Startup Investors Nationwide Support Broad Patent Reform
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Lucene in Action Second Edition
Covers Apache Lucene 3.0 IN ACTION SECOND EDITION Michael McCandless Erik Hatcher , Otis Gospodnetic FOREWORD BY DOUG CUTTING MANNING www.it-ebooks.info Praise for the First Edition This is definitely the book to have if you’re planning on using Lucene in your application, or are interested in what Lucene can do for you. —JavaLobby Search powers the information age. This book is a gateway to this invaluable resource...It suc- ceeds admirably in elucidating the application programming interface (API), with many code examples and cogent explanations, opening the door to a fine tool. —Computing Reviews A must-read for anyone who wants to learn about Lucene or is even considering embedding search into their applications or just wants to learn about information retrieval in general. Highly recommended! —TheServerSide.com Well thought-out...thoroughly edited...stands out clearly from the crowd....I enjoyed reading this book. If you have any text-searching needs, this book will be more than sufficient equipment to guide you to successful completion. Even, if you are just looking to download a pre-written search engine, then this book will provide a good background to the nature of information retrieval in general and text indexing and searching specifically. —Slashdot.org The book is more like a crystal ball than ink on pape--I run into solutions to my most pressing problems as I read through it. —Arman Anwar, Arman@Web Provides a detailed blueprint for using and customizing Lucene...a thorough introduction to the inner workings of what’s arguably the most popular open source search engine...loaded with code examples and emphasizes a hands-on approach to learning. -
From Lawyer to CEO?
A Seat at the Head of the Table: From Lawyer to CEO? Interviews and Profiles Skills and Professional Development 1 / 13 2 / 13 3 / 13 CHEAT SHEET Risk aversion. Most law firm cultures are built around a strong bias to risk aversion. However, in transitioning to a more entrepreneurial role, lawyers must expand their perception from “no” to “yes,” even if the next question is “how?” Wearing two hats. For lawyers in business roles, it can sometimes be difficult to look beyond the legal issues when making decisions. As such, it’s essential to develop the ability to wear two hats at a time: one for the business, and one for the legal department. A fresh perspective. As in-house counsel, your seat is often at the center of the table. Given your understanding of the business from all angles, your input will be fresh and unique. Instilling interest. Unfortunately, not everyone is cut out to be an entrepreneur. Above being able to understand the business, lawyers must have a legitimate interest in business operations to succeed. April 2017 marked the 15-year anniversary of my law school graduation. I went through several stages before I realized my legal ambitions, ranging from public service to a coveted spot at a national firm. However, in 2008, I made the jump to general counsel for a technology company. Today, I’m still a GC with the same company, as well as a shareholder. Given my time with the company, familiarity with our “product,” and background, I am often called upon for business-related decisions. -
Venture Capital Communities 1
Venture Capital Communities 1 Amit Bubna Indian School of Business Gachibowli, Hyderabad, India 500 032 Sanjiv R. Das Leavey School of Business Santa Clara University, CA 95053 Nagpurnanand Prabhala Robert H. Smith School of Business University of Maryland, College Park, MD 20742 February 27, 2014 1Comments welcome. We thank Alexandre Baptista, David Feldman, Jiekun Huang, Ozgur Ince, Vladimir Ivanov, Pete Kyle, Josh Lerner, Laura Lindsey, Robert Marquez, Vojislav Maksi- movic, Manju Puri, Krishna Ramaswamy, Rajdeep Singh, Richard Smith, Anjan Thakor, Susan Woodward, Bernard Yeung, and participants at the CAF, FIRS, Midwest Finance Association, World Private Equity and TAPMI conferences, and seminar participants at Blackrock, Florida, George Washington University, Georgia State, Georgia Tech, ISB, Kellogg, Maryland, NUS, the R User Group, Rutgers, UNSW, and Villanova for helpful comments. The authors may be reached at their respective email addresses: amit [email protected], [email protected], and [email protected]. Abstract Venture Capital Communities While it is well-known that syndication is extensively used in venture capital (VC) financing, less is known about the composition of VC syndicates. We present new evidence on this issue. While VC firms have a large pool of syndicate partners to choose from, they tend to draw from smaller groups of partners that we call VC \communities." We implement new techniques to uncover these groups and use them to understand preferences driving syndicate partner selection. We find a complex pattern in which preferences for dissimilar partners to extend influence coexist with preferences for similarity in terms of functional style on dimensions of industry, stage, and geographic specialization. -
