Back to Home Page
 |
|
Anthony Nassar, Founder & Principal, Venture Momentum,
Inc. |
 |
|
 |
| |
 |
|
In This Issue |
|
|
|
|
|
|
|
|
|
Dear Reader,
I am
excited to bring this new issue of Propel Your Venture to
you after some interruption in its publishing schedule.
Today’s featured interview is with Kelli and David Fox,
who sold their astrology business to iVillage a few years
back. They are now building a new online venture based on
web services around astrology.
I am also
sharing a summary of a recent event by TiE Institute -
Silicon Valley on the popular topic of start-up valuation.
And in today’s article, I discuss my views on the cash
plug technique and its potential pitfalls. This is an
issue you may want to be aware of if you develop budgets
or financial plans, or even if you hire someone to develop
them for you.
Finally, on Tuesday November 14th I’m hosting a one day
event produced by
SDForum.
The event will start with my workshop on financial
planning for start-ups. It will be followed by a
presentation on debt financing alternatives, a workshop on
how to deliver the perfect elevator pitch to investors,
and a VC panel discussion on successful funding
strategies. Further information and registration details
are available here (link omitted as
date expired). I hope to see you there.
To
YOUR Venture’s success,
Anthony
Nassar
Founder & Principal
Venture Momentum, Inc.
415-897-0195
http://www.venturemomentum.com
|
| |
 |
|
Kelli and David Fox
|
Anthony: Kelli, how did you get involved with the
field of astrology, and what prompted you to turn your
passion into a business?
Kelli:
Astrology was something I
started reading a lot about when I was around eight years
old. I always read my daily horoscope in the newspaper so
my interest grew from there. I went to the College of
Humanistic Astrology in Sydney, Australia (where we are
originally from). We moved to the US in 1994 and started
Astrology.net in 1995.
Anthony: David, how long after you
co-founded Astrology.net with Kelli did you sell it to
iVillage, and what factors made its acquisition
compelling?
David:
We sold to iVillage in February of ‘99, just one month
before their very successful IP0. Kelli and I made the
initial
investment that established the company, and we raised
another $250k from five angel investors, but it was clear
that wasn’t going to be enough to build a big company. In
the late ‘90s the costs for doing business were escalating
as venture backed startups were passing money back and
forth between each other. We needed to either raise a lot
more money (which would have meant giving up substantial
equity), or find a buyer. The “bubble” market was another
driver – clearly valuations weren’t going to keep on
rising forever. Our predominantly female audience was
attractive to sites focused on women and we were able to
sell at a premium. Maybe we sold six months too early –
but that is much better than six months late!!
Anthony:
David, both you and Kelli stayed on with iVillage for some
time after the acquisition. What were your respective
roles and contributions towards growing Astrology.net
within the iVillage family?
David:
We ran
a mostly autonomous division. Advertising sales,
accounting and business affairs moved to NY, but content
and technology development, commerce system, customer
service and distribution stayed with us. We grew the
traffic and membership manyfold and in 2001 became the
number one site in the “Divination” category. As
Publisher, Kelli ran the “front-end” and I ran the
“back-end” and business development.
Anthony:
Kelli, last year you and David launched ZDK Interactive,
Inc., a new astrology-focused online venture. Why not just
retire early and enjoy more time with your family?
Kelli:
We tried retiring with different experiences. David got
very busy with one of the companies we had invested in,
then decided to work on the 2004 election with a fellow
Internet entrepreneur. He was busier than ever! Whereas I
contracted a near fatal illness called
Toxic Ephidermal Necrolysis. It happened suddenly and
without warning and to this day no one knows what caused
it. It was some sort of reaction to a toxin or chemical.
