NDW Is a Technology Development Accelerator
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Mapping the Money: an Analysis of the Capital Landscape for Early-Stage, For-Profit, Social Enterprises in the United States
Mapping the Money: An Analysis of the Capital Landscape for Early-Stage, For-Profit, Social Enterprises in the United States May Samali June 2016 M-RCBG Associate Working Paper Series | No. 59 The views expressed in the M-RCBG Associate Working Paper Series are those of the author(s) and do not necessarily reflect those of the Mossavar-Rahmani Center for Business & Government or of Harvard University. The papers in this series have not undergone formal review and approval; they are presented to elicit feedback and to encourage debate on important public policy challenges. Copyright belongs to the author(s). Papers may be downloaded for personal use only. Mossavar-Rahmani Center for Business & Government Weil Hall | Harvard Kennedy School | www.hks.harvard.edu/mrcbg MAPPING THE MONEY: An Analysis of the Capital Landscape for Early-Stage, For-Profit, Social Enterprises in the United States Author: MAY SAMALI Master in Public Policy Candidate 2016 Kennedy School of Government Harvard University Client: TUMML 501(c)3 accelerator in San Francisco, CA Faculty Advisor: Carl Byers Seminar Leader: Executive Dean John Haigh Publication Date: March 29, 2016 This Working Paper reflects the views of the author and should not be viewed as representing the views of the external client, nor those of Harvard University or any of its faculty. ACKNOWLEDGEMENTS I want to acknowledge the many people who generously shared their time, resources, and expertise with me throughout the research and writing process. First, thank you to Executive Dean John Haigh and Carl Byers—my advisors at the Harvard Kennedy School—for sharing excellent insights and keeping me on track. -
Episode 2: Getting Funding for Your Startup
Episode 2: Getting funding for your startup This is the transcript for Episode 2 of the Smart Startup English Podcast. You can listen to the audio for Episode 2 on the episode page. To get our episodes for free, you can also subscribe to the Smart Startup English podcast on iTunes, Soundcloud and Spotify. Welcome to the Smart Startup English Podcast, episode 2. I’m Mickey, I’m your host, and in this episode we’re talking about money. About how and where to get it from as a startup. But first, let me ask you a question: If you’re a startup founder, how did you get your first dollar? Is there any way to get money before your business starts making enough money? They say that money makes the world go round. But when you’re a startup founder, getting money doesn’t always come easy. When your startup is brand new, you might need to do a bit of bootstrapping. What does bootstrapping mean? It means that you’re using your own money or your own resources to start your business. When you’re bootstrapping, you’re not taking money from anyone else. Maybe you’re using your personal savings, or you have a day job, or you’re using your own home as an office. Maybe you’re even bringing in a bit of revenue with your product. Maybe you’re even bringing in a bit of revenue with your product. But your focus is still on keeping your expenses low. A lot of today’s successful tech companies - such as Basecamp, Mailchimp and Skyscanner - started as bootstrapped businesses. -
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. -
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. -
A Look at How Five of the Biggest Tech Companies Probe New Terrain
THEMIDDLEMARKET.COM MARCH 2020 A look at how fi ve of the biggest tech companies probe new terrain through early-stage investments CV1_MAJ0320.indd 1 2/24/20 4:16 PM Gain way. We designed our M&A Escrow experience to be a straight line from start to finish. With our comprehensive Deal Dashboard, streamlined KYC and account opening, and high-touch service through a single point of contact, try a better way on your next deal. Learn more at srsacquiom.com 0C2_MAJ0320 2 2/24/2020 11:54:58 AM Contents March 2020 | VOL. 55 | NO. 3 Cover Story 16 Fresh Terrain A look at how five of the biggest tech companies explore new territory through early-stage investments. Features 24 Viral impact How the coronavirus is affecting M&A and private equity. 27 Top investment banks Houlihan Lokey leads list based on volume of PE-backed U.S. deals 30 Top private equity firms Audax ranks first in U.S. deals. Private Equity Perspective 14 Record year for fundraising Blackstone’s $26 billion fund marked the largest buyout fund ever raised. The Buyside 15 Taking a new path XPO Logistics is selling assets and has Watercooler hired a new CFO to lead the process. 6 10 Guest article Climate change draws PE Future of auto 33 KKR raises first global impact fund to BorgWarner acquires Delphi to Women on board target clean water. position for auto industry shift. Gender diversity on corporate boards is good for performance and for 8 12 shareholders. Protecting businesses Why investors like steaks Advent and Crosspoint buy Smith & Wollensky owner purchases cybersecurity firm Forescout. -
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 -
NVCA 2021 YEARBOOK Data Provided by Dear Readers
