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Modern Healthcare
http://www.modernhealthcare.com/article/20160319/MAGAZINE/303199964?utm_source=modernhealthcare&utm_medium =email&utm_content=20160319-MAGAZINE-303199964&utm_campaign=financedaily Modern Healthcare Why venture capital firms are pouring money into health insurance By Bob Herman | March 19, 2016 Entrepreneur Vivek Garipalli has a dim view of the way health insurance companies treat providers and patients. Patients develop trust with doctors and hospitals, and he thought insurers should be the “glue” between them instead of creating friction. So Garipalli persuaded a couple of venture funds to pump $135 million into his own bid to build an insurer he describes as a technology-based clinical company, rather than “an actuarial engine” like the big legacy players. His company, Clover Health, sells only Medicare Advantage plans and has enrolled 16,000 members as of this month. It differs from UnitedHealth Group and other giants, Garipalli said, in the way it uses real-time patient data to connect seniors to the care they need. The plans also provide free primary-care visits, and notably, don't charge extra for seeing out-of-network providers. “The really large companies, like an Aetna or a United, they're really insurance companies at their core,” Garipalli said. “They spend a lot of money on technology, but we all know there's a big difference between spending a lot of money on technology and being a technology company.” Venture capitalists and entrepreneurs have been investing and building new health insurance and related companies at a torrid pace—which may seem odd, because the industry is highly regulated and has relatively low profit margins. -
RRE VENTURES Technology Venture Capital Since 1994
RRE VENTURES Technology Venture Capital Since 1994 130 E. 59th St. New York, NY 10022 212.418.5100 | www.rre.com DISTINGUISHING QUALITIES RRE Ventures partners with leading entrepreneurs to build world-class businesses Leading early-stage venture capital firm in NYC Over two decades of top quartile performance $1.6 billion under management 240 companies in 7 funds since inception; 114 active portfolio companies Industry-renowned investment team Unmatched Fortune 100 access to support portfolio companies RRE Ventures | Proprietary and Confidential 2 CORE TEAM • H&Q Venture Capital, JPMorgan, IV Systems, • Brown Brothers Harriman, GateHouse Investors, James D. Robinson GE John R. Hass Cheetah Korea Value Fund Managing Partner • Forbes Midas List 2013 Partner • Princeton AB Politics 1994 2010 • Harvard MBA, Antioch BA Computer Science • Advisory Capital, Morgan Stanley, Dillon Read, • Lerer Ventures, stickybits, The Kraft Group, Massive, Microsoft Stuart J. Ellman McKinsey & Co. Steve Schlafman Managing Partner • Adjunct Professor, Columbia Business School Principal • Northeastern AB Summa Cum Laude, Accounting 1994 • Harvard MBA, Wesleyan BA Economics 2013 & Finance • Former Chairman & CEO – American Express Company • Signia Ventures, Bridgewater Associates, Brookings James D. Robinson III • Ret. Lead Director – Coca-Cola; Ret. Chairman Alice Lloyd George Institution, The Wall Street Journal General Partner • – Bristol-Myers Squibb Associate Princeton AB Public Policy, Minor: East Asian 1994 2014 Studies • Harvard MBA, Georgia Tech BS Industrial -
To Download a PDF of an Interview with James
PURPOSE Leadership Lessons An Interview with James D. Robinson III, General Partner and Co-Founder, RRE Ventures EDITORS’ NOTE Jim Robinson fascinated by the dynamics of change about it like weeds in the lawn – they come up also sits on the private boards of a and watching the extent to which peo- every day so we have to be on guard to make number of portfolio companies, ple, companies and countries respond sure they don’t strangle what we’re trying to including Avant, CoverHound, to change or fail to respond to change. accomplish. Fast Performance and NerdWallet. Most often, we have a bell-shaped In a smaller company, change sometimes Additionally, he serves as President curve with those that lead change and rears its head in a different fashion. of J. D. Robinson, Inc. He was then we have a bunch in the middle A number of companies, including some Chairman and Chief Executive and then there is the tail that resists we have started, go out to do X and after nine Officer of American Express change until they are irrelevant. months, they fi gure the market isn’t interested Company from 1977 to 1993 The companies we deal with are in X so they change into Y. and Non-Executive Chairman of not all aimed at disrupting, but they’re Then several months later, they fi gure that Bristol-Myers Squibb from 2005 to aimed at the enterprise or network Y isn’t it either but, in the process, they have 2008, where he sat on the board James D. -