Around 70% of my skin just basically burned off. I
literally woke up in a hospital, not knowing what had hit
me. I had been in a coma for two weeks, on life support
and treated in the intensive care burns unit. The corneas
of my eyes burnt off. My lips burnt off. My esophagus and
lungs have burn scars. I was skin grafted from mid-thigh
up my front and back. It’s been over two-and-a-half-years
and I’m a normal functioning person although I do have
some remaining health issues which I do plan to get
through.
As to why we launched a new venture in astrology, I really
felt there was still unfinished business in this arena.
For astrology to reach its potential, interactive
technologies and web services can be used to bring a deep
knowledge of this field to a general audience. Now you can
synthesize and conveniently bring three bookshelves worth
of astrology information to people wherever they are. My
feeling is that other astrology sites haven’t evolved much
in this direction, which is why we’re undertaking this new
project with ZDK Interactive and
theastrologer.com.
Anthony:
Kelli, please describe your product offering and what
makes it unique?
Kelli:
We offer unique content and features through web services.
We provide this information on multiple platforms
including the Internet and mobile. We are displaying the
information through bar graphs and meters as well as
through short and long content. We are taking astrology to
where people are to use in their everyday lives, and that
doesn’t necessarily mean sitting in front of a computer.
TheAstrologer Mobile is a great way to take the most
popular astrology content with you, wherever you go. It’s
available from Sprint and Cingular, with more to follow.
Our web site also offers a range of astrology "reports" or
"assessments.” These are interpretations of the
astrological influences present in your life.
Anthony:
David, to what extent is ZDK a web 2.0 company and what
future plans do you have to continue moving it in this
direction?
Many people decry the term Web 2.0. (There is a great
article by Tim O’Reilly titled “What is web 2.0” which
is worth reading). But I think it helps distinguish a
second generation of services that put the user (or
client, in the case of B2B providers) in control rather
than a traditional broadcast publishing model. The first
thing we did was to focus on services rather than creating
just another destination. Our microcontent management
system allows us to manage content in a highly granular
manner to meet the needs of a diverse range of clients.
Moving beyond the browser on a PC has also been a goal,
and in February we launched our first mobile app on Sprint
and Cingular. As a virtual company with no central office,
we’re definitely web 2.0 consumers making great use of
technology such as the JotSpot Wiki.
Anthony:
David, how are ZDK’s operations financed?
David:
We had quite a few ideas for a new venture and talked over
various ideas with a number of long-time friends and
business colleagues. Two things kept coming up: first,
they wanted to invest in whatever we were doing next, and
second, they thought we should get back into the astrology
business. While we could fund the business ourselves,
outside capital encourages us to grow it faster and the
connections that come through our terrific group of
investors and advisors are invaluable, especially since we
have a global outlook for the business. We have investors
in Australia, UK, Switzerland and the US.
Anthony:
David, what is your experience with offshoring?
David:
When
it works, it’s great! For instance, sending a request out
at the end of day west coast time, and waking up the next
morning to finished code. But it’s equally a let-down to
wake up and find they needed some advice or a connection
to a US-based vendor. It takes close management, picking
the right jobs, and of course the right offshore partner.
Anthony:
Kelli, do you offer one-on-one consultations?
Kelli:
I
don’t actively seek out consultations as I’m so busy
working on the business, but if someone is referred to me
I will give a chart reading. This is what I call my “fun.”
Anthony:
David, do you get involved with philanthropic activities?
David:
I’ve
had quite a bit of “non-profit” experience funding
yet-to-be-successful startups! Seriously though, I
provided the initial funding to establish The
Biomimicry Institute , which is furthering the work of
Janine Benius, and Musica Omnia, a classical music label
organized as a 501c3.
Anthony:
David,
do you have any words of advice for your fellow
entrepreneurs?
David:
Be persistent, because every day presents new challenges
and there will be many times you’ll say to yourself, “What
the heck am I doing this for?!!” And be focused, because
it’s much easier to think up 10 great ideas than it is to
get any one of them done.