YEARBOOK Data provided by Credits & Contact National Venture Capital Association NVCA Board of Directors 2020-2021 (NVCA) EXECUTIVE COMMITTEE Washington, DC | San Francisco, CA nvca.org | [email protected] | 202-864-5920 BARRY EGGERS Lightspeed Venture Partners, Venture Forward Chair Washington, DC | San Francisco, CA MICHAEL BROWN Battery Ventures, Chair-Elect ventureforward.org | [email protected] JILL JARRETT Benchmark, Treasurer ANDY SCHWAB 5AM Ventures, Secretary BOBBY FRANKLIN President and CEO PATRICIA NAKACHE Trinity Ventures, At-Large JEFF FARRAH General Counsel EMILY MELTON Threshold Ventures, At-Large JUSTIN FIELD Senior Vice President of Government MOHAMAD MAKHZOUMI NEA, At-Large Affairs MARYAM HAQUE Executive Director, Venture AT-LARGE Forward MICHAEL CHOW Research Director, NVCA and PETER CHUNG Summit Partner Venture Forward DIANE DAYCH Granite Growth Health Partners STEPHANIE VOLK Vice President of Development BYRON DEETER Bessemer Venture Partners RHIANON ANDERSON Programs Director, Venture SCOTT DORSEY High Alpha Forward RYAN DRANT Questa Capital CHARLOTTE SAVERCOOL Senior Director of PATRICK ENRIGHT Longitude Capital Government Affairs STEVE FREDRICK Grotech Ventures MICHELE SOLOMON Director of Administration CHRIS GIRGENTI Pritzker Group Venture Capital DEVIN MILLER Manager of Communications and JOE HOROWITZ Icon Ventures Digital Strategy GEORGE HOYEM In-Q-Tel JASON VITA, Director of Programming and CHARLES HUDSON Precursor Ventures Industry Relations JILL JARRETT Benchmark JONAS MURPHY Manager of Government Affairs -
The Persistent Effect of Initial Success: Evidence from Venture Capital
NBER WORKING PAPER SERIES THE PERSISTENT EFFECT OF INITIAL SUCCESS: EVIDENCE FROM VENTURE CAPITAL Ramana Nanda Sampsa Samila Olav Sorenson Working Paper 24887 http://www.nber.org/papers/w24887 NATIONAL BUREAU OF ECONOMIC RESEARCH 1050 Massachusetts Avenue Cambridge, MA 02138 August 2018 We thank Shai Bernstein, Michael Ewens, Joan Farre-Mensa, Will Goetzmann, Arthur Korteweg, Christos Makridis, Aksel Mjos, David Robinson, Antoinette Schoar, Chris Stanton, Joel Waldfogel, Ayako Yasuda, and seminar participants at Aalto University, Boston University, the Chinese University of Hong Kong, Copenhagen Business School, ESMT, ESSEC, IE, IESE, London Business School, the National University of Singapore, the NBER Summer Institute, the University of Luxembourg, the University of Minnesota, and the VATT Institute for Economic Research for helpful comments on earlier versions of this paper. We gratefully acknowledge financial support from the Division of Research and Faculty Development at HBS, the Centre for Law and Business at the National University of Singapore, and the Yale School of Management. The views expressed herein are those of the authors and do not necessarily reflect the views of the National Bureau of Economic Research. At least one co-author has disclosed a financial relationship of potential relevance for this research. Further information is available online at http://www.nber.org/papers/w24887.ack NBER working papers are circulated for discussion and comment purposes. They have not been peer-reviewed or been subject to the review by the NBER Board of Directors that accompanies official NBER publications. © 2018 by Ramana Nanda, Sampsa Samila, and Olav Sorenson. All rights reserved. Short sections of text, not to exceed two paragraphs, may be quoted without explicit permission provided that full credit, including © notice, is given to the source. -
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. -
Critical Signals of Success in Reward-Based Crowdfunding: Does Experience Matter?
CRITICAL SIGNALS OF SUCCESS IN REWARD-BASED CROWDFUNDING: DOES EXPERIENCE MATTER? A THESIS Presented to The Faculty of the Department of Economics and Business The Colorado College In Partial Fulfillment of the Requirements for the Degree Bachelor of Arts By Nicolas Ahrens February 2015 CRITICAL SIGNALS OF SUCCESS IN REWARD-BASED CROWDFUNDING: DOES EXPERIENCE MATTER? Nicolas Ahrens February 2015 Economics Abstract Crowdfunding is a novel and promising method of raising early-seed capital for entrepreneurs. By leveraging the Internet, crowdfunding opens up a relatively large number of investors to entrepreneurial ventures. Academic research remains scarce on the subject, particularly in factors that predict fundraising success. Drawing from entrepreneurial selection theory and previous crowdfunding research, this paper accounts for the role of previous founder experience in current crowdfunding video game projects. Using Probit regression analysis, this paper finds that previous crowdfunding experience by a founder is the most influential signal in predicting fundraising success—more so than factors found in previous studies. Furthermore, founders who demonstrate support for other crowdfunding projects increase their probability of success for their own project. This finding raises a case that external motivations for investing exist within the crowdfunding realm. The conclusions in this paper can be of use to crowdfunding investors and platforms, as well as future academic research. KEYWORDS: crowdfunding, Kickstarter, entrepreneur, regression analysis, video games JEL CLASSIFICATION: L26, G24, C10 ACKNOWLEDGMENTS I would like to thank my advisor, Rich Fullerton, for his tremendous amount of support and guidance throughout this process. I would also like to thank Phoenix Van Wagoner for his technical ability and calm demeanor in what at times could be a stressful environment.