The great news: there is an increasing number of talented, mission-driven emerging managers entering the venture space.
These emerging managers possess the following:
-The authentic desire to enrich the startup ecosystem by building lasting relationships, and effectively deploying capital to support founders and their teams.
-Empathy, which enables them to resonate with founders and their teams.
-First-hand operational experience, as a founder or an executive.
-Strong recognition of the importance of helping investors (Limited Partners, LPs) realize returns on their investment.
If you are a first-time emerging manager raising (or about to) your first or second fund, this post will help you:
-Manage your energy and expectations.
-Plan your priorities.
-Clarify and speed-up your decision-making on key action items.
-Reduce friction in your fundraising process.
1: Have a Clear Personal ‘Why’
Deploying capital can be one of the most rewarding experiences. However, first-time emerging managers have their work cut out for them. Recently, TechCrunch published a piece called The Fight for Seed, covering the changing landscape of Seed funding, in particular, the increasing amount of competition for Seed deals from larger, established venture funds. A few key themes from that post:
Many founders select their investors based on the partners first, not just the brand name.
Founders appreciate and value hands-on, responsive, and thoughtful support — something smaller teams and funds are happier and more able to provide at the seed stage.
Seed funds must differentiate themselves on two fronts: 1) Personal leadership and influence, 2) Value-add model (recall: today, founders demand more than capital from their investors).
Subsequently, there is an incredible opportunity for emerging managers to differentiate themselves in the early-stage venture space by building trust and scaling their capacity to deliver a ‘hands-on’ touch. But raising a fund requires a lot of effort. Therefore, it is just as essential to ensure you are clear about why you want to build a fund and what specifically about it inspires you. Your motivation must be intrinsic. Take some time to reflect on these questions:
-Why do you want to start a venture fund?
-What good thing comes to you and others when you raise a fund?
-If not venture, what else would you consider doing?
2: General Partners (GPs) Must Take the Lead
How do you eventually gain the trust and confidence of LPs, especially institutional investors who are more risk-averse? While everyone has a different risk-profile, everyone agrees that it is a good idea to maximize rewards and minimize risks. Therefore, to demonstrate that their fund has potential, GPs should look to demonstrate the following:
Disciplined, consistent effort.
Strong track record of successful investing.
Strong relationships with founders, fellow GPs, and the ecosystem.
Deep understanding of the market.
Furthermore, GPs must lead the fundraising as opposed to advisors, associates, chiefs of staff, broker-dealers, or an anchor LP. And, the more experienced the GP is, the better. LPs see experienced GPs as lower-risk, generally speaking, than emerging and especially first-time managers. Many broker-dealers won’t work with you unless you have already had your first close, or if you have a tremendous track record.
Therefore, most first-time emerging managers will be raising a seed fund without institutional investment. There are exceptions to the rule. However, you are unlikely to attract an institutional investor during the formative stages of Fund I. So, to start, your initial LP base will consist of mostly family offices and high net-worth individuals.
3: Clarify Your Thesis
The venture space is saturated with emerging funds and venture brands. It has become very difficult for LPs to differentiate one venture fund from another. Without clear differentiation, it will be an uphill battle for GPs to:
Secure meetings with LPs who can provide the capital for your deployment.
Attract founders and their companies to invest in and grow.
There are several ways funds differentiate themselves. Typically, this involves a unique combination of one or more of the following (but not limited to):
-Founder Niche: are you empowering female founders, an underserved group, or a group with clearly defined traits? For example, Unshackled Ventures serves visionary immigrant founders, and Neotribe nurtures rebels.
-Industry: Are you focusing on agricultural technology? Fashion technology? Food supply chain? Financial technology, such as with Fin VC?
-Funding Structure: clear protocols regarding what stage of investment and whether you lead rounds or not. For example, Precursor Ventures focuses on providing the very first round of funding for founders, regardless if they are proven or not.
-Operational Structure: Is it a startup studio where fund managers and their teams provide daily, hands-on support, such as with Expa or Human Ventures? Do you offer closed membership and access to specialized knowledge and training that isn’t found publicly?
-Portfolio Support: what is your value-add beyond capital? For example, do you provide deep operational expertise in sales, marketing, go-to-market, and strategic partnerships — a16z is an exemplary fund.
-Track Record: Are you famous for identifying, supporting, and growing unicorns? Do you have a great story behind the founding of your firm? Pejman Nozad @Pear Ventures is a fantastic example of this.
However, don’t seek differentiation for differentiation sake — this comes across as your trying to be something you are not.
