20Jan

We Take Care of Our Own

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Those who have been reading this blog for a while know that I am a long time fan of Bruce Springsteen. Yesterday, he released the first single off of his new album Wrecking Ball, which is due to be released on March 6th. The song is titled “We Take Care of Our Own.” As usual, the lyrics give you a lot to think about. Do we take care of our own?  Is this song intended as a statement, an indictment, or a call to action?  One thing is certain, it leaves me excited to hear the rest of the album.

Here is the video as posted on YouTube:

11Jan

Our Investment in QualVu

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Video is powerful.  This is a theme that runs through our portfolio.  Whether it is being used for business intelligence (Envysion) or for creative collaboration (Victors & Spoils), there is not a more effective tool for communication.  Among the companies we work with, no one has leveraged video in a more disruptive manner than QualVu.  That is why we were initially attracted to the company, and why we just led its Series B Financing.

Over the last few years, QualVu has developed an online video platform that allows its customers (largely, consumer facing brands) to gather consumer insights where and when they occur.  Rather than relying on forced focus groups, QualVu uses webcams, flipcams and mobile phones to collect data in real time via video. Once the video is collected, QualVu uses its proprietary engine to mine the raw footage and turn it into useful business intelligence.  The output is delivered through the online portal in the form a report — complete with video playlists and actionable insights.  In addition, all of the raw footage remains available, annotated, and searchable by the client, via the portal.

Qualitative research is a massive industry. There is not a large brand in the market today that doesn’t rely heavily on consumer insights in crafting its message.  Most researchers agree that truly valuable insights come from watching people interact with a product.  Yet, the idea that this data should be gathered by collecting 12 random people in a conference room, asking them questions and watching their reactions through one way glass, seems incredibly inefficient and antiquated.

By leveraging video, cloud technology and their own proprietary software, QualVu allows customers to gather data from real people, using a product as it was intended to be used, and using it in the comfort of their own environment.  All of this allows QualVu to bring its customers “closer to the truth — the holy grail of qualitative research.” In addition, their software allows them do it in a remarkably fast and cost-efficient manner.

We are really excited about QualVu and where they are going to take the world of research in the years to come. John Williamson (CEO), Rodney Holme (CTO) and Brooks Pettus (COO) have built a great team and created a culture that relies on technology, demands high quality, and puts the customer first.  On top of it all, they have fun doing what they do.

Congratulations to the company on completing this financing.  We look forward to exciting times ahead.

22Dec

Dear Santa

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Well, another year is wrapping up, and what a year it has been.  As I look back at last year’s Christmas Wish List, I feel blessed.  I got a lot of what I asked for in 2011, and, based on the continued strengthening of the venture markets, I trust a lot of my readers did as well.

Nevertheless, there is a still a lot to hope for in 2012.

Here’s what was on my list that went to the North Pole:

  • More Fortune 500 companies with aggressive acquisition strategies.
  • A few more Mile High Miracles for Tim Tebow — and a few more opportunities to watch members of the media explain why he can’t play in the NFL.
  • More white board sessions with people that truly inspire me.
  • Lots of tickets to the recently announced world tour by Bruce Springsteen and the E Street Band.
  • A President who understands that true and lasting job creation can only come from policies that encourage entrepreneurial activity.
  • Continued rational behavior in the public markets — even in the day and age of the Facebook IPO.
  • Technology continuing to serve as a tool of the oppressed, and shining light into the darkest corners of the world.
  • A realization in the start-up community that convertible promissory notes can have a negative effect on early stage capital structures.
  • More Pac 12 wins for the new and improved CU Buffs (maybe even a bowl game?).
  • A Congress that deserves an approval rating over 14%.
  • Another shot at a bonefish on a fly line.  Truly addictive.
  • Strong Saas multiples.
  • The end to knee-jerk regulation like the Stop Online Piracy Act.
  • More fairways and greens.
  • An influx of talented computer programmers and developers in the Boulder job market.
  • A few more late night jam sessions with the boys in the band.
  • And most of all, the opportunity to continue to work with people that that inspire me with their ideas, and energize me with their passion.  Thanks to all of you.

Merry Christmas.

Chris

09Dec

When Change Is Good

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For entrepreneurs, the individuals they bring on to their board of directors is one of the most important decisions they will make over the life of their company. A board can either become a group that they lean on for support and feedback, or it can become a source of distraction and frustration.  It can either help create focus and prioritization, or suck management energy that is better spent on the business. It is important to make it the former and not the later.

