Remove Burn Rate Remove Metrics Remove Portfolio Remove Revenue
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Is the Lean Startup Dead?

Steve Blank

Tech IPO prices exploded and subsequent trading prices rose to dizzying heights as the stock prices became disconnected from the traditional metrics of revenue and profits. Massive liquidity awaited the first movers to the IPO’s, and that’s how they managed their portfolios. Then one day it was over. IPOs dried up.

Lean 335
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Use agile budgeting to manage your cash

David Teten

Instead of budget approvals, monitor key metrics and give managers more flexibility. So here’s the solution I have recommended to some of my portfolio companies: “ agile budgeting ”, i.e., monitoring a few key variables while giving managers significant flexibility. Traditional budgets can be destructive and a huge waste of time.

Agile 60
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An Alternative to Board Decks Some Seed VCs Actually Prefer

View from Seed

Over the summer, based on feedback from our portfolio and the broader startup community, NextView created pre-formatted board deck templates for seed-stage startups — part of our Growth Guides series. A seed-stage mobile startup’s housekeeping section might look something like this: Section 3: Core Metrics.

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Startup Revenue Milestones

K9 Ventures

At K9 we invest in companies which have a clear/direct revenue model and typically don’t invest in companies that follow the Ubiquity first Revenue Later (URL) revenue model made famous by Eric Schmidt in 2007. I call this Revenue Development and have written about it before. >$0/month. That’s real money.

Revenue 48
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Interview I did about Forward Partners for Soldo

The Equity Kicker

They find a niche in the market where they can grow some revenues and then they raise some more money. It’s got a big burn rate, it’s too big to pivot, and it goes bust. And what are the metrics for customer love? Ultimately, the quality of the idea gets found out, but by that point, that business has raised £5M-£10M.

Partner 68
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On the Road to Recap:

abovethecrowd.com

The pressures of lofty paper valuations, massive burn rates (and the subsequent need for more cash), and unprecedented low levels of IPOs and M&A, have created a complex and unique circumstance which many Unicorn CEOs and investors are ill-prepared to navigate. The same thing happened to many Internet stocks.

IPO 40