The Handbook of Financing Growth
ffirs.qxd 2/15/05 12:30 PM Page iii The Handbook of Financing Growth Strategies and Capital Structure KENNETH H. MARKS LARRY E. ROBBINS GONZALO FERNÁNDEZ JOHN P. FUNKHOUSER John Wiley & Sons, Inc. ffirs.qxd 2/15/05 12:30 PM Page b ffirs.qxd 2/15/05 12:30 PM Page a Additional Praise For The Handbook of Financing Growth “The authors have compiled a practical guide addressing capital formation of emerging growth and middle-market companies. This handbook is a valuable resource for bankers, accountants, lawyers, and other advisers serving entrepreneurs.” Alfred R. Berkeley Former President, Nasdaq Stock Market “Not sleeping nights worrying about where the capital needed to finance your ambitious growth opportunities is going to come from? Well, here is your answer. This is an outstanding guide to the essential planning, analy- sis, and execution to get the job done successfully. Marks et al. have cre- ated a valuable addition to the literature by laying out the process and providing practical real-world examples. This book is destined to find its way onto the shelves of many businesspeople and should be a valuable ad- dition for students and faculty within the curricula of MBA programs. Read it! It just might save your company’s life.” Dr. William K. Harper President, Arthur D. Little School of Management (Retired) Director, Harper Brush Works and TxF Products “Full of good, realistic, practical advice on the art of raising money and on the unusual people who inhabit the American financial landscape. It is also full of information, gives appropriate warnings, and arises from a strong ethical sense. -
Tive, Inc. Form D Filed 2021-06-24
SECURITIES AND EXCHANGE COMMISSION FORM D Official notice of an offering of securities that is made without registration under the Securities Act in reliance on an exemption provided by Regulation D and Section 4(6) under the Act. Filing Date: 2021-06-24 SEC Accession No. 0001708414-21-000001 (HTML Version on secdatabase.com) FILER Tive, Inc. Mailing Address Business Address 38 CAMERON AVE 38 CAMERON AVE CIK:1708414| IRS No.: 474350087 | State of Incorp.:DE | Fiscal Year End: 1231 SUITE 200 SUITE 200 Type: D | Act: 33 | File No.: 021-403994 | Film No.: 211039641 CAMBRIDGE MA 02140 CAMBRIDGE MA 02140 5088423439 Copyright © 2021 www.secdatabase.com. All Rights Reserved. Please Consider the Environment Before Printing This Document UNITED STATES SECURITIES AND EXCHANGE COMMISSION OMB APPROVAL OMB Number: 3235-0076 Washington, D.C. 20549 June 30, Expires: FORM D 2012 Estimated average burden hours per 4.00 Notice of Exempt Offering of Securities response: 1. Issuer's Identity CIK (Filer ID Number) Previous Name(s) ☒ None Entity Type 0001708414 ☒Corporation Name of Issuer ☐ Limited Partnership Tive, Inc. ☐ Limited Liability Company Jurisdiction of Incorporation/ Organization ☐ General Partnership DELAWARE ☐ Business Trust Year of Incorporation/Organization ☐Other ☒ Over Five Years Ago ☐ Within Last Five Years (Specify Year) ☐ Yet to Be Formed 2. Principal Place of Business and Contact Information Name of Issuer Tive, Inc. Street Address 1 Street Address 2 56 ROLAND STREET SUITE 100A City State/Province/Country ZIP/Postal Code Phone No. of Issuer BOSTON MASSACHUSETTS 02129-1243 617-631-8483 3. Related Persons Last Name First Name Middle Name Komoni Krenar Street Address 1 Street Address 2 c/o Tive, Inc. -
JANUARY 2017 | VOLUME 102 NUMBER 1 | AMERICAN COLLEGE of SURGEONS Bulletin Contents
