Initiatives Emerging Technology Companies Drivers & Initiatives Strategic Sourcing & Expansion Changing Tides Investment Focus Innovation & Technology Market Traction Focus on Linking US, Canada and Israel
    17. 17. Proprietary and Confidential How Do We Help Growth Stage Companies? 17  Access to Fortune 500/1000 Customers:  Big ticket sales to senior level contacts  Strategic partnerships, Channel partners  Access to Capital:  Strategic investors  Traditional VC and PE  Alternative financing – High Net Worth, Hedge, Family Offices  Mergers and Acquisitions:  Strategic exits  Strategic buy-side – Innovative ideas for Growth Redefining How Investment Banks Serve and Interact with Their Clients
    18. 18. Proprietary and Confidential How Do We Help Investors & Corporations? 18  Corporate & Technology “TAPs”  Idea sharing and competitive benchmarking  Trusted channel for innovation led purchasing  VC/PE Deal Flow  Non-mainstream deal flow – Israel, Canada, etc.  Frequent networking forums  Portfolio support  Growth Focused Buy-side  Provide channel into new geographies; new segments; growing niches
    19. 19. Proprietary and Confidential Key Takeaways 19  We embrace emerging growth companies & segments and want to help…. and find creative ways to do so  Cradle to grave approach – adding value over the continuum  Special focus on linkage of US, Canada & Israel for innovation and growth
    20. 20. Thank You! Proprietary and Confidential 20