Guest column

Failing to fundraise can be the downfall of Houston startups — here's what you need to know

The second most common reason for startup failure is running out of funds. A Texas expert has tips for avoiding that downfall. Getty Images

Startups are pulling outsized financing rounds and debt acquisitions at an unprecedented rate despite the high 80 percent failure rate of startups overall. Among the three primary reasons why startups tend to fail, running out of cash falls in the number two spot on the list at 29 percent — following no market need.

But startups need to recognize that their time and a strategic fundraising effort are tied together as critical resources to allocate properly to drive their fundraising efforts.

Despite a multitude of ideas and approaches in the pursuit of the very elusive product-market fit and monetization, the majority of startups fail to raise funds or run out of cash after initial fundraising success. For the startup to be successful, it is imperative that funds, finances, and related resources are allocated productively and precisely.

A key part of the startup CEO's job is to understand how much total cash remains on hand and whether it is enough to carry the startup towards a milestone that can lead to successful financing as well as a positive cash flow. Just as important is how to allocate their time and efforts to the fundraising process along the way.

A constant battle

For starters, valuations of a startup do not change linearly over time. Simply because it was twelve months since raising a series A round does not mean that it will be easier to raise more money or be ready for a step-up in valuation. To reach an increase in valuation, a company must achieve certain key milestones that are relevant to showing progress to market and in most investors eye's progress towards monetization.

It is important to understand what potential investors think is worthy of a step up, but generally valuation is pretty flat in between inflection points where key milestones are reached that earn a big increase.

Active vs. passive investment pursuits

Given that it often takes six to nine months and two-thirds of a CEO's time during a major round of fundraising, optimally you should align progress points into major milestones where efforts can be concentrated for fundraising success approaching the inflection points. That does not mean that the CEO can ignore fundraising in between those major milestones, but should think about waves of active and passive fundraising activities.

Active fundraising is obvious, which is the typical efforts to craft a pitch, meet with investors, nurture investor prospects into lead and following investor types. Most of the effort should be put into the early investors that will lead the round as the first checks are always the hardest.

From my experience rounds develop their own momentum when reaching about 40 percent of their target and even more when reaching 60 percent as long as the prospective investor pool is large enough. However, the CEO cannot ignore the company's progress while the raise is actively underway, as they will typically meet with prospective investors multiple times who will want to hear about progress each time.

Passive fundraising is less obvious, which happens in the gaps in between active fundraising where one round closes and before the next round starts. The primary passive activity is general investor networking, where the CEO should be out expanding their network, meeting new prospects and trying to identify the mostly likely early investors or best fit for the company.

I'm not suggesting this is really a passive activity, as it takes a lot of work. But this should be an ongoing between rounds. This passive effort gives the CEO a chance to put most of their emphasis on the progress of the company to the next milestones, but avoids a cold start to the next fundraising round.

Regardless, there are two best practices in this passive mode. First, use networking techniques to identify good prospective investors for your company and two to work on getting referrals to investors well before an actual fundraising round is open. Getting a referral is obviously to your advantage, because it takes you out of cold-calling mode that has a low success rate.

Meeting an investor while you are not fundraising takes the pressure off both the CEO and investor and gives them a chance to get to know each other personally. Again, many will not be your round leaders or champions to other investors, but this lower pressure effort gives investors a chance to listen and reach out to potential experts in their networks to validate the problem and your solution.

With the relationship established and your solution validation received, moving to an active discussion about investment comes more naturally as well as targeting of the best lead investor candidates leading to due diligence, negotiation and closing the funds.

Within a technology development firm like my firm, VIC, we have the benefit of "always-on" VIC Investor Network that we are constantly working to refresh and expand. Because of our large portfolio, seventeen companies at the time of writing this, there is a good chance that almost any life science investor can find something that suits their interest, experience, or passions.

Each member of the firm can allocate their time between active and passive efforts for the companies they are most closely involved with while still providing a wide portfolio of other companies that might be of interest to a prospective investor. Even with a portfolio of companies, the same concepts of active and passive efforts apply.

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James Y. Lancaster is the Texas branch manager for Arkansas-based VIC Technology Venture Development. Lancaster, who lives in College Station, oversees business there, in Dallas, and in Houston.

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Building Houston

 
 

Electric vans will now be delivering to Houston. Photo courtesy of Amazon

Amazon CEO/occasional space traveler Jeff Bezos is doing his best to supplant a certain jolly fellow from the North Pole as tops for holiday gift delivery.

His latest move: Amazon is rolling out more than 1,000 electric delivery vehicles, designed by electric vehicle manufacturer Rivian, ready to make deliveries in more than 100 cities across the U.S. On the Texas good list: Houston, Austin, and Dallas. Bezos' juggernaut began deliveries in Dallas in July, along with Baltimore, Chicago, Kansas City, Nashville, Phoenix, San Diego, Seattle, and St. Louis.

These zero-emissions vans have delivered more than 5 million packages to customers in the U.S., according to Amazon. The latest boost in vehicles now includes Houston and Austin; Boston; Denver; Indianapolis; Las Vegas; Madison, Wisconsin; Newark, New Jersey; New York, Oakland, California; Pittsburgh, Portland, Oregon; Provo, Utah; and Salt Lake City.

Plans for the Amazon and Rivian partnership call for thousands of vehicles on the road by the end of the year and 100,000 vehicles by 2030.

“We’re always excited for the holiday season, but making deliveries to customers across the country with our new zero-emission vehicles for the first time makes this year unique,” said Udit Madan, vice president of Amazon Transportation, in a statement. “We’ve already delivered over 5 million packages with our vehicles produced by Rivian, and this is still just the beginning—that figure will grow exponentially as we continue to make progress toward our 100,000-vehicle goal.”

This all comes as part of Amazon's commitment to reaching net-zero carbon by 2040, as a part of its The Climate Pledge; Amazon promises to eliminate millions of metric tons of carbon per year with it s commitment to 100,000 electric delivery vehicles by 2030, press materials note.

Additionally, Amazon announced plans to invest more than $1 billion over the next five years to further electrify and decarbonize its transportation network across Europe. This investment is meant to spark innovation and encourage more public charging infrastructure across the continent.

“Fleet electrification is essential to reaching the world’s zero-emissions goal,” said Jiten Behl, chief growth officer at Rivian, in a statement. “So, to see our ramp up in production supporting Amazon’s rollout in cities across the country is amazing. Not just for the environment, but also for our teams working hard to get tens of thousands of electric delivery vehicles on the road. They continue to be motivated by our combined mission and the great feedback about the vehicle’s performance and quality.”

A little about the vans: Drivers’ favorite features include a spacious cabin and cargo area, superior visibility with a large windshield and 360-degree cameras, and ventilated seats for fast heating and cooling — a must for Bayou City summers ... or winters, for that matter.

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This article originally ran on CultureMap.

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