Startups are naturally risky, and a startup valuation is probably closer to an art than a science. However, it can be made less based on “gut feelings” by carefully assessing the several elements that would have the strongest impact on the venture success. In this document, we have identified 7 key elements that we believe investors should look for, when evaluating a startup: team, problem, solution, strategy and marketing, scalability, strategic fit, return vs. risk.
넷플릭스의 문화: 자유와 책임 (한국어 번역본) Update 180721Doran Hwang
*슬라이드 쉐어에 재업로드 기능이 삭제되어 오탈자 등을 수정한 최신 번역본을 업로드합니다.
원번역본: https://www.slideshare.net/watchncompass/freedom-responsibility-culture
이 문서는 넷플릭스의 기업 문화를 공부하고, 동료들과 함께 읽기 위해 번역한 문서입니다.
넷플릭스의 CEO인 리드 헤이스팅스(Reed Hastings)가 공유한 "Netflix Culture: Freedom & Responsibility"는 시간이 지나도 많은 이들에게 사랑받고 있습니다. 이 문서를 가리켜 페이스북의 최고운영책임자(COO)인 셰릴 샌드버그(Sheryl Sandberg)는 '실리콘밸리에서 가장 중요한 문서'라고까지 이야기했습니다.
일견 제가 다니고 있는 스마트스터디에서 추구하는 문화와도 많이 일치한다고 느꼈는데, 좀 더 자세히 읽어 보려니 한글이 아니어서 쉽게 파악이 되지 않았습니다. 또 회사 동료들에게도 소개하고 싶었고요. 한글로 번역된 자료가 없을까 검색을 하다 보니 회사 밖의 많은 사람도 원문을 끝까지 완전하게 파악하고 싶어 한다는 사실을 발견하게 되었습니다.
그 계기로 번역을 시작하게 되었고, 동료들의 도움을 받아 무사히 마칠 수 있었습니다. 넷플릭스의 전강훈 님께서도 도움을 주셨습니다. 다시 한번 감사의 말씀을 전합니다.
번역: 황석인(Seokin Hwang), 손동우(Dongwoo Son), 이강영(Gangyoung Lee)
도움: 윤혜경(Hyekyoung Yun), 김승호(Seungho Kim), 박현우(Hyunwoo Park)
This presentation will introduce you to the fundamentals of raising capital for venture builders, startup studios. Compared to raising capital for a single startup, the fundraising process is more challenging. Because you are raising money for an organization that will be active participant in building up an entire batch or batches of startups. So you have to show to your investors that you have:
+ A studio leadership team with the power to build an entire portfolio of ventures;
+ The right financial-organizational structure that matches the goals;
+ A coherent vision and venture building thesis;
+ Viability of your approach supported by benchmarks;
+ Strong portfolio of startups and ideas in your pipeline.
This presentation will help you understand the basics of how to build up your fundraising approach.
If you need more help, reach out and I will guide you in:
+ Structuring your venture builder and fundraising strategy;
+ Assess your current material and identify gaps and risks;
+ Preparing for a successful investor meeting;
Attila Szigeti
https://www.attilaszigeti.com/
The Startup Studio Playbook is the World's first professional book dedicated to startup studios, a.k.a. venture builders, startup factories. It is a book for entrepreneurs and innovators. Read about exciting case studies and best practices, discover how the startup studio model enables you to build startups easier
You will benefit from this book if you are interested in entrepreneurship or innovation. Startup studios are on the rise, quickly becoming the new trend in building startups. If done right, model enables you to build startups in a less risky and more cost-efficient way. Discover how this model can benefit you.
The main goal of the Startup Studio Playbook is to make startup studios more transparent, and make it easier to create and grow new studios. In this book you will learn about:
- Who are the founders behind the most exciting studios;
- How are are these organizations funded;
- Where do studios take the idea for their startups;
- How startup studio organize their team and operations;
- What are the spin-off and exit strategies;
- What are the pros and cons of the model;
- How different startup studios operate across the Globe;
- How corporations can leverage the benefits of the model;
- How you can build your own startup studio?
Find out more:
http://www.startupstudioplaybook.com/
Get the book. Use the offer code 'earlybird' to get a discount.
https://gumroad.com/l/startupstudioplaybook
Slash - the Startup Studio Playbook (13 dec2018)Slash
New models for collaboration emerge between corporates, startups and investors.
In his keynote at the Asia Startup Summit, Slash CEO Andries De Vos shares how Slash (www.slash.co) has developed a startup studio model which can be applicable to corporates, investors and entrepreneurs.
넷플릭스의 문화: 자유와 책임 (한국어 번역본) Update 180721Doran Hwang
*슬라이드 쉐어에 재업로드 기능이 삭제되어 오탈자 등을 수정한 최신 번역본을 업로드합니다.
원번역본: https://www.slideshare.net/watchncompass/freedom-responsibility-culture
이 문서는 넷플릭스의 기업 문화를 공부하고, 동료들과 함께 읽기 위해 번역한 문서입니다.
넷플릭스의 CEO인 리드 헤이스팅스(Reed Hastings)가 공유한 "Netflix Culture: Freedom & Responsibility"는 시간이 지나도 많은 이들에게 사랑받고 있습니다. 이 문서를 가리켜 페이스북의 최고운영책임자(COO)인 셰릴 샌드버그(Sheryl Sandberg)는 '실리콘밸리에서 가장 중요한 문서'라고까지 이야기했습니다.
