Identifying Successful Investors in the Startup Ecosystem
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Practice Fusion Gets $23 Million to Compete in “Winner-Take-All” Market for Electronic Medical Records Technology Wade Roush 4/5/11
Practice Fusion Gets $23 Million To Compete in “Winner-Take-All” Market for Electronic Medical Records Technology Wade Roush 4/5/11 Practice Fusion, a San Francisco startup that claims to be the fastest-growing maker of electronic medical records systems for physicians’ practices, may be able to supercharge that growth now, thanks to a $23 million infusion from Peter Thiel’s Founders Fund and a posse of other investors. The Series B investment, announced today, brings Practice Fusion’s total venture backing to $30 million and will help the company “reach every doctor and practice in the country in our market,” says founder and CEO Ryan Howard. Founders Fund, started in 2005 by Thiel and fellow PayPal alums Ken Howery and Luke Nosek, is a first- time investor in Practice Fusion, as are syndicate partners Artis Capital Management and Glynn Capital Management. Series A investors Morgenthaler Ventures and Felicis Ventures also participated in the round. With billions in dollars in federal incentives awaiting medical practices that adopt electronic recordkeeping systems, there’s a veritable gold rush underway, with dozens of startups and established companies vying to supply doctors with systems for digitizing patient records, reviewing test results, ordering electronic prescriptions, and the like. Practice Fusion, with its free, easy-to-adopt Web-based system, is seen as one of the leaders in the field. The big jump in funding for the five-year-old startup—from a $7 million A round in early 2010 to the current $23 million B round—is in part a recognition of how quickly its system seems to be catching on with doctors. -
Venture Capitalists at Work How Vcs Identify and Build Billion-Dollar Successes
Venture Capitalists at Work How VCs Identify and Build Billion-Dollar Successes Tarang Shah Sheetal Shah Venture Capitalists at Work Copyright © 2011 by Tarang Shah and Sheetal Shah All rights reserved. No part of this work may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, record- ing, or by any information storage or retrieval system, without the prior written permission of the copyright owner and the publisher. ISBN-13 (pbk): 978-1-4302-3837-9 ISBN-13 (electronic): 978-1-4302-3838-6 Trademarked names may appear in this book. Rather than use a trademark symbol with every occurrence of a trademarked name, we use the names only in an editorial fashion and to the benefit of the trademark owner, with no intention of infringe- ment of the trademark. President and Publisher: Paul Manning Lead Editor: Jeff Olson Editorial Board: Steve Anglin, Mark Beckner, Ewan Buckingham, Gary Cornell, Morgan Ertel, Jonathan Gennick, Jonathan Hassell, Robert Hutchinson, Michelle Lowman, James Markham, Matthew Moodie, Jeff Olson, Jeffrey Pepper, Douglas Pundick, Ben Renow-Clarke, Dominic Shakeshaft, Gwenan Spearing, Matt Wade, Tom Welsh Coordinating Editor: Jessica Belanger Editorial Assistant: Rita Fernando Copy Editor: Kimberly Burton Compositor: Mary Sudul Indexer: SPi Global Cover Designer: Anna Ishschenko Distributed to the book trade worldwide by Springer-Verlag New York, Inc., 233 Spring Street, 6th Floor, New York, NY 10013. Phone 1-800-SPRINGER, fax 201-348- 4505, e-mail [email protected], or visit http://www.springeronline.com. For information on translations, please contact us by e-mail at [email protected], or visit http://www.apress.com. -
Selection Committee 2015
Technology Pioneers Selection Committee 2015 Linda Boland Abraham Co-Founder and Executive Vice- comScore Inc. USA President, Global Development Noubar Afeyan Managing Partner and Chief Flagship Ventures USA Executive Officer David B. Agus Professor of Medicine and USC Center for Applied USA Engineering Molecular Medicine Howard Alper Chair and President Science, Technology and Canada Innovation Council Jim Andrew Executive Vice-President; Chief Royal Philips Netherlands Strategy and Innovation Officer; Chairman, Sustainability Board; Member, Executive Committee Takao Asami Global Alliance Vice President, Renault-Nissan Alliance Japan Research and Advanced Engineering Remi Bastien Vice-President, Advanced Renault-Nissan Alliance France Research, Materials Morgan Bazilian Deputy Director Joint Institute for Strategic USA Energy Analysis Marthin de Beer Senior Vice-President, General Cisco USA Manager, Emerging Technologies Group Brian Behlendorf Managing Director Mithril Capital Management USA LLC John Bell President, Academy of Medical University of Oxford United Sciences and Regius Professor of Kingdom Medicine Henry Blodget Chief Executive Officer and Business Insider Inc. USA Editor-in-Chief Barbara Burger Vice-President of Lubricants Chevron Corporation USA Supply Chain and Base Oil Marco Cantamessa Professor, Department of Politecnico Di Torino Italy Management and Production Engineering (DIGEP) Tony F. Chan President The Hong Kong University of Hong Kong Science and Technology SAR George F. Colony Chairman of the Board and Chief Forrester Research Inc. USA Executive Officer Michael Copeland Partner Andreessen Horowitz USA Todd C. Cozzens Venture Partner Sequoia Capital USA Jeffrey M. Drazen Editor-in-Chief The New England Journal of USA Medicine Esther Dyson Founder Health Intervention USA Coordinating Council (HICCup) Jennifer Elisseeff Professor Johns Hopkins University USA Bob G. -
