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Like Many in Chicago, Facebook Moved West to Silicon Valley

The Boston Globe has a well researched story about how and why Facebook moved to Silicon Valley. Why can’t the Chicago newspapers cover technology in such a thorough and complete manner?

I thought I’d rip some of the better quotes out of it that apply to VC, Internet and Chicago and discuss them:

Zuckerberg told the senior associate that he was planning to go to California for the summer, and he wasn’t sure whether he would return to Harvard for his junior year. Summer was less than two months away. The senior associate was pretty sure that if Battery Ventures didn’t invest before then, a Silicon Valley venture firm would discover the deal. For venture capital firms, getting in first can often mean getting a bigger chunk of a start-up for less money – especially if the start-up isn’t talking to other firms. And Facebook wasn’t.

After a second meeting at the Charles, and a visit to Battery’s offices above the reservoir in Waltham, Zuckerberg said he thought Facebook was worth about $15 million, and was willing to accept an investment ranging from $1 million to $3 million, which would have given Battery a substantial chunk of the start-up.

But Battery had already made an investment in an earlier social networking site, Friendster, which was foundering. Zuckerberg struck some partners at the firm as a little too brash. And no one was sure whether Facebook would appeal to anyone other than college students, its target.

From my days in mutual funds and institutional investing, there is an old saying that says “Past performance does not indicate future results.” Why did these VC’s let it cloud their judgment? I especially like the next sentence about Zuckerberg being “too brash”. Many entrepreneurs and great business leaders share this quality, yet these particular VC’s thought that was a problem? Makes little sense.

Through a chance connection, Zuckerberg was introduced to Peter Thiel, a cofounder of the online payment system PayPal, who was running a hedge fund called Clarium Capital. He met with Thiel in August, at Thiel’s office in downtown San Francisco.

Thiel had also been an investor in Friendster, and he knew that the conventional wisdom was that all the social networking sites “were just fads that would come and go,” he says. Thiel listened to Zuckerberg’s pitch in the morning, asked him to go out and grab lunch, and by the time Zuckerberg returned in the afternoon, “we said we’d invest, and we agreed to the basic valuation parameters,” Thiel says.

“It seemed like a good company,” he said, adding, “Most of the time, we’re not that fast.”

Thiel put in $500,000 of his own money in return for 10 percent of the company.

Though I don’t fully believe the chance introduction thing, if the time line is accurate you have to respect Peter Thiel.

“Facebook was perhaps the most controversial deal we’ve done in several years,” says Jim Breyer of Accel Partners. “Some of my best friends in the business were wondering why we’d write a check to a company that had very little defensibility to their business.” Indeed, anyone could potentially build a better site and lure Facebook’s users away.

This is true of almost all start ups, especially ones in social networking.

Greylock partner David Sze, who works on the West Coast, admits that he had the opportunity to invest in Facebook in 2005, but says, “I was too busy – I just didn’t have the cycles to look at it. In retrospect, that was a mistake.”

Smart people always make time to meet with entrepreneurs and potential employees. I actually checked to see if Mr. Sze had a Chicago connection after this statement, but could find none. I do admire his honesty in regards to this after the fact though. According to his Linkedin profile, he’s a Board Member at Digg so he indeed was busy (David if you’re reading this I have a support problem with Digg that is not getting resolved with an email to support – would be happy to discuss privately).

(Looming over Facebook’s success – and any eventual public offering – is a lawsuit filed by several fellow Harvard students who allege that Zuckerberg built Facebook using software code he had originally written for their site, http://connectu.com/, and that he also borrowed parts of their business plan. A Facebook representative said that none of its founders were available to comment.)

I can think of several situations like this in Chicago, but will not name them publicly as I would not want to give the situations undue publicity.

“We don’t want to make Facebook the cornerstone of our growth strategy, but we’re happy to ride the wave,” says Dina Pradel, StyleFeeder’s vice president of marketing.

Very nicely stated.

When I put that question to Accel Partners’ Breyer, who is a native of Natick, he had a one-word answer: no.

“So many of the Facebook employees have come from top Internet companies like Yahoo, eBay, and Google that the culture that has been built at Facebook is fundamentally more consumer Internet savvy than if it would’ve been built anywhere else on the planet,” Breyer says, after praising the engineering talent in Boston.