일견 제가 다니고 있는 스마트스터디에서 추구하는 문화와도 많이 일치한다고 느꼈는데, 좀 더 자세히 읽어 보려니 한글이 아니어서 쉽게 파악이 되지 않았습니다. 또 회사 동료들에게도 소개하고 싶었고요. 한글로 번역된 자료가 없을까 검색을 하다 보니 회사 밖의 많은 사람도 원문을 끝까지 완전하게 파악하고 싶어 한다는 사실을 발견하게 되었습니다.
그 계기로 번역을 시작하게 되었고, 동료들의 도움을 받아 무사히 마칠 수 있었습니다. 넷플릭스의 전강훈 님께서도 도움을 주셨습니다. 다시 한번 감사의 말씀을 전합니다.
번역: 황석인(Seokin Hwang), 손동우(Dongwoo Son), 이강영(Gangyoung Lee)
도움: 윤혜경(Hyekyoung Yun), 김승호(Seungho Kim), 박현우(Hyunwoo Park)
This presentation will introduce you to the fundamentals of raising capital for venture builders, startup studios. Compared to raising capital for a single startup, the fundraising process is more challenging. Because you are raising money for an organization that will be active participant in building up an entire batch or batches of startups. So you have to show to your investors that you have:
+ A studio leadership team with the power to build an entire portfolio of ventures;
+ The right financial-organizational structure that matches the goals;
+ A coherent vision and venture building thesis;
+ Viability of your approach supported by benchmarks;
+ Strong portfolio of startups and ideas in your pipeline.
This presentation will help you understand the basics of how to build up your fundraising approach.
If you need more help, reach out and I will guide you in:
+ Structuring your venture builder and fundraising strategy;
+ Assess your current material and identify gaps and risks;
+ Preparing for a successful investor meeting;
Attila Szigeti
https://www.attilaszigeti.com/
The Startup Studio Playbook is the World's first professional book dedicated to startup studios, a.k.a. venture builders, startup factories. It is a book for entrepreneurs and innovators. Read about exciting case studies and best practices, discover how the startup studio model enables you to build startups easier
You will benefit from this book if you are interested in entrepreneurship or innovation. Startup studios are on the rise, quickly becoming the new trend in building startups. If done right, model enables you to build startups in a less risky and more cost-efficient way. Discover how this model can benefit you.
The main goal of the Startup Studio Playbook is to make startup studios more transparent, and make it easier to create and grow new studios. In this book you will learn about:
- Who are the founders behind the most exciting studios;
- How are are these organizations funded;
- Where do studios take the idea for their startups;
- How startup studio organize their team and operations;
- What are the spin-off and exit strategies;
- What are the pros and cons of the model;
- How different startup studios operate across the Globe;
- How corporations can leverage the benefits of the model;
- How you can build your own startup studio?
Find out more:
http://www.startupstudioplaybook.com/
Get the book. Use the offer code 'earlybird' to get a discount.
https://gumroad.com/l/startupstudioplaybook
Slash - the Startup Studio Playbook (13 dec2018)Slash
New models for collaboration emerge between corporates, startups and investors.
In his keynote at the Asia Startup Summit, Slash CEO Andries De Vos shares how Slash (www.slash.co) has developed a startup studio model which can be applicable to corporates, investors and entrepreneurs.
CB Insights’ Growth Collective demystifies the growth strategies of the world’s largest organizations. We surveyed 365 corporate venture capital arms to understand how CVCs govern, set objectives, compose their teams, embed processes, and use technology. This research is the most comprehensive look at how CVCs operate and drive growth in their organizations. Growth Collective members also have access to best practices and tools to better deliver on their corporate venture capital goals.
Tech giant Microsoft’s India-born CEO Satya Nadella’s first book in which he explores his personal journey, the company’s ongoing transformation and the wave of technological change will hit the future.
The book titled “ Hit Refresh “ carries a foreword by Microsoft co-founder Bill Gates.
Some of my Key picks from the Book
Page 38 & 39- 3 Business & leadership principles learned from Cricket
• Compete vigorously and with passion in the face of uncertainty and intimidation
• Put your team first, ahead of your personal statistics and recognition.
• One brilliant character who does not put the team first can destroy the entire team.
Page 119
• “ To be a leader in this company, your job is to find the rose petals in the field of Shit “ – We can look at a leader as an operator of a machine. Machines are built up using a lot of different cogs of all sizes that coherently work together as one giant machine. So be definition it is important to select cogs that you know you can trust and rely on before operating your machine. Since without these cogs, it all falls apart and you would not be able to operate anything.
Page 119 & 120 -Leadership Principles
• Bring clarity to those you work with. By taking internal and external noise and synthesizing a message from it to deliver to your team.
• Leaders generate Energy, not only on their own teams but across the company.
• To find a way a way to deliver success to make things happen. This means driving innovations that people love and are inspired to work on; finding balance between long-term success and short-term wins; and being boundary-less and globally minded in seeing solutions.
Page 125 – Our Partners
• “ For everyone working with partners, I encourage you to ask yourself “ What could be?” and explore new, creative ways to do interesting things that add value back to our platforms for customers” .
Page 126 – Four initiatives every company must make a priority
• Engage with your customers base by leveraging data to improve the customer experience.
• Empower your own employees by enabling greater and more mobile productivity and collaboration in the new digital world of work.
• Optimize operations, automating and simplifying business process across sales, operations & finance.
• Transform products service and business models ( Become a digital company)
Page 166– Quantum Computers
• “ Quantum computers will not stake the form of new stand-alone, super-fast PC but will operate as a co-processor , receiving its instructions and cues from a stack of classical processors” .