Transcript Peter Thiel: Escape the Competition (A)
Transcript Peter Thiel: Escape the Competition (A) PETER THIEL: “The greatest adventure is what lies ahead. Today and tomorrow are yet to be said. The chances the changes are all yours to make. The mold of your life is in your hands to break.” NARRATOR: That was Peter Thiel, reciting “The Greatest Adventure” by J.R.R. Tolkien. Peter Thiel is the co- founder of PayPal, and his unconventional career reflects the adventures of someone who was clearly willing to break the mold. No surprises, then, “The Greatest Adventure” is a poem he has memorized. In this first-ever “podcase,” adapted from the Masters of Scale podcast, Thiel discusses the early history of PayPal with his longtime friend, frequent collaborator, and our host, Reid Hoffman. Hoffman himself is a character in the story. He’s now best known as the Co-Founder of LinkedIn, and an iconic Silicon Valley investor at Greylock Partners. But before that, he served alongside Thiel as PayPal’s Chief Operating Officer. Thiel often refers to Hoffman as PayPal’s “Firefighter in Chief.” A bit of back story might be useful: Peter Thiel initially co-founded a company called Confinity, focused on online payments. Confinity merged with a company called X.com — which was co- founded by Elon Musk. The new company was re-named PayPal. And those founding executives have gone on to dominate the tech industry, both by launching startups and investing in them. Elon Musk went on to found Tesla and SpaceX, for example. Thiel and Hoffman were among the earliest investors in Facebook. -
Sianature Redacted Signature Redacted
MASSACHUSETTSq INSTITtTF A Taxonomy of Online Syndicates OF TECHNOLOLGY By JUN 2 4 2015 Sascha Jan Eder LIBRARIES B.S. Business Administration University of Mannheim, 2012 SUBMITTED TO THE MIT SLOAN SCHOOL OF MANAGEMENT IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF MASTER OF SCIENCE IN MANAGEMENT STUDIES AT THE MASSACHUSETTS INSTITUTE OF TECHNOLOGY JUNE 2015 2015 SASCHA JAN EDER. All rights reserved. The author hereby grants to MIT permission to reproduce and to distribute publicly paper and electronic copies of this thesis document in whole or in part in any medium now known of hereafter created. Signature redacted Signature of Author MIT SLOAN SCHOOL OF MANAGEMENT May 8, 2015 Sianature redacted Certified by: Christian Catalini Fred Kayne (1960) Career Development Professor of Entrepreneurship Assistant Professor of Technological Innovation, Entrepreneurship, a Strategic Management Thesis Supervisor Accepted by: Signature redacted-- LI Michael A. Cusumano SMR Distinguished Professor of Management Program Director, M.S. in Management Studies Program MIT Sloan School of Management 11 A Taxonomy of Online Syndicates By Sascha Jan Eder Submitted to MIT Sloan School of Management on May 8, 2015 in Partial Fulfillment of the requirements of the Degree of Master of Science in Management Studies. Abstract New businesses financing has evolved over the years from closed-end funds to limited partnership financing, angel investing and the most current form of online syndication. While VC financing has been covered thoroughly from financing and behavioral per- spectives in research, very little is known about online syndicates which have ap- peared in recent years with the creation of AngelList. -
The New Machine Age
THE NEW MACHINE AGE 1 www.language-and-skills.eu WHAT IS TECHNOLOGY? “Any sufficiently advanced technology is indistinguishable from magic.” ― Arthur C. Clarke “You never change things by fighting the existing reality. To change something, build a new model that makes the existing model obsolete.” ― R. Buckminster Fuller “Computers are useless. They can only give you answers.” ― Pablo Picasso “What a computer is to me is the most remarkable tool that we have ever come up with. It's the equivalent of a bicycle for our minds.” ― Steve Jobs “There will come a time when it isn't 'They're spying on me through my phone' anymore. Eventually, it will be 'My phone is spying on me'.” ― Philip K. Dick “Technological progress has merely provided us with more efficient means for going backwards.” ― Aldous Huxley, Ends and Means “The Internet is like alcohol in some sense. It accentuates what you would do anyway. If you want to be a loner, you can be more alone. If you want to connect, it makes it easier to connect.” ― Esther Dyson “As technology accumulates and people in more parts of the planet become interdependent, the hatred between them tends to decrease, for the simple reason that you can't kill someone and trade with him too.” ― Steven Pinker, The Blank Slate: The Modern Denial of Human Nature “Our inventions are wont to be pretty toys, which distract our attention from serious things. They are but improved means to an unimproved end, an end which it was already but too easy to arrive at; as railroads lead to Boston or New York. -