JANUARY 2017 | VOLUME 102 NUMBER 1 | AMERICAN COLLEGE OF SURGEONS Bulletin Contents FEATURES COVER STORY: Reimbursement changes in 2017 The 2017 Medicare physician fee schedule: An overview of provisions that will affect surgical practice 11 Lauren Foe, MPH; Jan Nagle, MS, RPh; and Vinita Ollapally, JD 2017 CPT coding changes 16 Albert Bothe, MD, FACS; Megan McNally, MD, FACS; and Jan Nagle, MS, RPh Profiles in surgical research: Mary T. Hawn, MD, MPH, FACS 26 Juliet A. Emamaullee, MD, PhD, FRCSC, and Kamal M. F. Itani, MD, FACS The 2016 RAS-ACS annual Communications Committee essay contest: An introduction 33 Erin Garvey, MD | 1 First-place essay: Paying it forward: When the mentee becomes the mentor 34 Kevin Koo, MD, MPH, MPhil Highlights of Clinical Congress 2016 35 ACS Officers, Regents, and Board of Governors’ Executive Committee 46 JAN 2017 BULLETIN American College of Surgeons Contents continued COLUMNS A look at The Joint Commission: ASCPA-SurgeonsPAC makes an Annual report provides details impact on 2016 congressional Looking forward 8 on patient safety, quality elections 80 David B. Hoyt, MD, FACS improvements 69 Katie Oehmen ACS NSQIP Best Practices case Carlos A. Pellegrini, MD, Call for nominations for the ACS studies: Impact of SSI reduction FACS, FRCSI(Hon), FRCS(Hon), Board of Regents and ACS strategy after colorectal resection 49 FRCSEd(Hon) Officers-Elect 82 Lisa A. Wilbert, RN NTDB data points: Annual Report Nominations for 2017 Dispatches from rural surgeons: 2016: Almost a 10 71 volunteerism and humanitarian Rural surgery: High pressure Richard J. Fantus, MD, FACS awards due February 28 84 but rewarding 55 Report on ACSPA/ACS activities, Susan Long, MD, FACS NEWS October 2016 86 From residency to retirement: In memoriam: Jay L. -
Venture-Capital Syndicates' Collaborative Experience and Start-Up
Academy of Management Journal The Past Is Prologue? Venture-Capital Syndicates’ Collaborative Experience and Start-Up Exits Journal: Academy of Management Journal Manuscript ID AMJ-2019-1312.R3 Manuscript Type: Revision Financing of new ventures < Entrepreneurship < Topic Areas, Keywords: Interorganizational linkages < Organization and Management Theory < Topic Areas, Network theory < Theoretical Perspectives Past research has produced contradictory insights into how prior collaboration between organizations—their relational embeddedness— impacts collective collaborative performance. We theorize that the effect of relational embeddedness on collaborative success is contingent on the type of success under consideration, and we develop a typology of two kinds of success. We test our hypotheses using data from Crunchbase on a sample of almost 11,000 U.S. start-ups backed by venture-capital (VC) firms, using the VCs’ previous collaborative experience to predict the Abstract: type of success that the start-ups will experience. Our findings indicate that, as prior collaborative experience within a group of VCs increases, a jointly funded start-up is more likely to exit by acquisition (which we call a focused success); with less prior experience among the group of VCs, a jointly funded start-up is more likely to exit by IPO (a broadcast success). Our results deepen understanding of the connections between organizational performance and collaboration networks, contributing to entrepreneurship research on the role of investors in technology ventures. Page 1 of 65 Academy of Management Journal 1 2 3 4 The Past Is Prologue? Venture-Capital Syndicates’ Collaborative 5 Experience and Start-Up Exits 6 7 8 9 10 11 Dan Wang 12 Columbia University 13 [email protected] 14 15 16 Emily Cox Pahnke 17 University of Washington 18 [email protected] 19 20 Rory M. -
The View Beyond Venture Capital
BUILDING A BUSINESS The view beyond venture capital Dennis Ford & Barbara Nelsen Fundraising is an integral part of almost every young biotech’s business strategy, yet many entrepreneurs do not have a systematic approach for identifying and prioritizing potential investors—many of whom work outside of traditional venture capital. re you a researcher looking to start a Why and how did the funding landscape During the downturns, it quickly became Anew venture around a discovery made change? apparent that entrusting capital to third-party in your laboratory? Perhaps you have already The big changes in the life science investor alternative fund managers was no longer an raised some seed money from your friends