BSA, BSPCE, actions gratuites ? Comment motiver ses salariés dans une start-u...Marseille Innovation
Lorsqu’il veut faire grandir son entreprise, le chef d’entreprise doit attirer les talents en fidélisant les membres de son équipe. Mais comment rémunérer de manière attractive ses salariés, ou ne pas se les faire débaucher, lorsqu’on est une toute jeune start-up ou une PME sans moyens ? Très appréciés des investisseurs, ces outils d’intéressement au capital, s’ils sont bien construits, permettront d’impliquer les salariés dans la création de valeur de l’entreprise et de renforcer la motivation des équipes.
These board deck templates include customizable slides and advice from the VCs at NextView Ventures. Use them to save time while building a deck based on best practices as a startup founder or CEO.
Venture Capital Unlocked (Stanford) / Venture Capital 2.0Dave McClure
slides for my "Venture Capital 2.0" opening talk at Stanford School Continuing Studies, VC101 class "Venture Capital Unlocked" #VCunlocked #500startups
The changing nature of strategy requires new ways of thinking and doing. Experience strategy is a systemic and an active form of strategy that drives brand coherence and builds brand relevance through constantly seeking new knowledge and new meanings
Guest lecture corporate venture capital (herman kienhuis)Herman Kienhuis
Guest Lecture about Corporate Venture Capital by Herman Kienhuis for Corporate Venturing course, MSc Business Administration, Amsterdam Business School (University of Amsterdam - UvA)
Know how venture capitalists value your deal....understand how they are compensated...see what creates value and how investors assess your "risk factors."
A great slide show presentation that provides solid answers to many of these essential questions Check out mikeklein2010.wordpress.com
The Truth About Startups: What I wish someone had told me about entrepreneurs...Yevgeniy Brikman
This is the talk I gave at MIT's Martin Center for Entrepreneurship. It's a talk I wish someone gave me when I was in college to help me think about the role of entrepreneurship and startups in my career.
You can find the video of the talk here: https://www.youtube.com/watch?v=Rus32iR_Ag0
‘Culture deck’을 통해 브랜디의 비전과 기업문화를 소개합니다.
브랜디의 정체성과 사업 전략, 인사정책 등 우리 기업의 모든 것을 담은 이 장표를 외부에 공개하는 이유는 다음의 3가지 목적을 가지고 있습니다.
✔ Early stage에 있는 기업들에 이정표가 되길 바랍니다.
세상에는 이미 크게 성공한 기업들이 많고 그 방법론이 잘 공개되어 있지만 브랜디처럼 현재 진행형으로 성장하는 기업의 이정표는 또 다른 도움이 될 수 있을 거라 믿습니다.
✔ 브랜디에 합류를 고민하고 있는 분들에게 우리의 모든 것을 알려드리고, 정보의 비대칭을 해소하고 싶습니다.
우리는 새로운 기업을 선택하는 것이 누군가의 인생에 얼마나 지대한 영향을 미치는지 너무나 잘 알기에 당신이 인생을 건 선택을 할 때 브랜디가 제공해 드릴 수 있는 정보를 모두 제공해드리고 싶습니다.
당신과 우리가 ‘합’이 잘 맞는 파트너가 될 수 있을 것인지, 이 Culture deck을 통해 미리 확인해보면 좋을 것 같습니다.
✔ Culture Deck을 통해 BRANDIan과 시장의 우수한 플레이어들과 투자자에게 약속을 하고 싶습니다.
우리가 선언하고 다짐한 이 Culture deck이 많은 사람들에게 공개되는 것은 매우 부담스러운 일이지만 그럼에도 브랜디는 Deck을 외부에 공유함으로써 우리가 가지는 이 부담을 기꺼이 안고 이 길을 걸어가려 합니다.
언젠가 판단이 흔들리거나 어려운 문제 앞에 섰을 때, 이 Culture deck을 마음 깊이 되새기겠습니다.
브랜디의 컬처덱을 천천히 보시고 브랜디에 궁금한 점이나 흥미가 생기신 분들은 언제든지 편하게 연락 주세요.
The Evolving Culture-Scape and Employee ExpectationsT-Mobile
Co-presentation with Michael Savage (JWT INSIDE) at the 2014 Recruiting Trends Conference on 10/29/14 which explores how successful companies prioritize culture in their organizational design and strategy, thereby driving strong results across people and financial metrics alike.
Please explore the presentation below for more detail, or reach out to one of the key contacts if you’d like to discuss how Venture Path could help your organisation innovate and grow.
CB Insights’ Growth Collective demystifies the growth strategies of the world’s largest organizations. We surveyed 365 corporate venture capital arms to understand how CVCs govern, set objectives, compose their teams, embed processes, and use technology. This research is the most comprehensive look at how CVCs operate and drive growth in their organizations. Growth Collective members also have access to best practices and tools to better deliver on their corporate venture capital goals.
Tech giant Microsoft’s India-born CEO Satya Nadella’s first book in which he explores his personal journey, the company’s ongoing transformation and the wave of technological change will hit the future.
The book titled “ Hit Refresh “ carries a foreword by Microsoft co-founder Bill Gates.
Some of my Key picks from the Book
Page 38 & 39- 3 Business & leadership principles learned from Cricket
• Compete vigorously and with passion in the face of uncertainty and intimidation
• Put your team first, ahead of your personal statistics and recognition.
• One brilliant character who does not put the team first can destroy the entire team.
Page 119
• “ To be a leader in this company, your job is to find the rose petals in the field of Shit “ – We can look at a leader as an operator of a machine. Machines are built up using a lot of different cogs of all sizes that coherently work together as one giant machine. So be definition it is important to select cogs that you know you can trust and rely on before operating your machine. Since without these cogs, it all falls apart and you would not be able to operate anything.
Page 119 & 120 -Leadership Principles
• Bring clarity to those you work with. By taking internal and external noise and synthesizing a message from it to deliver to your team.