Associate Enablement Perspectives
CONFIDENTIAL 1H2020 Associate Enablement Perspectives DISCLAIMER: ComCap LLC make no representation or warranty, express or implied, in relation to the fairness, accuracy, correctness, completeness, or reliability of the information, opinions, or conclusions contained herein. ComCap LLC accepts no liability for any use of these materials. The materials are not intended to be relied upon as advice outside of a paid, approved use and they should not be considered a guarantee of any specific result. Each recipient should consult his or her own accounting, tax, financial, and other professional advisors when considering the scenarios and information provided. An introduction to ComCap ▪ ComCap is a premier boutique investment bank focused on the intersection of commerce and capital, with key focus on B2B SaaS, B2C e-commerce, payments, mobile commerce, marketplaces and B2B services for retail technologies (IT and marketing services, in-store, fulfillment, logistics, call center, analytics, personalization, location intelligence) ▪ Headquartered in San Francisco with European coverage from London & Moscow, and LATAM coverage from Sao Paulo. Our firm works with mid-cap public companies on buyside initiatives and public and private growth companies on financing and strategic M&A ▪ In addition to being the only boutique focused on disruptive commerce models, we differentiate by: ‒ Bringing bulge bracket techniques to emerging models; ‒ A strong and uncommon buyside/strategy practice; ‒ Deep understanding of industry drivers and synergy analyses; -
Buyouts' List of Candidates to Come Back to Market In
32 | BUYOUTS | December 3, 2018 www.buyoutsnews.com COVER STORY Buyouts’ list of candidates to come back to market in 2019 Firm Recent Fund Strategy Vintage Target ($ Amount Raised Year Mln) ($ Mln) Advent International Advent International GPE VII, L.P. Large Buyout 2012 $12,000.00 $13,000.00 Advent International Advent Latin American Private Equity Fund VI, L.P. Mid Buyout 2015 $2,100.00 $2,100.00 American Industrial Partners American Industrial Partners Capital Fund VI LP US MM Buyout 2015 N/A $1,800.00 Apollo Global Management Apollo Investment Fund IX Mega Buyout 2017 $23,500.00 $24,700.00 Aquiline Capital Partners Aquiline Financial Services Fund III Mid Buyout 2015 $1,000.00 $1,100.00 Arlington Capital Partners Arlington Capital Partners IV LP Mid Buyout 2016 $575.00 $700.00 Black Diamond Capital Management BDCM Opportunity Fund IV Turnarounds 2015 $1,500.00 $1,500.00 Blackstone Group Blackstone Real Estate Partners VIII LP Global Real Estate Opp 2015 $4,518.11 $4,518.11 Bunker Hill Capital Bunker Hill Capital II Lower mid market buyout 2011 $250.00 $200.00 CCMP Capital CCMP Capital Investors III, L.P. Buyout/Growth Equity 2014 N/A $1,695.65 Centerbridge Partners Centerbridge Capital Partners III Global Dist Debt Control 2014 $5,750.00 N/A Centerbridge Partners Centerbridge Special Credit Partners III Hedge Fund 2016 $1,500.00 N/A Charlesbank Capital Partners Charlesbank Equity Fund IX, L.P. Mid Buyout 2017 $2,750.00 $2,750.00 Craton Equity Partners Craton Equity Investors II, L.P. -
Instagram’S Success, Networking the Old Way
April 13, 2012 Behind Instagram’s Success, Networking the Old Way By SOMINI SENGUPTA, NICOLE PERLROTH and JENNA WORTHAM SAN FRANCISCO — Past midnight, in a dimly lighted warehouse jutting into the San Francisco Bay, Kevin Systrom and Mike Krieger introduced something they had been working on for weeks: a photo-sharing iPhone application called Instagram. What happened next was crazier than they could have imagined. In a matter of hours, thousands downloaded it. The computer systems handling the photos kept crashing. Neither of them knew what to do. “Who’s, like, the smartest person I know who I can call up?” Mr. Systrom remembered thinking. He scrolled through his phone and found his man: Adam D’Angelo, a former chief technology officer at Facebook. They had met at a party seven years earlier, over beers in red plastic cups, at the Sigma Nu fraternity at Stanford University. That night in October 2010, Mr. D’Angelo became Instagram’s lifeline. “Adam spent like 30 minutes on the phone with us,” Mr. Systrom recalled, “walking us through the basic things we needed to do to get back up.” Mr. Systrom, now 29, offered this as a parable for the roomful of would-be entrepreneurs who came to hear him talk at Stanford last spring: in the intensely competitive start-up scene here, success is as much about who you know as what you know. “Make sure to spend some time after the talk getting to know the people around you,” he told his audience. Those people, he might have added, might one day shape your destiny. -
Enterprise 2.0 in Europe”, Produced by Tech4i2, IDC and Headshift for the European Commission