Bio
Kelli Fox
KT is the astrologer formerly known as Kelli Fox*. Her
astrological accreditations include: CA NCGR IV, PMAFA,
ISAR C.A.P., FAA. This means she has studied a lot of
astrology for many years which indicates there’s more to
it than just sun signs and daily horoscopes.
KT has been fascinated with astrology since she was a
child in Sydney, Australia. As an eight year old she
carried around a little blue book and recorded the sun
sign of everyone who was willing enough to tell. Linda
Goodman was an early favorite, but as a grown up KT
respects modern day astrologers such as Steve Forrest,
Robert Blaschke, Rob Hand, Bruce Schofield and Dana
Gerhardt to name just a handful. The ancient astrologers
she admires are Johannes Kepler, Evangeline Adams, Carl
Jung, and John Dee to also name just a few.
KT’s first teacher was Alia Ryder at The College of
Humanistic Astrology in Sydney. He was a memorable
teacher and mentor. One of KT’s all time favorite
astrology books is The Compendium of Astrology by
Rose Lineman and Jan Popelka**. She uses Solar Fire***
to run astrology charts and loves the animate chart
wheel feature for Electional astrology. This means
picking the best days and times for events, although she
tries not to let it rule her life.
KT is proud to be the first member of the Founders’
Circle of Kepler College. She is also an Emeritus Member
of the Board of Trustees. Kepler College**** is the only
college in the western hemisphere authorized to issue
BA, AA and MA degrees in Astrological Studies.
In 1995, KT, along with her husband David, created the
world’s leading astrology web site – astrology.com. They
continued to work there until 2003 when they left to
spend more time with friends and family. After a 2+ year
break and a
near death experience KT was ready to bring
astrology to the world again through never seen before
astrological products and services. She feels that with
her recent karmic experience comes newly found insight
and wisdom that she’'s channeling into her life’s work
of continuing to bring astrology to a global audience
for use in everyday life.
*
KT, Kelli Fox by name, provides astrology services
exclusively through TheAstrologer.com and licensees of
ZDK Interactive, Inc. She is no longer working for
astrology.com or NBCU/iVillage.
David Fox
In October '05, David provided the initial financial
support to found The Biomimicry Institute. Earlier in
the year his wife and business partner Kelli convinced
him to join her in starting a new online venture. They
named it ZDK Interactive after the two of them and their
daughter, Zoe.
Several years later, selling this startup enabled him to
make a number of early stage investments. His interests
include cleantech and the juncture of Internet
content/commerce/community.
David moved to San Francisco in '94 to start another
Internet company that ended up following his wife's
interest in astrology. This venture, Astrology.com, was
sold to iVillage in '99. He continued working for
iVillage until Feb '03.
In '85 he co-founded software/hardware distributor
InfoMagic Australia, which represented Aldus, Adobe,
Radius, Supermac and others in the emerging fields of
desktop publishing and multimedia. He sold out to
partner in ‘92. Prior to that he worked in his family's
retail business.
|
|
If
you’re a start-up entrepreneur looking for funding, you’re
probably often thinking about how much your company is
worth. Is there a formula or a methodology used by
investors to determine the value of a start-up or early
stage company?
I
recently attended a
TiE Institute - Silicon Valley event on the subject.
This very well attended event was moderated by
Sanjiv Parikh, Director Business Development at
Microsoft, and included the following panelists:
Tim Chang, General Partner,
Gabriel
Venture Partners,
Tom Kemp, President & CEO,
Centrify,
TM Ravi, President & CEO,
Mimosa Systems, and
Stephen J. Venuto, Partner,
Orrick,
Herrington & Sutcliffe
Sanjiv
did an outstanding job engaging the audience and the panel
throughout the event. He started the program with a
brainstorming session involving the audience on the
factors that might affect the valuation of a startup. He
filled the board with keywords such as team, technology,
market, competition, ROI, and as many others as the
attendees could come up with. He then provided us with the
example of an unnamed company in the emerging enterprise
telephony space that had received an initial round of
concept stage financing of $1M, followed by a recently
closed institutional round of $6M. Some qualitative
information was provided about the company, but not much.