landscape start with the venture capitalist effective strategy, and investors began to with- and family and are now seeking funds to sus- (VC). In the past, venture capital funds were draw capital. The main reason for the with- tain and expand your startup. In the past, the typically capitalized by large institutional drawal (especially from VCs in the early-stage next step on your road to commercialization investors that consisted of pensions, endow- life science space) was generally meager returns would doubtless have been to seek funding ments, foundations and large family offices across the asset class; despite the high risk and from angels and venture capital funds; today, with $100 million to $1 billion in capital long lockup periods that investors accepted in however, the environment for financing an under management. Traditionally, the major- return for a promise of premium performance, early-stage life science venture looks strik- ity of these institutions maintained a low-risk, VCs were often not returning any more capital ingly different from that familiar landscape low-return portfolio of stocks and bonds that than investors would have earned by making of past decades. -
Analysis of 2014'S Corporate Venture Capital Activity. Released February 2015
Analysis of 2014’s corporate venture capital activity. Released February 2015 CB Insights is a National Science Foundation-backed company that uses data to provide VCs, corporate strategy, M&A teams and business development professionals with intelligence on emerging companies and disruptive technology trends. To see how our data can make your life easier, visit: www.cbinsights.com 2 3 Corporations making strategic investments in U.S. companies but not as part of a specific separately demarcated venture group are not included. Page 45 details the rules and definitions In 2014, VC funding hit the highest levels since 2000 and we use. corporate VCs played a huge part. Corporate venture capital activity saw a spike in 2014 as deals by corporate venture arms jumped 25% YoY while funding rose 76% behind participation in some of 2014’s largest venture deals ranging from Cloudera to Tango to Slack. Google Ventures led all corporate VCs, investing in 60+% more companies than second place Intel Capital in 2014. Salesforce came in at #3 after a busy 2014, which included investments in Anaplan, Mulesoft, Docusign and others. Average deal size with corporate venture participation reached $23M+ in three of the four quarters in 2014. This was a significant step up from 2013 where average CVC deal sizes Google Ventures and Intel Capital led corporate VCs by number of never topped $17M. U.S.-based exits in 2014, each notching over 3x more exits than third place SR One. In a huge year for healthcare IPOs, four healthcare-focused CVCs made the top 10, all of which counted three or more IPO exits. -
Press Release David Stepp FINAL
Media Contact: Nicole Pack 650-475-3721 [email protected] FOR IMMEDIATE RELEASE Venrock Promotes David Stepp to Partner Palo Alto, Calif., July 31, 2013 – Venrock, a pioneering venture capital firm established in 1969 by the Rockefeller family, today announced the promotion of David Stepp to partner. In addition to helping shape firm strategy, Stepp oversees the firm’s operations and administration, including structuring of fundraisings, investor relations, human resources, and the finance and legal functions. Stepp advises portfolio companies and actively participates in the structuring and implementation of portfolio investments, exits and significant transactions. Stepp is also responsible for the regulatory and compliance functions of the firm and serves as chief compliance officer. “David Stepp has been a key contributor across all dimensions of our business over the last six years,” said Bryan Roberts, partner at Venrock. “David’s promotion is a recognition of his commitment to our firm, its limited partners and our entrepreneurs. He is a terrific colleague and richly deserves this recognition.” Stepp joined Venrock as general counsel in 2007 from Cooley LLP. At Cooley, his practice focused on the formation and representation of venture capital partnerships and the representation of emerging growth and small-cap public technology companies. Stepp earned his B.S. in Molecular and Cellular Biology from the University of Arizona and his J.D. from Harvard Law School. About Venrock Originally established as the venture capital arm of the Rockefeller family in 1969, Venrock continues a tradition of partnering with entrepreneurs to establish successful, enduring companies. With a primary focus on technology and healthcare, portfolio companies have included Adify, Apple Computer, Athenahealth, Centocor, Check Point Software, DoubleClick, Endeca, Gilead Sciences, Idec Pharma, Imperva, Illumina, Intel, Millennium Pharma, SlideShare and Tudou. -