Enterprise 2.0 study D4 Final report Authors David Osimo, Katarzyna Szkuta, Paul Foley and Federico Biagi (Tech4i2) Mike Thompson and Lee Bryant (Headshift) David Bradshaw and Gabriella Cattaneo (IDC) Juergen Ritzek (Green Business Consulting) Deliverable D4 Version Final draft Date and place Bruxelles 7th December 2010 Addressee officers Fred-Arne Odegaard Contract ref. 30-CE-0264260/00 SMART 2009/0021 The opinions expressed in this study are those of the authors and do not necessarily reflect the views of the European Commission. 1 Executive summary The present report contains the final results for the study on “Enterprise 2.0 in Europe”, produced by Tech4i2, IDC and Headshift for the European Commission. The report is addresses 4 main issues: What is E20? Why it matters? How is it implemented? So what should the European Commission do? There are many definition of E20. We adopt the general definition by McAfee (2009), based on the concept of SLATES: Search, Links, Authoring, Tags, Extensions, Signals. Concretely, we refer to the adoption of Web 2.0 tools and values by enterprises, with particular regard to three kinds of products: • Tools for identifying people with expertise, knowledge or interest in a particular area and linking to them • Tools for finding, labelling and sharing useful content/information (authoring) • Wiki/collaboration/authoring and project work The key novelty lies not so much in technological developments, but in the values of web 2.0: emergent approach, open innovation, no hierarchy, many- to-many, rapid development. In particular, we consider E20 as a key enabler of open innovation and innovative working practices (results driven, employee centered, based on open communication). -
Public Comments October 30 to November 12, 2013
Public Comments October 30 to November 12, 2013 From: Ron Conway Sent: Thursday, November 07, 2013 3:03 PM To: Nancy Bechtle Subject: Join me in supporting the Lucas Cultural Arts Museum in the Presidio in SF To the Board of the Presidio Trust: As you know, I have a passion for making and keeping San Francisco at the forefront of innovation. Through sf.citi, the nonprofit organization I founded to help promote San Francisco as the country’s 21st century capital of technology and forward thinking, I watch every day the work of countless artists, technicians and talented people that keep this city at the top of its game. I believe that the Lucas Cultural Arts Museum is the perfect addition to San Francisco’s cityscape: not only an attraction that will generate interest in and support for the Presidio (not to mention millions of dollars each year in revenue for the Presidio through land rents) but specifically as a beacon that says to the world that San Francisco is, and will remain, this country’s capital of innovation. Certainly, there is no greater innovator around than George Lucas. His films and his vision have transformed cinema. His businesses have transformed the tech sector, specifically digital technology. And, his passion for education has resulted in a world-class collection of art (still growing) that is second to none. San Francisco deserves this museum. It demands it. I, along with those listed below, are supporting this museum not because of George Lucas, but rather because of the promise it represents. -
Giovanni Russo
Giovanni Russo Partner Munich | Skygarden, Erika-Mann-Straße 5, Munich, Germany 80636 T +49 89 21 21 63 16 | F +49 89 21 21 63 33 [email protected] Services Corporate > Mergers and Acquisitions > Private Equity > Telecommunications, Media and Technology > Corporate Governance > Privacy & Cybersecurity > Giovanni Russo focuses his practice in corporate law, advising institutional investors, corporates and management teams on all kinds of private equity, venture capital and M&A transactions, both domestic and cross-border. His practice covers both the buy-side and sell-side of acquisitions as well as co-investments. His recent in-depth experience include advising on high-profile, complex corporate matters in the Internet, digital media, e-commerce and mobile applications industries. Giovanni Russo was repeatedly recommended by The Legal 500 Deutschland and EMEA for the areas of corporate/M&A as well as private equity and venture capital, where sources are quoted saying "the 'excellent' Giovanni Russo has an 'outstanding knowledge of transaction structures and related legal intricacies' and is a 'brilliant guide throughout contract negotiations'", describing him as "'very responsive to the needs and requirements of the client' and 'able to solve very complex and difficult tasks in the best interests of the client'”. He is also recognized as one of the “Best Lawyers in Germany 2022” by German nationwide daily Handelsblatt for corporate as well as in IFLR1000's rankings for M&A in Germany. EXPERIENCE &ever GmbH on its €130 million sale to Kalera AS, forming a global leader in vertical farming. EyeEm Group, a leading AI powered global marketplace for premium stock photography and professional photo and video productions, on the sale of 100% of its shares to New Value AG; as well as previously on various financing rounds, and a cross-border merger. -
How to Catch a Unicorn
