Why Venture Capital Will Not Be Crowded out by Crowdfunding
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
Venture Capital and Creating Partnerships Between SMB and Larger Traditional Maritime And/Or Tech Corporations
MARITIME BLUE CAPITAL ASSESSMENT CONSOLIDATED FINAL REPORT SEPTEMBER 16, 2019 Supported by: Next Street Financial LLC © Copyright 2019 – CONFIDENTIAL 1 WHAT THIS DOCUMENT INCLUDES > This deck is the full consolidated materials from Next Street’s engagement with the Washington State Department of Commerce in support of the Maritime Blue strategy > All materials from our meetings with the project Steering Committee are presented here, with further details included in the Appendix slides > We have also included an Executive Summary that highlights the key findings from our industry analysis, peer cities research, and capital landscape analysis, and the 10 illustrative capital deals we identified Next Street Financial LLC © Copyright 2019 – CONFIDENTIAL 2 TABLE OF CONTENTS Executive Summary Project Overview Blue Economy Industry Analysis Blue Economy Peer Cities Analysis Blue Economy Local Capital Landscape Debt Equity Grants Blue Economy Capital Landscape Gaps Illustrative Deals Appendix Full Industry Analysis Peer City Case Studies Illustrative Seattle Investments Next Street Financial LLC © Copyright 2019 – CONFIDENTIAL 3 OUR OBJECTIVES AND PROCESS Context for this work Objectives for the engagement > The Washington Department of Commerce partnered with a > This work focused on research of potential funding structures diverse group of stakeholders to develop and launch the to provide investment capital to support economic Washington Maritime Blue Initiative growth of the maritime sector in Washington State > Maritime Blue seeks to promote -
Woodside Capital Partners the $50B Future Opportunity: Cybersecurity at the Edge
Woodside Capital Partners The $50B future opportunity: Cybersecurity at the Edge Nishant Jadhav Managing Director March, 2021 W O O D S I D E C A P I T A L P A R T N E R S Executive Summary • The edge security market is growing with a CAGR of 53% and is expected to grow from $18B in 2021 to $50B in 2026 • The two largest components of the edge security market are Zero-Trust Network Access (ZTNA) & Secure Access Service Edge (SASE), and these sectors represent over 86% of the market and are the focus of this report • Key technology enablers of ZTNA are greater remote access, adoption of cloud services, mixed work/home environments, continuous authentication and application isolation • COVID-19 has accelerated the move towards adoption of these technologies as the consumerization of IT has become more diversified and distributed in a span of 3 quarters • ZTNA empowers SASE which protects Software Defined Wide Area Network (SD-WAN), and together they’re an integral platform for cloud based security and access • This report provides an overview of the technology trends in edge security, key players in this space, and their motivations to excel • This report also provides a sample catalogue of early-stage companies we believe will excel in this space in the next 5 years 2 W O O D S I D E C A P I T A L P A R T N E R S Introduction • This report on cybersecurity at the edge provides an overview of the market, its drivers, its structure, start-ups as well as established players • It is intended to be used by start-ups and growth-stage companies, Venture Capital & Private Equity companies as well as Corporate Development teams and provides key information to assist those developing and implementing cybersecurity strategies • This report covers in some detail: • Software Defined Wide Area Networks (SD-WAN) • Secure Access Service Edge (SASE) • Zero-Trust Network Access (ZTNA) • Over 30 start-ups & growth-stage companies from the above technology sectors are profiled in detail towards the back of this report. -
Valuing Young Startups Is Unavoidably Difficult: Using (And Misusing) Deferred-Equity Instruments for Seed Investing
