Startup Professionals Musings
AUGUST 11, 2021
On the other hand, most people thought Segway was the next big thing back in 2001, as an electric “personal transporter,” but it has yet to find a foothold. For example, most people thought Twitter was a total snoozer, when Jack Dorsey was looking for funding, especially with MySpace already owning that territory.
Both Sides of the Table
JULY 22, 2010
Due to competitive markets we ended up with a pretty good term sheet until we needed to raise money in April 2001 and then we got completely screwed. The VC’s $1 million still buys them 25% of your company – it’s you who has diluted to 60% ownership rather than 75%. Those were the dog days of entrepreneurship.
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The Next Web
OCTOBER 10, 2013
Too dilutive.”. Of course, Excite also went bankrupt in 2001, so maybe five is a terrible number? Dilution – bringing on a co-founder likely means you’re splitting your share in half. You can’t be successful unless you are the single visionary, or unless you have a cofounder, or unless there are three of you. Too many.”.
Both Sides of the Table
APRIL 27, 2010
Most of what I learned about operating startups I learned from the really tough years at my first company from 2001-2003. My company had raised venture capital in April 2001 but we were told that there may never be any more coming. No employees wanted to join startups – they were all looking for stable jobs.
Both Sides of the Table
SEPTEMBER 10, 2021
In 2001 companies IPO’d very quickly if they were working, by 2011 IPOs had slowed down to the point that in 2013 Aileen Lee of Cowboy Ventures astutely called billion-dollar outcomes “unicorns.” So in a way it’s self selecting.
Both Sides of the Table
DECEMBER 18, 2009
This was soon after the bursting of the dot com bubble – in early 2001. And for all of this we had no dilution and paid no money. The agreement was that both sets of investors would fund the combined entity, we would reduce overlapped costs and become a healthier company. We signed deals worth $1.2
Both Sides of the Table
FEBRUARY 25, 2010
But we weren’t optimizing for dilution – we were building a $1 billion+ company and we wanted the runway to succeed. I lived through this again September 2001. But we weren’t optimizing for dilution – we were building a $1 billion+ company and we wanted the runway to succeed. I lived through this again September 2001.
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