A thesis isn’t solid unless it is clear how the GP and the team align with the thesis. The best way to clarify and build your thesis is to audit you (and your team’s):
-Unique interpersonal synergies.
-Experience and expertise.
-Passions and interests.
-Networks and relationship intelligence.
A pattern will reveal itself. I’m a big fan of reverse-engineering a thesis based on the people who are going to be executing upon it. Every emerging manager brings something unique to the table and sees something others do not — reflect, identify, and amplify those points of difference. It is also beneficial for you to engage some trusted advisors to help provide you a 360-degree perspective.
Lastly, your thesis should create a sense of urgency and answer the following questions:
-Why act now and not later?
-What’s the opportunity cost of delaying a commitment to your fund?
4: Build Your Founding Team
Teams statistically outperform solo-GPs. Teams can consist of multiple managing partners, operations managers, VPs, associates, analysts, Entrepreneurs-In-Residence (EIRs), and advisors, for example. A team that is aligned, diverse, and have worked well together before, demonstrates strength and scalability. Again, this all leads to reducing risks and maximizing gains.
However, not all teams are high-performing. For example, numerous funds fall apart because of GP-conflict. Therefore, having long-standing, trusted relationships matter. By long, I don’t mean months, but years. A great example of a founding team built on longstanding trusted relationships is ENIAC Ventures. Their founding GPs have been friends for over 20 years. When you have long-standing relationships with people, you have rich information about them, such as:
-How they behave when things are going well.
-How they behave when things aren’t going well.
-Areas they need support.
Here are some first-principles for vetting folks you want to build a team with:
Map out their core values. Behavior provides insight into what is important to someone. For things they value most, they always have the time, money, and resources for. Furthermore, when someone talks about something they value, they are usually more energized. These are all signals that can help you identify who is values aligned.
Find a project or deal to work on together. One of the best ways to know someone is to work with them on a project. That’s why I am a big fan of first-time emerging managers running SPVs. When running an SPV, you get to understand what’s important to every team member and what value they bring to the table in addition to capital.
Identify and engage a variety of core strengths. A well-rounded team includes a balance of talents and traits such as; detail and data, people and relationships, visionary and inspirational, planning and sequencing, introverted and extroverted. It is rare for one person to possess all these traits and express them to their fullest potential. That’s why we need a team. For example, one person might enjoy organizing events and interacting with people at scale daily — amplifying the brand through networks and generating inbound deal flow. However, you also need someone who is more analytical and can perform diligence using data — identifying critical risks and reporting on their findings.
5: Commit to a Specific Fund-Size
Be clear on what amount you want to raise and stick to it. LPs do not like it if you change your mind on the fundraise amount because it demonstrates a lack of strategic clarity and experience. So, decide on a fixed number, not a range.
Most first-time emerging managers will be raising a seed fund. Without institutional investments, you are looking at a first-fund-size between 100MM — 200MM (there are exceptions).
-Your fund size is directly related to:
-The number of investments you intend to make.
-Remember you have to look at what the Marketplace dictates not what you think is best!
-Even HNW Investors want to mitigate their risks in the smallest fund size of $100MM.
6: Create Your Pitch Deck
In another post I created for early-stage founders, The Essentials of Early-Stage Startup Fundraising, I mentioned the importance of creating content assets to help streamline and scale your outreach: 1) A pitch-deck, and 2) An introductory snippet. The same set of content assets applies for GPs as much as it does for founders.
The pitch-deck communicates:
-A clear thesis (focus) that demonstrates market potential and risk.
-A vision beyond the first fund.
-Track record including but not limited to; past exits, current and past investments.
-Current fund status, including realized and unrealized market value.
-Deal flow insights.
-Proposed fund size.
-Investment criteria and due-diligence process.
-High-level Investment Committee (IC) process.
-Fund terms such as; management fee, incentive allocation, liquidity, committed assets, and capacity.
-Networks and strategic partnerships.
-A compelling reason to act now, not later.
The first pitch-deck you create isn’t going to be perfect. Which is why you should work with a Placement Agent to help you prefect your Deck because “You never get a 2nd chance at making a first Impression”!
At REO Capital we work with more “Emerging Managers” than most other Placement Agents.
Here is our Article on “How to Create a Great Pitchbook to Attract Investors” – http://www.reocapitalllc.com/blog/how-to-create-a-great-investor-pitch-deck
Also you may want to read this Article on “How to Persuade Investors To Invest Into Your Fund” – http://www.reocapitalllc.com/blog/persuade
How to Persude Investors To Your Fund