University of New Hampshire University of New Hampshire Scholars' Repository University of New Hampshire – Franklin Pierce Law Faculty Scholarship School of Law 6-25-2020 Valuing Young Startups is Unavoidably Difficult: Using (and Misusing) Deferred-Equity Instruments for Seed Investing John L. Orcutt University of New Hampshire Franklin Pierce School of Law, Concord, New Hampshire, [email protected] Follow this and additional works at: https://scholars.unh.edu/law_facpub Part of the Banking and Finance Law Commons, and the Commercial Law Commons Recommended Citation John L. Orcutt, Valuing Young Startups is Unavoidably Difficult: Using (and Misusing) Deferred-Equity Instruments for Seed Investing, 55 Tulsa L.Rev. 469 (2020). This Article is brought to you for free and open access by the University of New Hampshire – Franklin Pierce School of Law at University of New Hampshire Scholars' Repository. It has been accepted for inclusion in Law Faculty Scholarship by an authorized administrator of University of New Hampshire Scholars' Repository. For more information, please contact [email protected]. 42208-tul_55-3 Sheet No. 58 Side A 05/15/2020 10:30:18 ORCUTT J - FINAL FOR PUBLISHER (DO NOT DELETE) 5/14/2020 9:49 AM VALUING YOUNG STARTUPS IS UNAVOIDABLY DIFFICULT: USING (AND MISUSING) DEFERRED- EQUITY INSTRUMENTS FOR SEED INVESTING John L. Orcutt* I. ASTARTUP’S LIFE AND FUNDING CYCLES ............................................................... 474 II. VALUING YOUNG STARTUPS ................................................................................. -
VC Glossary Index VC Glossary .⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄..⁄..3
VC Glossary Index VC Glossary .⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄..⁄..3 Basic Processes ..⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄..⁄⁄.4 Business Actors ..⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄5 Documents and Statements ⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄.7 Funding Subcategories ⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄..8 Indicators and Criteria ⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄..10 Investor Types ⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄..⁄⁄⁄⁄.11 References⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄.⁄⁄.14 Credits⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄⁄.⁄.17 VC Glossary The world of Venture Capital is often overwhelming at first sight, even more so when you do not have the primary knowledge. This guide will help you understand the basic context to start getting into this subject. In addition, there will be occasional videos that we believe will help you gain a greater understanding of the concepts listed. 3 Basic Processes First, for a company to raise capital, foundation rounds are necessary. The basic ones that need to be taken into account for these processes are the following. Acquisition: When one company purchases most or all of another company's shares to gain control of that company. Funding Anytime a company raises money from one or more Round: investors. TheyÊre given a letter, such as A Round, B Round, C Round, etc. because each round follows another. The letter identifies which number of rounds theyÊre on. A. Early-Stage Funds: These funds are generally from $2 million to $15 million in size and invest in seed stage and Series A companies but occasionally lead a Series B round. They are also referred to as Seed Rounds, as they help lay the foundation for a company. B. Mid-Stage Funds: These funds usually range from $30 million to $60 million. They generally invest in Series B and later rounds. C. Late-Stage Funds: Take place when the company is successful and self-lowered. -
Accelerating Energy Access
ACUMEN 2018 ACCELERATING ENERGY ACCESS: THE ROLE OF PATIENT CAPITAL ACUMEN WOULD LIKE TO ACKNOWLEDGE OUR PARTNERS THAT GENEROUSLY SUPPORT THE PIONEER ENERGY INVESTMENT INITIATIVE STEVE ROSS & THE BERNARD & ANNE SPITZER SHELLEY SCHERER CHARITABLE TRUST GLOBAL OFFICES SPECIAL THANKS ACCRA, GHANA Special thanks to our peer reviewers Saad Ahmad, David Aitken, Magdalena Banasiak, Morgan DeFoort, Fabio De Pascale, BOGOTÁ, COLOMBIA Christine Eibs-Singer, Peter George, Steven Hunt, Neha Juneja, KARACHI, PAKISTAN Jill Macari, Damian Miller, Jesse Moore, Willem Nolens, Steve Ross, LONDON, ENGLAND Peter Scott, Ajaita Shah, Manoj Sinha, Ned Tozun, Nico Tyabji, MUMBAI, INDIA Hugh Whalan, and David Woolnough NAIROBI, KENYA Special thanks to Carlyle Singer for her strategic guidance and NEW YORK, U.S.A. Harsha Mishra for his analytical research. Additional thanks SAN FRANCISCO, U.S.A. to the Acumen team: Sasha Dichter, Kat Harrison, Kate Montgomery, Jacqueline Novogratz, Sachindra Rudra, and Yasmina Zaidman Lead Authors: Leslie Labruto and Esha Mufti Table of Contents FOREWORD 02 EXECUTIVE SUMMARY 04 INTRODUCTION 06 1. ENERGY SNAPSHOT: 08 ACUMEN’S TRACK RECORD FOR INVESTING IN ENERGY ACCESS 2. THE PIONEER GAP: 12 HOW HAS THE INFLUX OF CAPITAL AFFECTED ENTREPRENEURS? 