• Leaders generate Energy, not only on their own teams but across the company.
• To find a way a way to deliver success to make things happen. This means driving innovations that people love and are inspired to work on; finding balance between long-term success and short-term wins; and being boundary-less and globally minded in seeing solutions.
Page 125 – Our Partners
• “ For everyone working with partners, I encourage you to ask yourself “ What could be?” and explore new, creative ways to do interesting things that add value back to our platforms for customers” .
Page 126 – Four initiatives every company must make a priority
• Engage with your customers base by leveraging data to improve the customer experience.
• Empower your own employees by enabling greater and more mobile productivity and collaboration in the new digital world of work.
• Optimize operations, automating and simplifying business process across sales, operations & finance.
• Transform products service and business models ( Become a digital company)
Page 166– Quantum Computers
• “ Quantum computers will not stake the form of new stand-alone, super-fast PC but will operate as a co-processor , receiving its instructions and cues from a stack of classical processors” .
BSA, BSPCE, actions gratuites ? Comment motiver ses salariés dans une start-u...Marseille Innovation
Lorsqu’il veut faire grandir son entreprise, le chef d’entreprise doit attirer les talents en fidélisant les membres de son équipe. Mais comment rémunérer de manière attractive ses salariés, ou ne pas se les faire débaucher, lorsqu’on est une toute jeune start-up ou une PME sans moyens ? Très appréciés des investisseurs, ces outils d’intéressement au capital, s’ils sont bien construits, permettront d’impliquer les salariés dans la création de valeur de l’entreprise et de renforcer la motivation des équipes.
These board deck templates include customizable slides and advice from the VCs at NextView Ventures. Use them to save time while building a deck based on best practices as a startup founder or CEO.
Venture Capital Unlocked (Stanford) / Venture Capital 2.0Dave McClure
slides for my "Venture Capital 2.0" opening talk at Stanford School Continuing Studies, VC101 class "Venture Capital Unlocked" #VCunlocked #500startups
The changing nature of strategy requires new ways of thinking and doing. Experience strategy is a systemic and an active form of strategy that drives brand coherence and builds brand relevance through constantly seeking new knowledge and new meanings
Guest lecture corporate venture capital (herman kienhuis)Herman Kienhuis
Guest Lecture about Corporate Venture Capital by Herman Kienhuis for Corporate Venturing course, MSc Business Administration, Amsterdam Business School (University of Amsterdam - UvA)
Know how venture capitalists value your deal....understand how they are compensated...see what creates value and how investors assess your "risk factors."
A great slide show presentation that provides solid answers to many of these essential questions Check out mikeklein2010.wordpress.com
The Truth About Startups: What I wish someone had told me about entrepreneurs...Yevgeniy Brikman
This is the talk I gave at MIT's Martin Center for Entrepreneurship. It's a talk I wish someone gave me when I was in college to help me think about the role of entrepreneurship and startups in my career.
You can find the video of the talk here: https://www.youtube.com/watch?v=Rus32iR_Ag0
‘Culture deck’을 통해 브랜디의 비전과 기업문화를 소개합니다.
브랜디의 정체성과 사업 전략, 인사정책 등 우리 기업의 모든 것을 담은 이 장표를 외부에 공개하는 이유는 다음의 3가지 목적을 가지고 있습니다.
✔ Early stage에 있는 기업들에 이정표가 되길 바랍니다.
세상에는 이미 크게 성공한 기업들이 많고 그 방법론이 잘 공개되어 있지만 브랜디처럼 현재 진행형으로 성장하는 기업의 이정표는 또 다른 도움이 될 수 있을 거라 믿습니다.
✔ 브랜디에 합류를 고민하고 있는 분들에게 우리의 모든 것을 알려드리고, 정보의 비대칭을 해소하고 싶습니다.
우리는 새로운 기업을 선택하는 것이 누군가의 인생에 얼마나 지대한 영향을 미치는지 너무나 잘 알기에 당신이 인생을 건 선택을 할 때 브랜디가 제공해 드릴 수 있는 정보를 모두 제공해드리고 싶습니다.
당신과 우리가 ‘합’이 잘 맞는 파트너가 될 수 있을 것인지, 이 Culture deck을 통해 미리 확인해보면 좋을 것 같습니다.
✔ Culture Deck을 통해 BRANDIan과 시장의 우수한 플레이어들과 투자자에게 약속을 하고 싶습니다.
우리가 선언하고 다짐한 이 Culture deck이 많은 사람들에게 공개되는 것은 매우 부담스러운 일이지만 그럼에도 브랜디는 Deck을 외부에 공유함으로써 우리가 가지는 이 부담을 기꺼이 안고 이 길을 걸어가려 합니다.
언젠가 판단이 흔들리거나 어려운 문제 앞에 섰을 때, 이 Culture deck을 마음 깊이 되새기겠습니다.
브랜디의 컬처덱을 천천히 보시고 브랜디에 궁금한 점이나 흥미가 생기신 분들은 언제든지 편하게 연락 주세요.
The Evolving Culture-Scape and Employee ExpectationsT-Mobile
Co-presentation with Michael Savage (JWT INSIDE) at the 2014 Recruiting Trends Conference on 10/29/14 which explores how successful companies prioritize culture in their organizational design and strategy, thereby driving strong results across people and financial metrics alike.
Please explore the presentation below for more detail, or reach out to one of the key contacts if you’d like to discuss how Venture Path could help your organisation innovate and grow.
Webinar: 5 Things to Prepare Your Company for Growth - 2-time CEO, Matt PetersonMatt Peterson
Growth doesn’t happen by accident. It takes strategic planning and focused execution to make it a reality. Learn the basics on how to prepare your company for growth. Ideal for CEO’s, CFO’s, VP’s of Marketing. VP’s of Sales, and VP’s of Customer Experience.