How to Catch a Unicorn An exploration of the universe of tech companies with high market capitalisation Author: Jean Paul Simon Editor: Marc Bogdanowicz 2016 EUR 27822 EN How to Catch a Unicorn An exploration of the universe of tech companies with high market capitalisation This publication is a Technical report by the Joint Research Centre, the European Commission’s in-house science service. It aims to provide evidence-based scientific support to the European policy-making process. The scientific output expressed does not imply a policy position of the European Commission. Neither the European Commission nor any person acting on behalf of the Commission is responsible for the use which might be made of this publication. JRC Science Hub https://ec.europa.eu/jrc JRC100719 EUR 27822 EN ISBN 978-92-79-57601-0 (PDF) ISSN 1831-9424 (online) doi:10.2791/893975 (online) © European Union, 2016 Reproduction is authorised provided the source is acknowledged. All images © European Union 2016 How to cite: Jean Paul Simon (2016) ‘How to catch a unicorn. An exploration of the universe of tech companies with high market capitalisation’. Institute for Prospective Technological Studies. JRC Technical Report. EUR 27822 EN. doi:10.2791/893975 Table of Contents Preface .............................................................................................................. 2 Abstract ............................................................................................................. 3 Executive Summary .......................................................................................... -
Book-Board of Directors-November 9, 2012
UTIMCO BOARD OF DIRECTORS MEETING AGENDA November 9, 2012 UTIMCO 401 Congress Ave., Ste. 2800 Austin, Texas 78701 Time Item # Agenda Item Begin End 9:15 a.m. 9:20 a.m. 1 Call to Order/Discussion and Appropriate Action Related to Minutes of the Meeting held on October 11, 2012* 9:20 a.m. 9:25 a.m. 2 Discussion and Appropriate Action Related to Corporate Officer* 9:25 a.m. 10:10 a.m. 3 Report from Task Forces 10:10 a.m. 11:00 a.m. 4 Private Markets Update 11:00 a.m. 12:00 p.m. Recess for Briefing Session pursuant to Texas Education Code Section 66.08 (h)(2) related to Investments 12:00 p.m. 12:30 p.m. Lunch 12:30 p.m. 1:15 p.m. 5 Optimal Illiquidity Discussion 1:15 p.m. 1:30 p.m. 6 Report and Discussion and Appropriate Action Related to Items from Audit and Ethics Committee* 1:30 p.m. 1:40 p.m. 7 Report from Risk Committee 1:40 p.m. 1:50 p.m. 8 Report and Discussion and Appropriate Action Related to Items from Policy Committee*,** 1:50 p.m. 2:30 p.m. 9 Executive Session: Pursuant to Section 551.074, Texas Government Code, the Board of Directors will convene in Executive Session to Consider Individual Personnel Compensation Matters including Report of Compensation Committee Regarding Performance Incentive Awards for UTIMCO Compensation Program Participants for the Performance Period ended June 30, 2012. Reconvene into Open Session Report from Compensation Committee - Discussion and Appropriate Action Related to Designation of Employees in Eligible Positions as Participants in the UTIMCO Compensation Program for the 2012/2013 Performance Period* - Discussion and Appropriate Action Related to Performance Incentive Awards for UTIMCO Compensation Program Participants for the Performance Period ended June 30, 2012* 2:30 p.m. -
Raising Venture Capital: the Different
RAISING VENTURE CAPITAL: THE DIFFERENT METHODOLOGIES AND OUTCOMES OF FEMALE AND MALE ENTREPRENEURS AND INVESTORS by CLAIRE KAPIOLANI SOLOMON A THESIS Presented to the Department of Business Administration and the Robert D. Clark Honors College in partial fulfillment of the requirements for the degree of Bachelor of Sciemce June 2018 An Abstract of the Thesis of Claire Kapiolani Solomon for the degree of Bachelor of Science in the Department of Business Administration to be taken June 2018 Title: Raising Venture Capital: The Different Methodologies and Outcomes of Female and Male Entrepreneurs Approved: _______________________________________ Stephen McKeon This thesis analyzes how venture capitalist funding is rationed and provides insight into why female-founded companies receive only 3% of total venture capitalist funding. In order to understand this, this thesis analyzes the relationship between venture capitalist partners and founders. Relationships are often different between investors and male entrepreneurs than between investors and female entrepreneurs. This research explains why this environment has become unsupportive of women and thus proves to be challenging for women to succeed in. The role of gender perception is also vital, and this research project will make a connection between gender biases and underfunding of women entrepreneurs. ii Acknowledgements I would like to thank Professor Steve McKeon, Professor Elizabeth Raisanen, and Professor Katherine Harmon for their support and guidance through the development of my research. I would furthermore like to thank both the Robert D. Clark Honors College and the Lundquist College of Business for the incredible academic opportunities they have provided me over the last four years. Lastly, I honor my sister and mother for the passion they have embedded in me to become a leader for women in business, and to continue encouraging the success of women everywhere.