The challenge for founders is that the composition of an early stage board is often driven by fundraising considerations, more than board considerations.  In other words, board seats go to the lead investors. As companies grow, however, they often look to bring in “outside directors” who are neither part of the management team, nor investors in the company.

Based on my experience, I have two general observations about the addition of outside directors.  One observation is that existing boards (and management in particular) are often very reticent to mix things up — standing by the old credo of,  ”If it ain’t broke, don’t fix it.”  The second observation is that such additions, if done correctly, can be not only beneficial, but catalytic to a company’s growth.

So, how should companies go about selecting an outside director?  While every situation is different, here are a few things I have learned:

  • Make sure they have time. The best candidate on paper will be completely useless if he or she doesn’t have the time to engage. And engaging doesn’t simply mean attending meetings.  It means showing up to meetings prepared to discuss key issues, making introductions and connections on behalf of the company, and taking the time to stay current on the business and the industry.  If a CEO cannot pick up the phone and call a director, then they have done themselves a great disservice.
  • Seek a different point of view. While it is always good to find someone from the industry in which you operate, think broadly.  Is there someone who is trying to solve similar problems, but in a different industry?  Is there someone operating in a different part of the same eco-system?  In other words, don’t look for someone with your same view of the challenges ahead.  Look for someone who sees them from a different angle. New perspective is important.
  • Don’t ask a friend. Given the opportunity to bring on an outside director, I have seen several founders look to a friend.  After all, who doesn’t want an ally in the board room?  The problem is that a CEO doesn’t need a friend, they need an independent and honest point of view.  Don’t be short-sighted. Don’t settle for someone who has your back. Look for someone who can help you win.
  • Be clear on your expectations. As I said above, it is important that a board member has the time and energy to commit to the cause.  The only way to be sure, is to have a clear discussion about expectations.  In addition to giving time, a board member needs to be a champion for the company. They need to help knock on doors and dig deep into their Rolodex.  If they are not comfortable leveraging their relationships and connections, then you should know that up front.
  • Change is reason enough. Even if you do not feel like there is a missing element on your board, change can be good.  Like any decision making group, boards tend to get stale over time.  Past decisions and historical performance have the tendency to lock people into positions, create alliances and keep the group from thinking outside of the box.  Often times, a fresh perspective is all it takes to push beyond these boundaries.
  • Don’t be scared to make another change. If an outside board member is not a good fit, then don’t leave the company to live with the mistake.  In the world of start-ups, there is no time to waste.  In addition, as a company grows, its needs will change.  A company scrambling to land its first customers is not looking for the same person as a company planning to go public.  Find the right person for the right time, and don’t hesitate to move on.

18Nov

The Sputnik Generation

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Last week, I was at the Defrag Conference and Phil Weiser, the Dean of the University of Colorado Law School, was one of the speakers. During his talk on legislation and technology, Phil said something that has really stuck with me. He said, “Our generation’s Sputnik moment has gone unnoticed.”

His comment was referring to a national call to action — an entrepreneurial awakening of sorts.  But as I thought about the Sputnik moment, I couldn’t help but think how clear and defined that call was in 1957.  The American reaction to the Soviet satellite was swift and dramatic. It is largely credited with kicking off the space race, one of the most dramatic periods of innovation in our country’s history.  It concluded with the U.S. celebrating our first man on the moon in 1969 — a moment watched by the world.

So what was this generation’s Sputnik moment?  I would argue that it was less of a moment, and more of a confluence of events. It was not the result of a single action, but of converging circumstances.  Among those circumstances has been the rise of agile development, the acceptance of widespread collaboration, the creation of open source technology and a new world of shared APIs. These, and other things, have all combined to create an unprecedented period of low cost innovation in the U.S., and around the world.

Unlike the era of the space race, however, ours is an environment where technology advances are rarely noticed, let alone celebrated. Instead, they tend to occur daily and blend seamlessly into our lives. For example, in reading the slew of articles about Steve Jobs’ death, I was shocked to see that the first iPhone was released as recently as 2007. Although the dawn of the smart phone was one of the bigger technology landmarks of my lifetime, it is hard to remember the transition. The bottom line is that we have been conditioned to expect and adapt to incremental progress. If there is any doubt, just watch the next generation. My 11 year old daughter had every feature on my new iPhone mastered within an hour. My father, on the other hand, still holds his Blackberry like it dropped from outer space.