Stratup creation processus. What is a startup. Startup vs traditional company. Purpose. Idea generation. Market Research. Build a team. Business Plan canvas. Prototype. Algerian Legal Structure & Registration. Funding. Challenges. Obstacles...
Very few businesses need more data - what they actually need is the time and skills to turn that data into something useful. To "know what they know" and act on it.
Sales enablement for startups and SME organisations M Baba Sam
Consulting engagement - As an output, the leadership team would have a document that would be a blue print for driving sales and marketing initiatives to build a healthy sales funnel and an operational framework for tracking milestones for achieving revenue targets, quarter on quarter, for the entire financial year.
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New zealand disability support network 2012 social enterprise workshop
SUCEEDING AT SOCIAL ENTERPRISE - Learning’s, tools and engagement from two social entrepreneurs.
Zero to 100 - Part 2: Building a Repeatable, Scalable Growth ProcessDavid Skok
Zero to 100 is a learning program from David Skok. It is a detailed instruction manual for how to take your startup from zero to $100m, with a particular focus on the area of building a go-to-market machine. So many of today’s founders come from a product or technical background, and have never been involved with sales and marketing. Right after starting their venture, they are hit with the huge problem of how to build their go-to-market organization and processes. It breaks the journey down into 9 steps, and explains why it is crucial not to skip steps in this journey in the rush to get ahead. The major emphasis of the course focuses on building a repeatable, scalable and profitable growth machine. Once you have that in place, you are ready to hit the gas and scale like crazy.
To see videos of the presentations, click here: https://www.forentrepreneurs.com/matrix-growth-academy-zero-to-100-videos/
"Over 50% of acquisitions had prior partnership relationships!"
Whether you are seeking to be acquired or to partner for revenue growth, the process is similar, a Partnering Process.
Better to be approached to be bought than to actively sell your company.
How do you do it?
Want to grow the 'Strategic Value' of your business?
Learn how to Increase your: ● Attractiveness ● Potential ● Revenue growth
While increasing your shareholder value!
Pick Your Battles - Your Bullseye Target CustomerDonagh Kiernan
You can't win them all, but which customers should you focus on?
Too many companies are afraid to focus on one customer type in case they miss out on opportunities. This "blanding" or diluting down of your message to please a wider audience is stopping you from attracting the best customers for your business.
Your message is not speaking clearly to your Bullseye Target Customers.
Your Bullseye Target Customers don't recognise that your solution is the best option for them.
How much marketing money and effort are you wasting in attracting non-ideal low-probability leads into your pipeline?
● Imagine your pipeline full of ideal customers, Bullseye Target Customers.
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Remove the noise from your pipeline!
Do you have a clear Qualification Criteria to prioritise the leads in your pipeline, to filter those that you should be spending time on?
Want to understand how your business will benefit very quickly from having a clear customer focus?
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LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
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- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
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Enhancing Performance with Globus and the Science DMZGlobus
ESnet has led the way in helping national facilities—and many other institutions in the research community—configure Science DMZs and troubleshoot network issues to maximize data transfer performance. In this talk we will present a summary of approaches and tips for getting the most out of your network infrastructure using Globus Connect Server.
Why You Should Replace Windows 11 with Nitrux Linux 3.5.0 for enhanced perfor...SOFTTECHHUB
The choice of an operating system plays a pivotal role in shaping our computing experience. For decades, Microsoft's Windows has dominated the market, offering a familiar and widely adopted platform for personal and professional use. However, as technological advancements continue to push the boundaries of innovation, alternative operating systems have emerged, challenging the status quo and offering users a fresh perspective on computing.
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Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
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Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
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Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
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DevOps and Testing slides at DASA ConnectKari Kakkonen
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PHP Frameworks: I want to break free (IPC Berlin 2024)Ralf Eggert
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zkStudyClub - Reef: Fast Succinct Non-Interactive Zero-Knowledge Regex ProofsAlex Pruden
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Paper: https://eprint.iacr.org/2023/1886
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A tale of scale & speed: How the US Navy is enabling software delivery from l...sonjaschweigert1
Rapid and secure feature delivery is a goal across every application team and every branch of the DoD. The Navy’s DevSecOps platform, Party Barge, has achieved:
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- Maintenance of superior security standards and inherent policy enforcement with Authorization to Operate (ATO)
Development teams can ship efficiently and ensure applications are cyber ready for Navy Authorizing Officials (AOs). In this webinar, Sigma Defense and Anchore will give attendees a look behind the scenes and demo secure pipeline automation and security artifacts that speed up application ATO and time to production.
We will cover:
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The Metaverse and AI: how can decision-makers harness the Metaverse for their...Jen Stirrup
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How can you help your company evolve, adapt, and succeed using Artificial Intelligence and the Metaverse to stay ahead of the competition? What are the potential issues, complications, and benefits that these technologies could bring to us and our organizations? In this session, Jen Stirrup will explain how to start thinking about these technologies as an organisation.
In his public lecture, Christian Timmerer provides insights into the fascinating history of video streaming, starting from its humble beginnings before YouTube to the groundbreaking technologies that now dominate platforms like Netflix and ORF ON. Timmerer also presents provocative contributions of his own that have significantly influenced the industry. He concludes by looking at future challenges and invites the audience to join in a discussion.
Welcome to the first live UiPath Community Day Dubai! Join us for this unique occasion to meet our local and global UiPath Community and leaders. You will get a full view of the MEA region's automation landscape and the AI Powered automation technology capabilities of UiPath. Also, hosted by our local partners Marc Ellis, you will enjoy a half-day packed with industry insights and automation peers networking.
