[keithwhor]

> FWIW, my fund has made ~65 investments in the last 5+ years. Exactly one of those investment offers was made during the first meeting while the founder was in the room. The majority of investments took 2-4 meetings, a few email questions between meetings, and several reference calls. From what I know, most funds that write $250k+ checks work in a similar manner.

Sure: but let's dig in. I'm interested. Out of those 65 investments, how many did you explicitly lead? Sure: the majority took 2-4 meetings. But...

(1) What's a meeting to you? Keep in mind that your Principals and / or Associates conducting meetings and diligence should not qualify as meetings. If it's not with a GP it's not really a fundraising meeting and no founder should reasonably consider it such. Yes, I'm adding a semantic layer here, but this semantic layer is extremely important to founder psychology and how we classify meetings, fundraising success and more.

(2) How many of these investments had a term sheet after only one meeting? Not necessarily with the founder in the room, but this is, for all intents and purposes, functionally equivalent to an investment offer made in the room?

On top of that, is the a correlation between leading an investment round and a fewer number of meetings with a founding team before investing? My intuition based on my own experience and anecdotes of other founders would be that there should be a correlation - happy to be wrong, though.

Also, out of the investments that took "2-4 meetings", did the founders ever roadblock you from investing (i.e. it's a meeting but the founder "isn't fundraising"?) - because this is pretty common (some use it as a tactic but often it's just flat out true), in which case "2-4 meetings" isn't actually "2-4 fundraising meetings." If a founder is at this stage, they don't need this Medium Article's advice: they've already developed the maturity to execute upon a fundraising strategy, you just might not see it due to selection and / or survivorship bias (seems natural, and just how things are done). In fact, they're executing the latter part of the strategy outlined here (have found a lead via "focus", or relatively confident in their ability to receive a term sheet when they pull the fundraising trigger).

We're really pulling apart the fabric at the seams here: there's a reason this article isn't a hundred pages or more, which is realistically the volume of information a founder has to internalize while they're developing their own understanding of the fundraising and investment landscape. They'll also find their experience to be very personal. This advice is meant as a launchpad, and I think it's a good starting point for novice founders.

If I were to give advice to new founders (and I do get asked occasionally, but I'm literally nowhere close to a celebrity fundraiser and still a fledgling entrepreneur) it's, "I still don't understand fundraising. Just be yourself and build something you're passionate about, have confidence, be persistent, be kind, and the right people will come along. You'll probably trick yourself into thinking you understand something about the process, but realistically, fundraising is just about people and relationships, and shit is messy. Be humble and thankful, and try not to waste too much time discussing fundraising strategy with investors on Hacker News."

Disclaimer: I often don't follow my own advice.

[confiscate]

For what it's worth I think both of you have valid points.

The only point I want to add:

- the article explicitly mentions it is advice for EARLY STAGE startups (see "No one knows the value of an early stage startup")

Yes, if the startup is already Series D, the traction numbers are there, I'd see why you would want to ask lots of quantitative questions to get a yes/no decision.

But for an EARLY STAGE startup--would digging in with factual questions really change your decision? At that point everything is just projections and guesswork. The signals are more qualitative than quantitative.

Put another way--as an investor, when was the last time you met an Early Stage startup, came out of the meeting with a "default not invest", emailed them a follow up FACTual question, and the FACTual answer they replied back to you, turned you from a "default no" into a "yes"?

[lpolovets]

Asking factual questions isn't just for learning facts, it's also for seeing how someone things.

Example: "During the call you mentioned the market potential for a CRM for plumbers is $3b. When I did some napkin math I came up with $400m. Can I ask how you arrived at the $3b number?"

Bad answers: "Gartner says the market is $3b" or "CRMs are a $100b market overall, and plumbers are 3% of the workforce."

These are factual answers, but pretty weak.

Good answer: "There are 3.3m plumbers in the workforce. 30% of them are solo entrepreneurs, so they are unlikely to need a CRM. The other 2.3m spend 14 hours per month on managing their contact lists [citation]. We surveyed 30 plumbers and saw a willingness to pay $100/mo if we can reduce the 14 hours down to 2 hours. $100/mo x 12mo x 2.3m plumbers = $2.8b."

This is also a factual answer, but you can tell the founder thought about this more, they did customer development to get good data, etc. As an investor, an answer like this gives me a lot more confidence.

[keithwhor]

I think I'm getting rate-limited by HN so this may be my last response, buuuut:

I think that, unless this was a real example with founders you can name, this is a dangerous example, and even then it's suspect. I have literally not once swayed a "maybe" investor via an email. It's "maybe" and not "yes" for a reason, and the way you've framed it here is as if "maybe" converts to "yes" with enough elbow grease and a cleverly crafted answer. Founders can spend hours writing single e-mails to investors, especially if they're desperate for funding. So what you read as a simple e-mail response may realistically have been half a day of lost fundraising productivity, for, at best, a 10% chance they convert your gut-feeling "maybe" to a "yes."