3. NEED FOR CAPITAL: 16 FILLING GAPS IN OFF-GRID ENERGY MARKETS TODAY 4. THE BIG PICTURE: 26 WHAT IS THE OPTIMAL MIX FOR SCALING ENERGY ACCESS COMPANIES? 5. REACHING THE POOR: 38 USING PATIENT CAPITAL TO ACCELERATE IMPACT 6. BEYOND CAPITAL: 46 WHAT DO ENERGY ACCESS STARTUPS NEED? 7. FACILITATING EXITS: 48 SENDING THE RIGHT MARKET SIGNALS 8. CONCLUSION: 56 WORKING TOGETHER TO CATALYZE ENERGY ACCESS APPENDIX 58 CASEFOREWORD STUDY Jacqueline Novogratz FOUNDER & CEO Dear Reader, I am pleased to share Acumen’s Accelerating Energy Access: The Role of Patient Capital report with you. -
UF Innovate Startup Primer
STARTUP PRIMER UF Innovate | Tech Licensing University of Florida 2018 UF Innovate | Tech Licensing Located in UF Innovate | The Hub, Suite 108 747 SW 2nd Avenue, Gainesville, FL 32601 t: (352) 392-8929 f: (352) 392-6600 http://innovate.research.ufl.edu/tech-licensing/ This guide is a publication of the UF Innovate | Tech Licensing based on a similar handbook prepared by the MIT Technology Licensing Office in 2010. It has been updated and modified to reflect policies and procedures at UF Innovate. The image on the cover is credited Sharon Pittaway on Unsplash. ©2018 UF Innovate. All rights reserved. Contents OVERVIEW ............................................................................................................... 3 TECH TRANSFER AT A GLANCE FOR STARTUPS ....................................................... 4 HOW TO LAUNCH A STARTUP ................................................................................. 5 THE UF INNOVATION ECOSYSTEM .......................................................................... 6 UF INNOVATE | TECH LICENSING........................................................................ 6 UF INNOVATE | SID MARTIN BIOTECH ............................................................... 7 UF INNOVATE | THE HUB .................................................................................... 8 UF INNOVATE | VENTURES ................................................................................. 9 COLLABORATORY FOR WOMEN INNOVATORS .................................................. 9 TECHNOLOGY -
2015 Spring Conference Agenda
2015 Spring Conference Agenda Friday, March 6 – Business Attire 4:00 – 5:00pm Registration……………………………………………..…………..Conference Center, Stoney Creek Inn The theme of the conference is entrepreneuHER: a celebration of the 10th anniversary of a pioneering group of women founding our organization and the importance of an entrepreneurial spirit to being a leader in our personal and professional lives. Check-in and gather your materials for the weekend. Network and catch up with fellow Griffith’s members and meet your mentor/mentee to get the weekend started. Members may have headshots taken during this time. 5:00 – 6:00pm Welcome and Opening Session ………………...………….…..…………………..Salon C, Stoney Creek Inn Welcome Margy Eckelkamp, Griffiths Chair Opening Session: What If You Startup You? Matt Murrie, Social Entrepreneur and edupreneur, Executive Director and Chief Curiosity Curator for What If…? 360 Matt will deliver a session on the entrepreneurial perspective, helping set the tone for the conference: “One of the greatest things I’ve learned we can do to live fuller lives is to think and live like entrepreneurs. Entrepreneurship isn’t about opening a business; it’s about adopting a perspective. The entrepreneur’s perspective is unique because it’s a process. This process is one that is laser-focused on solving problems. Successful entrepreneurs solve those problems by using skills like empathy, creativity, curiosity, lifelong learning, communication and collaboration. By embracing this entrepreneurial perspective and applying it to your life, it helps you close the gap between who you are and who you want to be. It’s not always easy or pretty, but the entrepreneurial journey is one that blazes paths of opportunity for more doing, less wondering, and a life full of purpose.” 6:00 – 7:00pm 10 for 10 …………………………………………………………………..Salon C, Stoney Creek Inn We’ve invited 10 remarkable women to help us celebrate 10 years. -
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. -
Website: Friend Or Foe?