📕 Curious on our agenda? Wait no more!
10:00 Welcome note - UiPath Community in Dubai
Lovely Sinha, UiPath Community Chapter Leader, UiPath MVPx3, Hyper-automation Consultant, First Abu Dhabi Bank
10:20 A UiPath cross-region MEA overview
Ashraf El Zarka, VP and Managing Director MEA, UiPath
10:35: Customer Success Journey
Deepthi Deepak, Head of Intelligent Automation CoE, First Abu Dhabi Bank
11:15 The UiPath approach to GenAI with our three principles: improve accuracy, supercharge productivity, and automate more
Boris Krumrey, Global VP, Automation Innovation, UiPath
12:15 To discover how Marc Ellis leverages tech-driven solutions in recruitment and managed services.
Brendan Lingam, Director of Sales and Business Development, Marc Ellis
Observability Concepts EVERY Developer Should Know -- DeveloperWeek Europe.pdfPaige Cruz
Monitoring and observability aren’t traditionally found in software curriculums and many of us cobble this knowledge together from whatever vendor or ecosystem we were first introduced to and whatever is a part of your current company’s observability stack.
While the dev and ops silo continues to crumble….many organizations still relegate monitoring & observability as the purview of ops, infra and SRE teams. This is a mistake - achieving a highly observable system requires collaboration up and down the stack.
I, a former op, would like to extend an invitation to all application developers to join the observability party will share these foundational concepts to build on:
2. 2
Andrea Boeri
• Executive summary
• The 7 key elements investors should look for when evaluating a startup
• 1. What makes a startup team potentially great?
• 2. Is the problem to be solved worth the effort?
• 3. Is the proposed solution unique and sustainable?
• 4. Are the startup’s strategy and marketing compelling enough?
• 5. Is the business model scalable?
• 6. Does the startup fit our investment strategy?
• 7. Is the potential return on investment attracting enough considering the risk?
• Conclusions and bibliography
Index
3. 3
Andrea Boeri
This short document present a few findings about how to evaluate a startup. We first identify 7 key elements that we
believe investors should look for, when evaluating a startup. Then we look at each of them separately.
• Team. It’s the integrated presence of several features shown by the entrepreneur, the full time team and the advisors
which makes a startup team potentially great.
• Problem. Is the problem to be solved worth the effort? The answer depends on the presence of a real market
opportunity, its size and growth trend, and the possibility to address environmental and / or societal problems beside
pursuing financial gains.
• Solution. Is the proposed solution unique and sustainable? The presence of a strong and distinctive problem / solution
fit needs to become more and more evident and solid as the startup progresses along the development path.
• Strategy and marketing. A strong problem / solution fit isn’t enough if not supported by clearly defined and viable
strategy and the go-to-market model.
• Scalability. If a business model is scalable, it means that the startup will be able to grow rapidly also in adjacent
markets and / or internationally without excessive technological, structural or regulatory constraints.
• Strategic fit. When the investment is made by a larger company also with industrial (beyond the purely financial)
objectives, the acquiring company should check whether the startup fits the corporate investment strategy.
• Return vs. risk. Startups are naturally risky. To understand whether the potential return from investing in a startup is
worth its risk, several activity and impact / financial metrics should be considered.
In conclusion a startup valuation is probably closer to an art than a science. However, it can be made less based on “gut
feelings” by carefully assessing the several elements that would have the strongest impact on the venture success.
Executive summary
4. 4
Andrea Boeri
• What makes a startup team potentially great?
• Is the problem to be solved worth the effort?
• Is the proposed solution unique and sustainable?
• Are the startup’s strategy and marketing compelling enough?
• Is the business model scalable?
• Does the startup fit our investment strategy?
• Is the potential return on investment attracting enough
considering the risk?
The 7 key elements investors should look for when
evaluating a startup
Team
Key element Key question
Strategy and
marketing
Problem
Scalability
Strategic fit
Return vs. risk
Solution
1
2
3
4
5
6
7
5. 5
Andrea Boeri
• Is there a complete team with relevant experiences
for the identified market opportunity?
• How strong is each team member if measured along
the following dimensions?
✓ Hands-on entrepreneurship (exploration of revenue
streams, “doer”, financial pragmatism)
✓ Technical know how
✓ Client/user centricity (comfortable approaching and
engaging customers, market / industry knowledge)
✓ Diplomatic and networking skills (useful when
dealing with corporate clients / partners)
✓ Personal agility and motivation (always looking for
feedbacks to improve products and self, openness)
• Are team members’ personalities compatible?
• Is there a continuous learning mindset?
What makes a startup team potentially great?
Entrepreneur Advisors
• Are they Board
Members and /
or Shareholders?
• How engaged
(e.g. timewise)
are they?
• Can they provide
mentorship and/
or some
commercial
network?
• Character and personality
✓ Personal integrity and
commitment
✓ Leadership capabilities
✓ Experience, track record,
technical and business skills
✓ Capability to sustain effort
• Confidence
✓ Persuasion in discussing
venture
✓ Capability to evaluate and
react well to risk
• Coachability
✓ Willingness to listen and
learn
Source: Board of Innovation, Startup Investment Guide, www.boardofinnovation.com; Judy Robinett, Crack the Funding Code. What
Investors Think and What They Need to Hear to Fund Your Startup, 2019
Full time Team
It’s the presence of all or most of these features which makes a startup team potentially great
1
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Andrea Boeri
Is there a market opportunity?
• Do potential customers think that this
is a major problem (a “pain”)?
• Why the existing solutions do not
adequately address the customers’
pain?
Is the market opportunity
compelling enough?