So what does this time mean for a technology investor?  It is both scary and exciting.  There is an abundance of opportunities, and the cost of getting a product or service to market is lower than ever before.  In addition, the technology boom has attracted a huge pool of smart, talented and motivated entrepreneurs who, in past generations, would have probably ended up at Fortune 500 companies.

The competition, however, is fierce, and the windows available to achieve success are shrinking.  If a company doesn’t get it right the first time, there is little time to reassess, realign or reboot.  After all, the next generation solution is probably just around the corner — being hatched in a garage or an incubator just down the road.  It is why investing in good people who can adapt, react and problem solve quickly is more important than ever.

So our generation continues to race up the ladder of innovation, spurred not by a fear of the Soviet Union, but a rich and inviting environment for advancement. The irony, of course, is that there is no time to pause and look down, or even celebrate our progress.  I have no doubt, however, that when we get to the top of the ladder, we will have reached the moon — it’s just that we will have done it one rung at a time.

07Nov

A Few Thoughts From VCIR Fall

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VCIR Fall is in the books, and it was a great conference.  The benefit of combining Invest Southwest and VCIR Fall was apparent in the speakers, the attendees, and the presenting companies.  Here are a few observations from two days in Phoenix:

  • On Wednesday night, Michael Bidwell, Owner and President of the Arizona Cardinals, was the dinner speaker.   One thing was quickly apparent, the NFL is an amazing business.  Bidwell was celebrating the fact that Phoenix was recently awarded the 2015 Super Bowl.  Why?  Well, according to Bidwell, when Phoenix hosted the 2008 Superbowl, the result was a $500 million boost to the local economy.  $500 million!  Those numbers put a little different spin on all the debate around publicly financed stadiums.
  • One of the featured speakers was Jahm Najafi, a local businessman who not only runs his own investment company, but serves as Vice-Chairman of the Phoenix Suns basketball team.  His family’s story, and how they made their way from Iran, is very powerful.  Jahm talked about the risks he has taken in his business life — which have been significant.  He explained it by saying that he regards his family, friends, and other personal infrastructure as 90% of his success in life.  It is this attitude that allows him to be fearless with the remaining 10%. It was inspiring, and, based on his success, it appears to be working.
  • There was a lot of talk about the recent “barbell effect” in the venture market.  Seed stage deals and late stage deals are getting done, but the dead zone between Series A and Series C is killing a lot of companies.  It is no surprise if you consider the incredible rise in angel funding, the escalating seed valuations, and how far technology start-ups can stretch a few hundred thousand dollars these days.  The question is whether the barbell is the result of too many bad ideas being funded early, or too many quality companies getting lost in all the noise.  My sense is a little bit of both — which doesn’t make our job any easier.
  • Scott Case, the founder of Start-Up America, gave the keynote address and spoke to a hot topic these days — what makes a great start-up community? The ingredients according to Case: great serial entrepreneurs, community participation (what he calls “density” of engagement), local universities providing talent, large companies serving as initial customers, and the government acting not as a leader, but as a convener of talent.  According to Case, the other key is for communities to celebrate their entrepreneurs by recognizing them as leaders in job creation and innovation.  All very true. One thing is clear, Case is committed to the cause, and he is making a difference in communities around the country.
  • The panel of investment bankers had a few interesting observations. First, they refused to call today’s environment a bubble.  One banker went so far as to describe it as a new paradigm of profitability.  In other words, it is simply the first time the market has seen companies that can grow at this rate and with this level of profitability.  He went on to add, however, that Groupon, the most recent company to hit the public market, is not one of these companies.
  • The bankers also agreed that participants in today’s success stories are fewer and larger.  One banker summed it up when he stated, “I don’t run into a lot of neighbors at cocktail parties talking about their investment in CMGI like I did 15 years ago.”
  • As for hot sectors, they raised an interesting point regarding digital media.  Digital media has been one the most competitive sectors for venture investors, but they questioned whether there were enough large buyers in the space.  Digital media will see more exits, according to the bankers, when LinkedIn and some of the other more dynamic growth stories can get public. Until then, the sector may have trouble living up to the hype.
  • All of the bankers agreed that 2012 is shaping up to be a great year in the markets.  The reason: election years always are. Well, let’s hope so.

As usual, lots of thought provoking conversation at the conference. More importantly, lots of great connections in what continues to be a vibrant and growing venture market.  If you want to be a part of it, then save the date for VCIR Winter in Beaver Creek on February 28th – March 1st.  I look forward to seeing you there.

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