We were asked to organize in small groups and come up with
the post-money valuation of that company.
In my
group, we discussed the need for more information about
the company, including future cash requirements all the
way to positive cash flow, so we could factor in the
return on investment for the VCs. Given such information
was not available, we settled for an X on X approach
whereby the pre-money valuation equated to the funding
amount, giving the company a post-money valuation of $12M.
Interestingly enough, the answers from most groups were
clustered around $20M using a variety of supporting
arguments. One group even suggested a post-money valuation
upwards of $40M. Then came the moment of truth from the
panel.
Tim
Chang gave a quick overview of the performance stats of VC
funds in general. He mentioned that roughly 10% of
portfolio companies are a hit with a return of 10x or
more. The next 30% provide a return of 2x or 3x, followed
by 30% that simply return capital. Finally, 30% are dead
(written off). He added that what’s important to the VCs
is not pre-money, but post-money, because it’s all about
ownership. With difficult exits nowadays, VCs want more
ownership of their portfolio companies. For Series A
valuations, Chang gave us what he called the VCs’ “secret
code” of 5 on 5 or 6 on 6, etc… He added that such a
formula could deviate in some cases by up to 20%-25%. The
target ownership is 50% for the VCs (two VCs at 25% each),
20% for the stock option pool, and 30% for the founders.
He pointed out that he wouldn’t like to take more than 50%
stake in the company in Series A because he wants to keep
the entrepreneur motivated. For Series B, the valuation
exercise is a different story. Chang takes into account
milestones, traction and many other factors including
additional funding needed. So the formula is not as
straightforward as for Series A.
For
Tom Kemp, who co-founded a company (NetIQ) that raised
$11M in the late 90s when it was operating in a
bootstrapped mode, and whose current company Centrify has
raised $21 million, the valuation is more of a negotiated
figure and is a function of the amount to be raised. He
provided us with a list of factors that are looked at when
evaluating Series A and Series B deals.
For
Series A, it’s:
Ö
Team -
which must be a known commodity and have strong skills of
“execution intelligence” in the space, with a demonstrated
track record and good experience.
Ö
Product – must be a pain killer, not a vitamin.
Ö
Differentiation – have a better story than other companies
in the same space. For example, offer a different delivery
method such as software as a service.
Ö
Market
– the management team needs to have a vision for how it
can successfully reach that multi-billion dollar market.
Ö
Fundable Venture – the management team needs to find out
if VCs are interested in that space.
For
Series B, Kemp’s suggestion is to make as much progress as
possible with product development and hit an inflexion
point before raising money. Important factors are:
Ö
Paying
customers
Ö
Enterprise-scale deployments
Ö
Beginning of a repeatable sales model – i.e., the ability
to grow sales by adding salespeople and/or channel
Ö
Partnerships – the ability to increase ASP and lower cost
of sales by leveraging channels and/or OEMs.
For
Venuto, who as an attorney has seen numerous transactions
involving VC funding, the valuation exercise has been a
real mystery because there are no rules, no patterns, and
plenty of aberrations. However, he’s seen that the team
matters a lot, and rock star teams command rock star
valuations. The impression that VCs have of the team is
very important. To improve valuations, founders must
ensure that the next team member is of very good quality.
That said, sometimes good teams get low valuations, and
terrible teams get high valuations. Salesmanship of the
founders is also very important. It’s not enough to be a
good engineer. Entrepreneurs also need to be good
salespeople, and they must be able to clearly articulate
what their business is about. He touched on web 2.0
companies and mentioned that their valuations have been
particularly high recently, with a post-money range of
$20M to $40M. This high valuation is due to a low
development cost, high revenue or revenue potential, and
hype.