• Is the Total Addressable Market (TAM)
large enough? Is it growing?
• Within TAM, is the Serviceable Obtainable
Market (SOM - the market realistically
reachable in the short–medium term)
large enough?
Problem
worth the
effort
Is the problem to be solved worth the effort?2
Is there a environmental
and/or societal impact?
• Would the solution of this problem
bring also non financial benefits
(environmental, societal) to people
and communities?
7. 7
Andrea Boeri
Does the proposed solution solve the identified problem for enough clients? Is the solution sufficiently
differentiated? The answer to this question ultimately relies on the existence of a clear problem / solution fit,
which needs to become stronger and stronger as the startup progresses along the development path
Is the proposed solution unique and sustainable?3
Evidence of
problem/
solution fit
Strong
Weak/ In
progress
Later stage
venture/ SME. High
revenue growth
and clear path to
profitability
Maturity: significant
traction, scalability,
operational efficiency
Problem/ solution fit
validated
Maturity established
market position,
scalable growth
Problem/ solution fit
validated
Startup development stage
Conceptual: Early
stage pre-startup.
Exciting business
idea or plan
Launch: Early stage/
Startup infancy.
Prototype, MVP and
key management
Startup: Increased
credibility. Live
product/ service
and initial
revenues
Venture growth:
sustainability and
scalability. Growing
revenues and some
key partnerships
Maturity: concept/
idea
Problem/ solution fit
in progress
Maturity: idea
launched
Problem/ solution fit
being optimized
Maturity: operational
efficiency, potential
to scale
Problem/ solution fit
validated
Source: Board of Innovation, Startup Investment Guide, www.boardofinnovation.com; CP Ventures, An Easy Guide on How To Evaluate
Your Startup using the Valuation Canvas, https://cp.ventures/blog/evaluate-your-startup-valuation-canvas/
8. 8
Andrea Boeri
❑ Does the company focus on a specific niche or a
limited number of market segments, clearly identified?
❑ Has a sustainable competitive advantage vs.
competitors been identified?
❑ Does the company have a clarified and viable
business model, with a well defined supply chain?
❑ Doe the company hold patents or trademarks?
❑ Has the company a demonstrated earning potential?
If not, can the company demonstrate the results from
the capital invested (MVP, prototypes, customers…)
❑ Has the company a clear idea of the present and future
financial needs and their purposes?
❑ Is there a defined exit strategy?
Are the startup’s strategy and marketing compelling
enough?
4
Strategy Go to market
❑ Has the company clearly identified the target
customers?
❑ Is the demand (volume, price, mix) expected to be
generated by these target customers enough to
support the company’s growth and profitability
objectives?
❑ Is an adequate marketing operational plan in
place to address, cultivate and acquire those target
customers?
❑ Is customer traction growing at a rate in line with
the company’s expectations and plans?
❑ Is the sales team adequately staffed and supported
by a structured salesforce management system?
It’s the presence of all or most of these features which makes a startup’s strategy and marketing
compelling enough for an investor
9. 9
Andrea Boeri
If a business model is scalable, it means that the startup will be able to grow rapidly also in adjacent
markets and / or internationally without excessive technological, structural o regulatory constraints
Is the business model scalable?5
Examples of a scalable business model
❑ A patented technology can be applied to
different uses, for several customers in
diverse sectors
❑ An IT platform can support the growth of a
delivery network without specific limits
❑ The same product can be sold internationally
❑ A distribution network can carry additional
product lines
Examples of a non scalable business model
❑ A technology can be applied only to a limited
market niche
❑ The differentiating capabilities are owned by a
single person or a very small group, and they
cannot be easily transferred
❑ A product needs extensive modifications to
be sold in different countries
❑ A distribution network is tuned to carry only a
limited set of products
10. 10
Andrea Boeri
Driving advances strategy of current business
Does the startup fit our investment strategy?6
Map of possible Corporate Venture Capital investments
When the investment is made by a larger company also with industrial (beyond the purely financial)
objectives, the acquiring company should check whether the startup fits the corporate investment and
innovation strategy
Corporate investment objective
Strategic Financial
Link to
operational
capability
Tight
Loose
Driving
Investment in startup advances
strategy of current business
Example: Facebook acquisition of
face.com, a face recognition platform
Emergent
Investment in startup allows exploration
of potential new businesses
Example: Facebook acquisition of
WhatsApp
Enabling
Investment in startup complements
strategy of current business
Example: Facebook acquisition of
Oculus, a virtual reality company
Passive
Investment in startup provides financial
returns only
Source: Henry W. Chesbrough, Making Sense of Corporate Venture Capital, Harvard Business Review, March 2002; Board of Innovation,
Startup Investment Guide, www.boardofinnovation.com
11. 11
Andrea Boeri
Later stage
venture/ SME
Startup development stage
Conceptual: Early
stage pre-startup
Launch: Early stage/
Startup infancy
Startup: Increased
credibility
Venture growth:
sustainability
Is the potential return on investment attracting
enough considering the risk?