VENTURE CAPITAL & PRIVATE EQUITY FUNDS DESKBOOK SERIES Website: Friend or Foe? Many venture capital firms and private equity firms create and maintain websites—usually eponymous— to achieve such far-ranging goals as building brand recognition, communicating with their existing investors, and creating channels of information with existing and potential portfolio companies. It is appropriate to use a website for such purposes and others, such as describing the industry sectors of interest to a venture capital or private equity firm, provided that certain precautions are taken as described in this article. Caution is warranted when establishing a website because there may be unintended legal consequences lurking within seemingly harmless web content. A scrubbed website can be a true friend for a venture capital or private equity firm. A neglected or carelessly composed website can be a terrible foe. Do Not Solicit Investors When engaged in a private offering (i.e., raising a fund), it is important that venture capital firms and private equity firms keep in mind that many of their funds are relying on exemptions to a number of different securities laws that all have one common requirement: there must be no public offering of securities by or on behalf of any of such private funds managed by such firms. Websites are generally viewed as being publicly available. Regulatory authorities, such as the Securities and Exchange Commission (SEC), have adopted very broad views of what constitutes an offering. As such, any materials on a website that could be viewed as a general solicitation or general advertisement may be considered a public offering by the SEC or other regulatory authorities. -
Walker Report
WALKER REPORT NOVEMBER 2018 Our Support of the Walker Report Over the past several years, Kohlberg Kravis Roberts & Co. L.P. Overview of KKR and our private equity business (together with its affiliates, “KKR,” “we” or “us”) has been KKR is a leading global investment firm that manages multiple working to increase the transparency of our investment activities alternative asset classes, including private equity, energy, and processes, both through formal compliance with guidelines infrastructure, real estate and credit, with strategic partners recommending increased levels of disclosure as well as through that manage hedge funds. KKR aims to generate attractive voluntary initiatives with our clients, partners, portfolio investment returns for its fund investors by following a patient companies and the public at large. and disciplined investment approach, employing world-class In November 2007, a working group formed by The British people, and driving growth and value creation with KKR portfolio Private Equity and Venture Capital Association (“BVCA”) and companies. KKR invests its own capital alongside the capital it led by Sir David Walker issued the Guidelines for Disclosure manages for fund investors and provides financing solutions and Transparency in Private Equity. That publication, which is and investment opportunities through its capital markets also known as the “Walker Report,” makes specific business. References to KKR’s investments may include the recommendations for improving the level of public disclosure activities of its sponsored funds. For additional information by private equity firms operating in the United Kingdom. about KKR & Co. Inc. (NYSE: KKR), please visit KKR’s website at www.kkr.com and on Twitter @KKR_Co. -
FREQUENTLY ASKED QUESTIONS: Commission
Louisville Metro Fre Revenue FREQUENTLY ASKED QUESTIONS: Commission Venture Capital Funds and Family Limited Partnerships WHICH BUSINESS ENTITIES QUALIFY FOR THE VENTURE CAPITAL FUND OL TAX EXEMPTION? The occupational license taxes do not apply to venture capital funds business entities as defined in LMCO 110.03(A)(12). To qualify for the exemption, the venture capital fund must be a limited liability company, limited liability partnership, or limited partnership formed and operated for the exclusive purpose of buying, holding and/or selling securities (including debt Are business entities that qualify for securities), on its own behalf and not as a broker, primarily in non- publicly traded companies, and the capital of the fund is primarily the Venture Capital Funds or Family derived from investments by entities and/or individuals which are Limited Partnerships tax exemptions neither related to nor affiliated with the fund. See LMCO required to file an annual OL return? 110.03(A)(12) for additional information and definitions. So long as the entity files an annual informational return along with the required WHICH BUSINESS ENTITIES QUALIFY FOR THE documentation, the entity is not responsible FAMILY LIMITED PARTNERSHIP OL TAX for filing an occupational license return. EXEMPTION? The occupational license taxes do not apply to family limited partnership business entities as defined in LMCO 110.03(A)(13). To qualify for the exemption, the income received by family limited partnerships must be from a family-owned non-corporate entity where the sole activity of such entity is the production of investment income not derived from tangible or real property and at least 95% of the equity of the family limited partnership is owned by members of the family. -
The Anatomy of an Entrepreneur: Family Background and Motivation 1 Table of Contents
The Anatomy of an Entrepreneur Family Background and Motivation Authors: Vivek Wadhwa Raj Aggarwal Krisztina “Z” Holly Alex Salkever July 2009 AUTHORS Vivek Wadhwa Associate Director, Center for Entrepreneurship and Research Commercialization at Duke University and Senior Research Associate, Harvard Law School Raj Aggarwal Dean and Sullivan Professor College of Business Administration, The University of Akron Krisztina “Z” Holly Executive Director, USC Stevens Institute for Innovation Vice Provost for Innovation, University of Southern California Alex Salkever Visiting Researcher Masters of Engineering Management Program Pratt School of Engineering, Duke University Special Thanks: Robert Litan, E.J. Reedy, Bo Fishback Student Researchers: Moline Prak, Francisco Regalado, Neeti Agarwal, Savithri Arulanandasamy, Tahsin Hashem, Swetha Kolluri, Ayoola Lapite, Jeffery Lee, Lynn Lee, Vinay Lekharaju, Aibek Nurkadyr, Rachel Prabhakaran, Keertana Ravindran, Arjun Reddy, Anisha Sequeira, Karna Vishwas ©2009 by the Ewing Marion Kauffman Foundation. All rights reserved. The Anatomy of an Entrepreneur Family Background and Motivation July 2009 The Anatomy of an Entrepreneur: Family Background and Motivation 1 Table of Contents Introduction and Findings......................................................................................................................................4 Company founders tend to be middle-aged and well-educated, and did better in high school than in college..........................................................................................5