I think this is a most unfortunate limiting belief.

“Folks in the Valley are incredibly geo-centric to a point of snobbery,” writes Battery Ventures’ Scott Tobin via e-mail. He acknowledges that Silicon Valley is producing more companies than Boston but “to make an argument that great companies can’t be built in any one place is bunk in my mind.”

He mentions Microsoft Corp. in Redmond, Wash., and Qualcomm Inc. in San Diego as examples. “It just takes a good driving attitude to make it happen.”

As for passing on Facebook, “that may turn out to have been a mistake,” Tobin admits.

Scott Tobin, it would be nice to meet you. I agree completely with your comment about driving attitude and I’d also unfortunately have to agree with your geo-centric comment. What do you think the root cause of this behavior is? Does Silicon Valley need more outside thought? I’d like to hear your thoughts.

I’d love to hear Don Dodge’s views on this subject, so I’ll tag him.

I’m also in touch with several mobile advertising and local concepts in the early funding stage, so reading this article was more than a bit fascinating to me. I look forward to hearing your thoughts.

Update: The author of this article has a blog post about it.

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How the Credit Crunch Could be Good for Venture Capital and Other Sectors

There is discussion tonight around the blogosphere regarding the potentially positive impact of the credit crunch on the venture capital flows.

Based on the history of past cycles, like the post dot com bust and 9/11 era created the low interest rate environment that fueled the inappropriate allocation of capital to the housing market. Some would also argue this led to an overfunding of the private equity market. It’s likely a healthy development to see some of this capital shift to potentially higher return projects. The question is will they be Internet, green or mobile search/advertising related? Nobody can say for sure which one will take the lead. Fortunately, I’m in touch with some good ideas in all of these spaces if anyone is looking for early round ideas to fund.

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How Much Equity For Your Venture Capital Funding and Employees?

As discussed in my recent post about a TiE event on Chicago start ups, there are many factors to consider when taking in funding and employees. Don Dodge discussed in great detail Paul Graham’s The Equity Equation post.

So I’d like to ask the blogosphere, “How does one judge this inflection point of being better off with this asset, person or money infusion?”I’d say this is an especially tough question when the many startups aren’t focusing on the priorities in the correct order. When I advise a start up or look to join an Internet, Web 2.0, search engine or mobile start ups, I look for the following things:

1) A workable revenue plan either now or that can be communicated in a believable timeline and/or a data model that collects opt-in data that would allow monetization once scaled.

2) An understanding that bringing in a person with strong knowledge of data models and marketing methods early in the process is critical to success and to reducing the revisions to applications later. A CTO without a logical end goal is all too often a wasted resource that could and should wait until there is a clear execution vision.

3) People that have a passion for creating, implementing and executing on an idea first and foremost.

4) A willingness to march into a new direction without limiting beliefs. This is where breakthroughs originate.

Again, in the end it’s all about judgment and knowing the current teams strengths and weaknesses! I wish you well in your start up ventures.

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TiE Chicago Chapter Start Up Stories

Moderator: Jai Shekhawat, CEO of Fieldglass

Alan Warms, former CEO of Participate and now Publisher of Real Politics (Buzztracker)

Matt Moog, CEO of Viewpoints

James Malackowski, CEO of Ocean Tomo

First up is Alan, founder of Buzztracker. Was part of Freeloader, eShare, Participate Systems, Realclearpolitics.com and now Buzztracker. The opportunity is to build the custom content feeds that can be delivered and used by the entire ecosystem of the Internet domain owners and management companies. I kept waiting for an explanation of how his site(s) added value to the Internet ecosystem from the user’s perspective – I’m still waiting for him to distinguish it significantly from a MFA Splog network.

Matt Moog, CEO and Founder of Viewpoints. Used to work at Q Interactive and Microsoft. We raised $50 Million and then $25 Million in the market and blew through that in 6 months. Recovered to be cashflow positive (2003) and net income (2004). Viewpoints has raised $4.7 Million in series A, currently 7 employees. The business is about reviews in different verticals.

James says that 79.2% of the economy is driven by intangible assets in 2005 and up from 16.2% in 1975. We created Ocean Tomo after we sold our first business. We are the Sotheby’s of intellectual property. People recognize it. Ocean Tomo 300 is now published. Innovation actually outperforms commodities. Ocean Tomo has not taken outside capital at this time.