This is where founders have an intuition about fundraising, especially first-time founders raising early rounds, that investors often just have no way to empathize with because they simply don't know.

I have, however, swayed "maybe" and even outright "no" / "not now" investors by walking away, mentally divesting, and re-engaging particularly helpful ones later with additional proof points. YMMV as a founder but I would recommend this approach 100 times before I ever recommended sinking hours into a clarifying e-mail with an investor who was a "maybe."

Your response may be, "well, just don't spend hours on e-mails then." Sure, tell that to the founder who has literally sunk $20,000 off of their 20% interest credit card and another $20,000 of their lower-middle-class parents' retirement money into their startup. They'll nod and spend the hours anyway. (The cruel irony is that many of the founders insecure enough to spend hours on an e-mail are almost guaranteed to not sway you, meaning that the 10% that do sway you only represent something like 1% of the total time spent on e-mails. This is why this sort of advice exists.)

[lpolovets]

I can't name specific companies because I don't want to violate their privacy. I will say that just in the last few weeks, I can think of one instance where I asked a few questions over email and the answers made me realize that a company wouldn't be a good fit (so they "wasted" time on the email but "saved" time from a 2nd meeting that would've led to a pass). And another instance where I asked a few questions and got really excited by the depth and clarity of the founder's answers. My fund is still talking to this second company, but I am even more excited about investing than before.

I can empathize with founders at least somewhat because funds have to raise money too. Our first fund required 100+ investor meetings, took about 8-10 months to close, and consisted of a lot of small checks. So I do know what a slog fundraising can be, how frustrating investor signals and behavior can be, how hard it is to change someone's mind if they have a strong bias, etc.

> So what you read as a simple e-mail response may realistically have been half a day of lost fundraising productivity, for, at best, a 10% chance they convert your gut-feeling "maybe" to a "yes."

I hope it's not half a day =(. I do have a different framing of time spent though: if you can invest 30 minutes (or even half a day) into an email that has a 10% chance of converting a Maybe to a Yes, then that's very worth it. If you talk to 10 funds like mine that all write $750k checks, then spending 30 minutes x 10 funds to get a $750k commitment means your time is earning $150k/hour. Even if it's half a day instead of 30 minutes -- and I hope it's not -- that's ~$20k/hour. That's a great ROI when you might be trying to raise $1m or $3m.

[keithwhor]

It’s not simply a per hour cost basis: it’s the psychology of pouring your heart into being rejected when, statistically speaking, the writing was on the wall. I’ve seen founders pushed to breaking (myself included) by absolutely mundane shit investors don’t think twice about. Yeah, the “good ones” get over it and move on. Doesn’t change the impact.

Fundraising, for founders, is not a back-of-the-envelope ROI calculation. It’s purely founder psychology management. You’ve raised multiple funds from LPs and should be insanely proud of that fact. Kudos. I’m sure it’s one of the more, if not most, difficult things you’ve ever done.

However: you did that based on, correct me if I’m wrong, a pre-existing network and a safety net of wealth from previous exits as an employee. I’m not trying to “class shame”, that’s not wrong or bad and it doesn’t diminish you, your abilities, your insights or your fund, but founders’ predicaments are often very different and they have a lot more riding on the success of their startup. (Please - if I’m wrong, correct me! I’m not trying to be an ass here and I am making assumptions. I’m prepared to be very wrong.)

My guess is that Justin Kan’s fundraising style is an emergent result of his initial conditions (circumstances at first fundraise) and intuition, and that it’s designed to minimize psychological risk (harmful self-doubt, second-guessing) as much as it’s designed to optimize for a successful close, because the two are tied hand-in-hand.

My only conclusion is that it shouldn’t be dismissed based on anecdotal evidence from a VCs perspective without considering how wildly different founders’ perspectives can be. Again, probably no objective truth, just a whole ton of things to think about!

[lpolovets]

Good point abot the psychological costs.

Re: safety net -- I had some cash saved up from a previous exit, but certainly not enough to not work again. And the first year of Susa Ventures was pretty stressful because I was taking $0 salary, not sure how successful we'd be at fundraising, and getting staler and staler on the coding side (which makes going back to sw development jobs harder). Having a financial safety net definitely helped though.

[confiscate]

Better example. Imagine, as an investor:

- an Early Stage, pre-traction startup gave a pitch to you at a meeting

- you came out feeling "default not invest" (i.e. if nothing new happens you won't invest)

- you later emailed them a Factual question

- they replied with an elaborate Graph/Pie/Chart with lots of numbers to clarify some detail, that the founders decided were not important enough to be in the original pitch

- that Graph/Pie/Chart turned you from "no" to "yes"

when was the last time that happend?

[lpolovets]

Good question. Speaking just for me: if I leave feeling "default not invest" then I will just write a pass email. If I leave feeling interested but wanting to know more, that's when I will ask more questions. If it's 2-5 questions, it'll probably be over email. If it's >5, I'll probably suggest a quick call instead.