Vcs Aim to Out-Angel the Angels
NEWS ANALYSIS April 2, 2007, 12:00AM EST VCs Aim to Out-Angel the Angels Responding to the emergence of a new breed of wealthy investor, venture capitalists are boosting their early-stage investments in startups by Aaron Ricadela In October, as startup Jaxtr hit up venture capital firms for its first round of funding, it landed an unusual arrangement. Instead of taking a few million in cash from a firm that would hope to one day book a fat return, Jaxtr took a loan—just $1.5 million, from no less than four VC firms and three angel investors. None got the usual perk of a seat on Jaxtr's board. The result is plenty of independence for Jaxtr, a maker of software that routes calls from blogs and MySpace profiles to cell phones. "You're still basically on your own," says Jaxtr Chief Executive Konstantin Guericke, one of the co-founders of networking site LinkedIn. Jaxtr's tale illustrates the new calculus governing high-tech venture capital. For years, angel investors and traditional venture firms existed in a sort of symbiosis. Wealthy tech-industry veterans willing to open their checkbooks for $100,000 or so—the angels, as they're known—could bootstrap promising young companies before serious money, to the tune of six or more figures, from venture firms arrived. Angling for a slice of Jaxtr, however, were both groups: Mayfield Fund, Draper Fisher Jurvetson, Draper Richards, and the Founders Fund on one hand; angel investors Ron Conway, Reid Hoffman, and Rajeev Motwani on the other. "The company was a bit in the driver's seat," one investor says. -
New Adventurous Leadership.Pdf
Leadership By Amrop Denmark and Nils Elmark New Adventurous Leadership This report is about mega trends, future rules of business and building new leadership teams that will create exponential growth in a world of endless business opportunities. Executive Summary Since the financial crisis and the launch of the smartphone, a new generation of digital companies has emerged and split the business landscape. On the old gameboard, the majority of traditional companies competed based on the business models of the 20th century. But now there’s a brand-new gameboard, Since the financial crisis with new players playing by different 21st century rules and the launch of the and technologies. These new companies are 10 to 40 smartphone, a new generation of digital times more efficient per employee than the old ones. companies has emerged If nothing is done the incumbents are heading for their and split the business Kodak moment, but if established businesses succeed landscape. in crossing the chasm to the new gameboard, future opportunities are almost endless. We are witness to a brave new world in the making — at high speed. Over the next 10 to 20 years, we’ll have to re-design practically every industry on the planet: we need new cities, new mobility, new sustainable energy, a new supply chain infrastructure, food, education and welfare for 9 billion happy people. This report investigates how incumbent businesses can make this transition into the future and create new and sustainable growth. We have identified five megatrends that we believe will be the driving forces for the future. -
Xtravagatexv
ISSUE 23 MAY-JUNE 2018 XTRAVAGATEXV DEPARTMENT OF MANAGEMENT STUDIES, NIT - TIRUCHIRAPALLI SDC SrinidhiEDITOR V Hola, With the rapidly evolving world around us, there exists a certain obligation to not only re- spond to them but to master any curveball that is thrown in the way. Virtually every industry has been experiencing rapid, massive, and sometimes devastating change over the last couple years. Rather than succumbing to the difficulties, there are a countless number of organisations that have turned around the situation to their favour and have achieved success in them. In this edition, we explore the strategies of organisations like Nintendo, Youtube, Yamaha to name a few, that have not only thrived but have managed to prosper. Many thanks to the team and the authors who have helped in bringing together this edition. As always, suggestions and feedback are highly appreciated. CONTENT Nintendo- from cards to 03 12 Nokia Corporation consoles Yamaha: The Musical Wipro: oil Maker to 05 14 tech giant Journey of R15 There’s A New Money 07 16 3M In Town 18 Because Gum Is Perfection! It’s Ok To Change Your Mind - Tune In Uptake 10 20 Hook Up To Youtube Start-Up On Predictive Analysis Nintendo- from cards to consoles Contrary to popular opinion Super Mario and Donkey Kong were not the first successful products of Nintendo. This legendary game Founded by Max Levchin, Peter Thiel, Luke Nosek, and Ken Howery, PayPal was initially called Confini- ty, a company which developed security software and later developed a money transfer service. On merging with X.com which was Elon Musk’s online bank- ing company, Elon Musk despite what the industry felt terminated X.com’s in- ternet banking operations and focused on PayPal money service. -