Upper West Side / Central Park
Upper West Side / Central Park Streets West 87 Street, K4-8 West 107 Street, A3-8 Beresford Apartments, The, M8 Summit Rock, M9 Contemporary African Art Gallery, A3 Greystone Hotel, H5 JHS 54, A7 Nicholas Roerich Museum, A3 Riverside Montessori School, G3 St. Ignatius Episcopal Church, K4 Symphony Space, G4 Subway Stations Amsterdam Avenue, A-M5 West 88 Street, J4-8 West 108 Street, A3-8 Bloomingdale Playground, B6 Tennis Courts, F10 Days Hotel, G5 Grosvenor Neighborhood House Kateri Residence, K2 Normandy Apartments, K2 Riverside Park, A2-M2 St. Mary Magdalen Orth. Church, A7 Thalia Theater, F4 81 St-Musuem of Natural History Key Broadway, A4, E-M5 West 89 Street, J4-8 West Drive, B10, F9, M9 Bloomingdale Public Library, D6 The Loch, C11 De La Salle Academy, F5 YMCA, B6 La Perla Community Garden, B7 Open Door Child Care Center, D7 Beach Volleyball Courts, B2 St. Matthew & St. Timothy Trinity Lutheran Church, D6 BC, M9 accessible Central Park West, A-M8 West 90 Street (Henry J. West End Avenue, A-M4 Brandon Residence for Women, L3 The Pool, C9 Douglass Houses, C6, C7 Harcourt Residence Hotel, F4 Louis Brandeis High School, L6 Park West Montessori School, C8 Crabapple Grove Garden, G2 Episcopal Church, L7 Trinity School, H6 86 St 1, K5 entrance & exit Columbus Avenue, A-M7 Browne Blvd), J4-8 Bretton Hall, L5 Central Park Hostel, C8 Dwight School, J8 Head Start, A6, C4, C7, F7, H7, K6 Malibu Studios Hotel, C5 Park West Village, E6, E7 Dinosaur Playground, E2 St. Matthew’s & St. Timothy’s Ukrainian Orthodox Church, M6 86 St , K9 Subway station and BC exits Duke Ellington Blvd West 91 Street, H4-8 Points of Interest Brewster Hotel, K8 Chabad Lubavitch of the West Side, G6 Edward A. -
Comment Letter on File No. S7-37-10
enrock Building Companies that Shape the Future January 23,2011 Via Electronic Mail Elizabeth M. Murphy Secretary Securities and Exchange Commission 100 F Street, NE Washington, D.C. 20549-1090 [email protected] Re: Release No. IA-3111; File No 87-37-10, Exemptions/or Advisers to Venture Capital Funds, Private Fund Advisers With Less Than $150 Million in Assets Under Management, and Foreign Private Advisers (the Proposed Rules) Dear Ms. Murphy: On July 21,2010, President Obama signed into law the Dodd-Frank Wall Street Reform and Consumer Protection Act (Dodd-Frank Act) which, among other things, (i) amended the Investment Advisers Act of 1940 (Advisers Act) to eliminate the current exemption from registration for investment advisers with fewer than 15 clients and (ii) provided for a new exemption from registration for investment advisers solely to venture capital funds (VCF Exemption). The Dodd-Frank Act further required or authorized the Securities and Exchange Commission (the Commission) to adopt or revise certain rules applicable to investment advisers, including a rule defining a ''venture capital fund" (VCF). The Proposed Rules set forth this new definition. Venrock1 is pleased to have the opportunity to comment on the Proposed Rules, with a specific focus on the Commission's proposed definition ofa VCF for purposes ofthe new VCF Exemption. Once finalized, the Commission's definition ofa VCF will have a significant impact on the venture capital industry, not only defining which venture capital funds will continue to be exempted from the significant expense and time commitment required to comply with the reporting regime under the Advisers Act, but also for the first time setting forth a common definition ofa venture capital fund that is likely to be incorporated into future federal and state legislation entirely unrelated to the securities laws.