7
To understand whether the potential return form investing in a startup is worth its risk, several activity and
impact / financial metrics should be considered. The relative importance of activity metrics should decrease
vs. that of impact / financial metrics, as the startup grows
Source: Adapted from Board of Innovation, Startup Investment Guide, www.boardofinnovation.com
Impact/
financial
metrics
Activity
metrics
• # of customer interviews
• # of customer problems identified
• # of jobs-to-be-done identified
• # of prototypes developed
• # of insights gathered
• …
• # of experiments run
• Ideas patented
• Grants awarded and prizes won
• …
• Revenue per customer
• Customer lifetime value
• Customer acquisition cost
• Conversion rate
• …
• # of recurring customers
• # of new patent filings
• …
• # of concepts in pipeline
• Average amount spent per stage
• # of MVPs made
• Burn rate
• …
• Customer satisfaction
• Revenue and growth rate
• Reduction of unit cost
• Loss reduction/profitability growth
• Increase in NPV
• …
12. 12
Andrea Boeri
7 A few common methods of startup valuations
Discounted Cash Flow (DCF)
• Based on future expected cash flows,
discounted at venture’s weighted average cost of
capital (WACC)
• It can be applied only when a reliable business
plan is available
• Calculation of the “terminal value” (and especially
of the long term growth rate) can be difficult, even
when using a range of worst – base - best cases
• Also, calculation of WACC (and especially of the
cost of equity) is often a rough estimate
Comparable Transactions
• It is often possible to find one or more indicators
which could be used as a good proxy to calculate the
value of the target startup
• This indicator can be industry-specific (e.g. monthly
recurring revenue for Saas, patent filed for medtech,
…) or based on P&L lines (sales, gross margin, …)
• By calculating average ratios between the company
values in comparable transactions and the values
for the selected indicators in those transactions,
the target startup can be evaluated
Scorecard Valuation
• It uses the average pre-money valuation of other
comparable startups, valuing the target startup
against this benchmark, via a scorecard
• The scorecard is based on elements such as those
presented in this document, with each one receiving
a % weight (the total being 100%)
• A factor (usually in the range 0+ to 2) is assigned to
each of the above elements for the target startup.
The resulting sum is finally multiplied by the
average pre-money valuation of comparable startups
Source: Joachim Blazer; EU-Startups; Founder’s Pocket Guide; Investopedia; Medium; Judy Robinett (see Bibliography)
Valuation by Development Stage
• This approach uses a range of "rule of thumb"
values pre-set by the investors, depending on the
startup's stage. The further the company has
progressed along the development pathway, the
lower the company's risk and the higher its value
• A valuation-by-stage model might look something
like (using stages presented in this document):
✓ Conceptual: USD (or €) 250,000 - 500,000
✓ Launch: USD (or €) 500,000 - 1 Million
✓ …
13. 13
Andrea Boeri
Later stage
venture/ SME
Startup development stage
Conceptual: Early
stage pre-startup
Launch: Early stage/
Startup infancy
Startup: Increased
credibility
Venture growth:
sustainability
Suggested methods of valuation as a startup matures7
Valuation by Development Stage
Comparable Transactions
Scorecard Valuation
Discounted Cash Flow
In a very early
stage, investors
tend to apply “rule-
of-thumb”
valuations, as other
methods are just
not workable
Once the startup begins to show some
metrics, it becomes possible to refer to
comparables and benchmarks, either
through a scorecard valuation method or
directly, via comparable transactions
At this stage,
activity and impact
metrics are mostly
used to compare
startups
At this stage,
financial metrics
are mostly used to
compare startups
The DCF method gains traction as the Business Plan
projections become more meaningful and reliable,
being based no longer on leap-of-faith assumptions, but
on track record, customer contracts, patent filings, etc.
14. 14
Andrea Boeri
In a nutshell, we have identified 7 key elements that we believe investors should look for, when
evaluating a startup: team, problem, solution, strategy and marketing, scalability, strategic fit,
return vs. risk. Startups are naturally risky, and a startup valuation is probably closer to an art
than a science. However, it can be made less based on “gut feelings” by carefully assessing
the several elements that would have the strongest impact on the venture success.
Thank you for your kind attention
Conclusions
I am a senior manager, an advisor and a mentor. I focus on strategy, innovation, performance
improvement, financial services and technology. In my 34 years of international experience, I
have served as a senior partner in strategic consulting, as a senior manager in financial services,
and as a co-founder and mentor of a technology-based start-up. In all roles (advisor, manager,
mentor), I help companies innovate, transform and grow.
You can find my LinkedIn profile at https://www.linkedin.com/in/andrea-boeri-6a33b124/
Andrea Boeri
Milan, October 6, 2019
15. 15
Andrea Boeri
• Board of Innovation, Startup Investment Guide, www.boardofinnovation.com
• Andrea Boeri, Effective Design of Innovation Labs, LinkedIn SlideShare, August 2019
• Andrea Boeri, When You Need a Chief Innovation Officer, LinkedIn SlideShare, September 2019
• Joachim Blazer, The #1 Guide to Startup Valuation. How to Value Your Startup in 12 Easy Steps, 2018
• Jason Calacanis, Angel. How to Invest in Technology Startups – Timeless Advice from an Angel Investor, 2017
• Henry W. Chesbrough, Making Sense of Corporate Venture Capital, Harvard Business Review, March 2
• CP Ventures, An Easy Guide on How To Evaluate Your Startup using the Valuation Canvas, https://cp.ventures/blog/
evaluate-your-startup-valuation-canvas/
• Eva de Mol, What Makes a Successful Startup Team, Harvard Business Review, March 21, 2019
• EU-Startups, The most common ways on how to evaluate early-stage companies, October 2, 2018, https://www.eu-
startups.com/ 2018/10/the-most-common-ways-on-how-to-valuate-early-stage-companies/
• Founder’s Pocket Guide, Startup Valuation, 2017
• Investopedia, Valuing Startup Ventures, May 8, 2019, https://www.investopedia.com/articles/financial-
theory/11/valuing-startup-ventures.asp
• David Kidder and John Geraci, To Innovate Like a Startup, Make Decisions Like VCs Do, Harvard Business Review, May 7,
2018
• Derek Lidow, Ditch the Start-Up Pitch, Harvard Business Review, August 1, 2014
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