Ravi,
who has raised money 7 times, emphasized that the terms in
the term sheet should not be overlooked, as they can be
more important than the valuation itself. He added that
for Series A, the founders should have someone on the team
who knows the space very well and who possesses market
intelligence.
Chang
suggested that entrepreneurs should initially avoid VCs as
long as possible. They should build the company (traction,
customers) in a bootstrapped mode without using VC money,
and then raise enough money to hit major milestones in
order to have an up round in Series B. For example, those
milestones would help achieve a $25M or $30M pre-money for
Series B, after a $10M on $10M valuation for Series A.
Venuto talked about investors who are friends and family,
and cautioned the audience about including only those who
can afford losing their entire investment. “You don’t want
to have the wrong shareholder,” he said. Venuto added that
entrepreneurs should do due diligence on their prospective
VC investors. He said that VC investors could fall into
one of four categories: Active positive, active negative,
passive positive and passive negative. Active negative
should be avoided even if that means taking an investor
with a lower valuation. One way to increase valuation is
to have multiple term sheets, he said. However, it’s
important to keep the terms standard in order to avoid
problems with future rounds. He explained that there are
four items on the term sheet that entrepreneurs should pay
particular attention to:
-
Valuation
-
Liquidation preferences
-
Anti-dilution provisions
-
Protective provisions (such as the right of preferred
stockholders to veto an acquisition)
Regarding the composition of
the board of directors, Venuto said that post Series A,
the board typically includes three members represented by
the VC investing in Series A, and two for common
stockholders including the company’s CEO. For Series B,
the numbers typically go up to five with two VCs, two for
common stockholders including the company’s CEO, and one
independent member elected by the other four members.
All in
all, this was a great event, which provided good
information on valuation and fundraising issues to
early-stage startup entrepreneurs. Be sure to check future
TiE Silicon Valley events
here. |
|
This article pertains
primarily to financial models that are custom-built in
spreadsheets and that are prone to data integrity
vulnerabilities. This discussion may not be relevant to
cash balances derived by robust accounting or financial
planning applications that include adequate safeguards
protecting data integrity.
As you
prepare a budget or a financial plan, you’re tasked with
having to project the single most vital sign of your
business: its cash position over the life of the
plan. A well thought-out model coupled with solid
assumptions will help the accuracy of your projections
including the cash position. However, the use of the
cash plug technique to derive the cash balance could
introduce errors or aberrations in the results, and
therefore “spoil” an otherwise good financial model.
I will
explain what I mean by the cash plug technique using an
actual example, but first, let me share with you the
methodology I use to derive the cash balance in my
financial projections.
Read full article. |
|
At
Venture Momentum, Inc., we help start-up entrepreneurs put
together the pieces of their financial puzzle by providing
a solid foundation from which to successfully raise
capital, manage growth and achieve liquidity. To learn
more about our consulting CFO and financial modeling
services, give me a call at 1.415.897.0195 or visit
http://www.venturemomentum.com
|
|
 |
|
|
Disclaimer: The information in the e-zine (the
"Information") is current as of the date of the issue shown at the top
of the e-zine. The Information is intended solely to illustrate
general concepts and guidelines on various business subjects. It may
not apply to specific situations. The Information does not constitute
accounting, financial, tax, legal or other professional advice. You
are urged to consult with a qualified professional who can understand
your specific situation and advise you accordingly. No Information
creates a warranty. All Information and links to other websites are
provided on an ‘as-is’ basis without any warranties, express or
implied, including warranties of merchantability or fitness for a
particular purpose. In no event shall Venture Momentum, Inc., its
authors, publishers, contributors and editors be liable for any
indirect, incidental, special, consequential, or punitive damages of
any kind whatsoever arising out of your use of this e-zine, the
Information, and/or links to other websites regardless of the cause of
action.
Copyright ©2006 Venture Momentum, Inc. All
rights reserved.
All marks are the property of their respective owners.
|