Factual answers have sometimes swayed me in a positive direction when I'm skeptical about some number or claim and the founder's answer is strong and changes my mind. They've also swayed me in a negative direction when I'm skeptical or confused about something and a so-so answer takes me from a "maybe" to a "no".

[confiscate]

Interesting, thanks for the clarification

[keithwhor]

Great example. Thank you.

[lpolovets]

> Sure: but let's dig in. I'm interested. Out of those 65 investments, how many did you explicitly lead?

Our first fund wrote $200k-$300k checks and made 40+ investments. Those checks were small parts of seed rounds, and we only led about 10% of the time.

The current fund writes ~$750k checks and has done 20+ investments, and we've led (or co-led) about 50% of the time.

> (1) What's a meeting to you? Keep in mind that your Principals and / or Associates conducting meetings and diligence should not qualify as meetings.

They count for my fund :). Generally we do 2 smaller meetings (maybe associate the first time and partner the second time, maybe partner the first time and partner+associate the second time, etc), then a full partnership meeting.

The rough theme of these meetings are Get to know each other (1st meeting), Dig in more deeply (2nd meeting), and Crowdsourced Q&A (3rd meeting).

> If it's not with a GP it's not really a fundraising meeting and no founder should reasonably consider it such.

It's part of our process. If you don't do well with the first meeting -- regardless of whether it's with a partner, associate, or both -- the process ends. If you do well, again regardless of whom it's with, we'll ask to do a 2nd meeting where we can go deeper.

> How many of these investments had a term sheet after only one meeting?

Of the term sheets we've offered, all took at least a couple of meetings. When we participate on someone else's term sheet, we committed once during the first meeting, and I don't think we've ever committed after the first meeting but w/o a second meeting.

> On top of that, is the a correlation between leading an investment round and a fewer number of meetings with a founding team before investing?

Not for us. If anything, the correlation for us is that we tend to do more diligence/meetings when we lead. When we lead, we know other investors will ask us to share diligence, and the founder will send some investors to us so that we can tell them why we're excited, so we want to have even more conviction than usual. We can get that extra conviction through a little more diligence.

> Also, out of the investments that took "2-4 meetings", did the founders ever roadblock you from investing (i.e. it's a meeting but the founder "isn't fundraising"?)

We don't do a great job of outbound tbh, so usually we meet founders because they are already fundraising or about to start. If someone says they're not fundraising, we've rarely preempted, but for companies we really like, we will continue to communicate regularly with the founders until they decide they want to raise. (And we realize they might decide they don't want to raise at all).

> If I were to give advice to new founders (and I do get asked occasionally, but I'm literally nowhere close to a celebrity fundraiser and still a fledgling entrepreneur) it's, "I still don't understand fundraising. Just be yourself and build something you're passionate about, have confidence, be persistent, be kind, and the right people will come along. You'll probably trick yourself into thinking you understand something about the process, but realistically, fundraising is just about people and relationships, and shit is messy. Be humble and thankful, and try not to waste too much time discussing fundraising strategy with investors on Hacker News."

I think this is great advice :)

(FWIW all of these answers are on behalf of my fund, and other funds might be different. But I generally don't see established seed funds committing after a single meeting.)

[keithwhor]

> It's part of our process. If you don't do well with the first meeting -- regardless of whether it's with a partner, associate, or both -- the process ends. If you do well, again regardless of whom it's with, we'll ask to do a 2nd meeting where we can go deeper.

Great post, going to nitpick here: it doesn't matter what you consider a meeting, it matters what the founder considers it. A meeting with an Associate is not a meeting. It's a "get to know you" - it's not a real meeting until a GP is involved. That's the only time when there's money on the table. And if there's money on the table and there's not a "default invest", that's when you (as a founder) should mentally divest from the relationship. This is, as I understand, literally stock advice from most accelerators and experienced Angels / founders. In fact, I think the general advice is, "do not take meetings from Associates at all if you can avoid it. Get to a GP as fast as is humanly possible."

[lpolovets]

But isn't a 1st meeting with a GP not a real meeting as well in that case? Because if money is not on the table at meeting #1 (whether with a GP or associate), then it's not a real meeting. And that means the only real meeting is the 3rd meeting (partner meeting)... but you can't get there without the first two "encounters" :).

[borski]

Associates cannot generally make investment decisions, and do not generally factor heavily into the decision to invest. A GP does; thus, impressing the GP on the 1st meeting makes it a real meeting. Impressing an associate on the 1st meeting is effectively useless, except for getting you to the real '1st meeting.'

That's how most founders see it, and why the advice of most former founders is 'avoid associates unless there is absolutely no way you can get in front of a GP directly.'

That's not meant to sound offensive, but it's definitely how most founders I've spoken to see it.

[ScottBurson]

> We don't do a great job of outbound tbh

I can only speak personally, of course, but all the time you spend here on HN, and the helpfulness of your posts, have definitely established you as someone I will want to talk to when the time comes.

[lpolovets]

Thanks, Scott! I appreciate that and look forward to hearing from you someday :)