Throughout the evening one could not help but be impressed by the uniqueness of James Malackowski’s ideas and execution and Matt Moog’s perseverance, transparency and desire to build anew.

What is the best way to become an entrepreneur?

Alan: Live for some period of time without a W-2. Test out a new hypothesis. Go to conferences seeing what people are doing. Start building some things, hire a developer, and try to get a customer or two. How do you decide whether the idea is big enough? Is the market ready for it?

Matt: I was working at Microsoft and was 25 years old. On the side, I took some money and built an application. It was on CD, pre-Internet. Speed up ten years, I wrote the initial plan in 2005 for Viewpoints. Then I left to found it 2006.

James: Unique combination of greed and panic!

Is it about the money?

James: Yes. It’s about sacrificing family and other things.

Alan: You care about the money.

Matt: You have an informal formula. I have not paid myself anything for the past year. I’d be currently willing to do this for up to 3 years.

James: People don’t hedge their bet. There is market space and risk. You can recover your investment.

Matt: With Coolsavings we raised angel money, then got on the hyper growth track of raising more money. A well known investment banker was telling us to raise more money. Then I had $15 Million in debt and $100,000 in cash. I needed to raise some money to hire a staff to do the stuff I couldn’t do. The later you spend the money, the smarter you’ll spend it.

How do you raise too much money?

Matt: I didn’t set out to raise as much as I did at Viewpoints. It’s possible to lose control. Each dollar raised the higher the investor expectation. This is kind of a funny dynamic.

Alan: You’re at point A and you want to get to point F. We try to raise $3 Million and got $13 Million. You get scar tissue.

James, you did it the smart way?

James: Over three years, I was burning up that non-compete, I went to institutional side looking for loans, Harris Bank told us no. Then we asked if they’d lend us $15,000 for a car and there were five of us so we raised $75,000. It’s all about the capital structure and how you communicate a request.

Matt: Always be transparent in everything you do.

Ron May brought up that Moog’s dad had invented the Moog synthesizer. (Matt seems to have a strong desire to stand on his own accomplishments). There was then a question on hiring.

James: The smartest person we hire at Ocean Tomo is the person we hire today.

How do you keep the group in tact?

James: We try to take people outside our industry. That is a huge attraction. You will be richer for the experience even if it doesn’t work. They not only have to believe in the vision, they have to believe in you.

Matt: Lon offered an office out of the blue. Most of the people come from Orbitz. People have to be jazzed about working at our company. I like the people who like to ask questions.

Matt: Lon Chow gave me a book. It’s a “The Four Obsessions of an Extraordinary Executives”. Are people aligned and communicating? In terms of the revenue model figure out how much do ads sell for, what do they look like? On the west coast, build an audience then figure it rules the day. Businesses never grow at the rate that they say they do. Sometimes you’ll grow three times as fast other times not as fast.

Great conversation and event by TiE!!!

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Matt McCall Gives Venture Capital Investing Tips at Barcamp Chicago

As I’ve gotten to know Matt McCall more, I begin to appreciate his approach. He doesn’t fit the preconceived mold that many would think of when they picture the typical venture capitalist. He’s more of the “people’s VC”. He understands that he uncovers unique future management team talent, investment ideas and can contribute to the public relations success of his portfolio companies by attending and sponsoring events like Techcocktail and Barcamp Chicago. Each time I interact with Matt, I learn a little bit more about how the game is played and come closer to mastering it.

This past Sunday, Matt gave an informal speech during Barcamp Chicago. It was a great pleasure to see him talk in such unstructured detail. You may wish to see my past TiE entrepreneurs venture capital discussion panel writeup to learn more about Matt as he moderated an excellent panel back in 2006. Be sure to click through to the link of the full transcript in the Wiglaf Journal.

I was busy asking Matt questions during the talk. I noticed that John Mascarenhas was taking notes and invited John to be a guest blogger with his notes. John has been on the founding teams of three startups, including Fullaudio (Musicnow). John is looking for opportunities with early stage tech ventures including clean tech and has had experiences in strategy, business development, financial modeling, marketing and early sales roles – in operations and as consultant.