SEEM4540 Open Systems for E-Commerce Lecture 07 – Online Payment Paypal
SEEM4540 Open Systems for E-Commerce Lecture 07 – Online Payment PayPal PayPal is an American based e-commerce business allowing payments and money transfers to be made through the Internet. In 1998, Confinity (by Max Levchin, Peter Thiel, Luke Nosek, and Ken Howery) established. PayPal was a service name for money transfer service. In 1999, X.com (an online bank) established. In 2000, X.com merged with Confinity and later renamed as PayPal. In 2002, Paypal was acquired by eBay. In 2013, PayPal moved $180 billion in 26 currencies across 193 nations, generating a total revenue of $6.6 billion (41% of eBay’s total profits). Copyright (c) 2018. Gabriel Fung. All rights reserved. PayPal for Developer PayPal provides four ways for you to interact with its database: REST Need some programming (this lecture) Predefined Buttons Simply add some PayPal buttons on your web page. No programming involved (next lecture) Mobile SDK For iOS (Objective C) and Android (Java) programmers Classical APIs Make use of non-RESTful interfaces to provide payment solutions. This is the traditional way to connect to PayPal. Copyright (c) 2018. Gabriel Fung. All rights reserved. PayPal Programming For PayPal (programming), please register two accounts: PayPal account Used for creating our own application (app). https://www.paypal.com/ PayPal sandbox account Used for testing. E.g. you do not want to use your own credit card to complete a real transaction for testing purpose. That’s why we need it. https://www.sandbox.paypal.com/ Documentation: https://developer.paypal.com/docs/ Copyright (c) 2018. Gabriel Fung. All rights reserved. -
Interview with Roger Ehrenberg from Information Arbitrage
Interview with Roger Ehrenberg from Information Arbitrage Adrian Bye: Today, I’m here with Roger Ehrenberg who is from Information Arbitrage. He is a Wall Street guy that’s turning into or is now an investor in the tech scene in New York. I’ve been reading Roger’s blog for quite awhile and he had some pretty interesting thoughts. Roger, thanks for joining us. Roger Ehrenberg: Yes, thank you, Adrian. I’m happy to be here. Adrian Bye: Maybe you can just tell us a little bit about you, who you are and what you want to be when you grow up? Roger Ehrenberg: I’m still trying to figure that part out. In terms of where I’ve been. I was in Wall Street for, gee, over 17 years starting in ’87 right around the crash and I was an M&A. For four years, I did M&A focusing on the financial services sector and then got into capital structuring which was kind of designing these structured capital, raising instruments for large corporations. Adrian Bye: Did you meet Mike Milken? Roger Ehrenberg: I did not. I did not. His heyday was slightly before I came onto the scene and of course he was based out in LA. I ended up going to work for Citi, in the old city, the real city… in New York City. So unfortunately, no, I’ve never met Mike but he certainly dominated the discussion at the time that I got into the business. Then I went to business school for a couple of years while working for Citi and then I went into derivatives which is not at all what I expected I would do. -
Start-Up Space Report 2020
Start-Up Space Update on Investment in Commercial Space Ventures 2020 i Bryce Space and Technology brycetech.com CONTENTS EXECUTIVE SUMMARY ........................................... III INTRODUCTION. 1 Purpose and Background . 1 Methodology ...................................................1 OVERVIEW OF START-UP SPACE VENTURES. 3 TYPES OF SPACE INVESTOR ......................................4 SPACE INVESTMENT BY THE NUMBERS ...........................11 Seed Funding . 15 Venture Capital . 16 Private Equity . 17 Acquisition ...................................................18 Public Offering ................................................19 Debt Financing . 19 Investment Across All Types .....................................19 Valuation ....................................................21 Casualties ...................................................22 SPACE INVESTORS BY THE NUMBERS ............................23 Overall ......................................................23 Angels ......................................................27 Venture Capital Firms . 28 Private Equity Groups ..........................................31 Corporations . 32 Banks and Other Financial Institutions .............................33 SPECIAL TOPIC: CHINESE ACTIVITY IN START-UP SPACE VENTURES. 35 START-UP SPACE: WHAT’S NEXT?. 38 ACKNOWLEDGEMENTS. 41 ii brycetech.com Bryce Space and Technology EXECUTIVE SUMMARY Three significant trends are shaping the start-up space environment as we enter the 2020s. First, investors continue to pour large amounts