Here are John Mascarenhas’ guest blogging notes on Matt McCall’s talk on venture capital at Barcamp Chicago 2007:

Matt McCall, a partner with Draper Fisher Jurvetson Portage, speaks about venture capital. In the spirit of BARcamp, keeps his presentation informal and open, answering questions with the perspective and insight of an experienced investor in early stage technology.

Following are my notes, based more on what is interesting to me than attempting to cover everything that is said. [My comments are in brackets]

VC is right for a minority of start-ups – self-funded or angel investments are right for most tech start-ups. Remember the 10x rule. VC’s need every investment to have a potential for a 10x return, because of the high-risk nature of early stage investments.

Entrepreneurs should ask themselves:
1. Is my idea/nascent business a ‘business’, a ‘product’ or a ‘feature set’
2. How big is the pain I’m solving? Has anyone ever paid for this? (Evangelizing is tough.) Generally, either behavior or infrastructure drives the inflection point. (e.g., widespread broadband made web-video business viable) Who is paying and how much

Size the market from the bottom up. Need to know – we have sold or can sell this widget for $X to Y number of customers. Then, there are x thousand other target customers with the same needs/pain.

Matt likes pay for performance lead generation. Everyone is already trained to give you a cut. It’s not just ad dollars.
Harder models to make work are a) productivity gains…hard to quantify and b) cost savings. Hard to set a test and say here are the cost savings. For cost savings the best route is often outsourcing, so customers do not have to pay a lot of $ to get started

In response to a question, Matt discusses why NDA’s aren’t appropriate for a VC to sign. For example FeedBurner has been successful not because of a proprietary technology, but more because of the excellent customer experience.
1. They cycled very fast, improvements, great customer service.
2. they focused. One thing: syndication services for publishers

FeedBurner would continually iterate to keep ahead of the competition, and not let them get a foothold. The point is you have to know what the comp is doing, [and looking ahead to what could become a competitive advantage for them if you don’t focus on getting there first] Jonathan Wolter of Feedburner was here confirming and adding to what Matt says.

We’re in an era when tech is a commodity. Need to out-execute, and become a standard. (e.g. ruby on rails) User experience is the key. Simpler, no change in customer behavior. Michael Moritz, one of Silicon Valley’s most successful VC’s is highly focused on the user interface.

More advice for entrepreneurs from Matt:

Find teams that are plugged into the network they are dealing with:
– Shows in good understanding of the revenue model
– Shows in knowing your competition doing it now. (if vc asks you about it, don’t say they are no good…shows lack of diligence)
– Don’t quote Gartner etc…it’s meaningless (or worse) to a VC

Response to a question. As VCs use their network to poke around the market place and know more than what the entrepreneur said, that’s not a good sign. With FeedBurner, Matt and his team did early due diligence, checking around the space before investing. What they found confirmed what they were being told by the Feedburner team.

Responds to question asking why he invested in Viewpoints. Matt loves the idea of consumer reviews and re-syndicating it back out. Matt believes that Matt Moog will be continuing star in our region. They are proactively engaging communities and iterating quickly.

Thinking of Viewpoints and other opportunities, Matt talks about the growing model of consolidating content (like reviews) from pools, building community interaction, and re-syndicating that back out. As the Internet evolves, some of the major ways to monetize traffic evolved from banner ads, then search, then/now social networks. Matt thinks the 4th wave is interactive cascading of markets in IPTV, web, mobile etc…two way communication.

Pitch – business plan should be as detailed as you need it to be to get your thinking straight. For VC, 5-7 page summary and 25 or less slide presentation. VC’s all have ADD. Going to win or lose in the first 2-3 slides.
Funding Process: couple weeks to get meeting, few weeks, then one more pitch, then term sheet – then massive due diligence. 4-6 weeks. Assume 6-7 months from start of looking to closing on money.

Market research: loves to see this – we sell x product for x money or something similar for something close to x money. Go deep in a given vertical…how you productize and sell. That is how it works. Prove P, then give visibility on Q, in that vertical. Think in terms of Account worth = y heads $x per month…pipeline of next 100. Matt wants some visibility of how the company will get to $50MM or $100MM revenue.

Responding to a question – says focus will be on one vertical, but also look at analogs to show how you can move into other verticals.

Thanks again to John Mascarenhas for sharing his notes as a guest blogger in the section above.