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.

A Houston real estate expert suggests that the icon that is the Astrodome should be restored to be used for energy conferences and other business needs. Photo courtesy of the city of Houston

Over the past several years, there's been a continuous conversation about the iconic Astrodome and what should be done with it. Dubbed the "Eighth Wonder of the World," Houstonians certainly don't want to see the Astrodome go, as it is a landmark deeply embedded into the hearts and minds of our beloved city.

Ideas have been thrown around, yet none of them seem to stick. The $105 million county-approved plan to renovate and build a multi-story parking garage that was approved under Judge Ed Emmett's court in 2018 has been placed on hold until further notice.

For the betterment of business

Houston is famously known as the world capital of the international energy industry, petroleum exploration, space exploration, medical communities and vast port systems across the Gulf. Our city hosts the annual Offshore Technology Conference, one of the largest oil and gas trade shows in the world, which features the industry's latest technology, products, networking opportunities, and more.

On average, more than 59,000 people attend OTC annually, with more than 15,000 attendees visiting from outside the U.S. In addition, Houston is also headquarters to more than 500 oil and gas exploration and production companies and has 10 refineries producing over 2.6 million barrels of crude oil daily.

Houston is a prime location to become a candidate for a new commodity exchange center housed inside the Astrodome. The current New York Mercantile Exchange, a commodity futures exchange owned and operated by CME Group of Chicago, is located in Manhattan, New York City. There are additional offices located in Boston, Washington, Atlanta, San Francisco, Dubai, London, and Tokyo. Surprisingly, Houston is not on that list. The NYMEX division handles billions of dollars' worth of futures and options contracts for energy products such as oil and natural gas.

Renovating and repurposing

Scalability is important to consider when discussing the repurposing of the Astrodome. Oil and gas is the only industry that could support the Astrodome's expenses and generate a profit. Other options such as turning it into a parking garage or a hike and bike trail would not be sufficient. Moving something as significant as the oil and gas futures exchange to Houston would provide NRG with the necessary monthly residual income to sustain the beloved Astrodome.

Another viable option would be to host the annual Offshore Technology Conference at the Astrodome. Oil and gas companies would set-up year-round exhibits on the floor of the Astrodome for convenience, providing an opportunity to showcase their equipment and product to potential clients.

To further capitalize on this concept, the Astrodome would offer corporate suite rentals for oil and gas companies to lease in order to provide a meeting space for people flying in and out of town. While the equipment and product would be on the floor for people to look at, NRG could bring in additional rental income from the suites.

To maintain the iconic nature of the building, signage would hang on the outside of the Astrodome, featuring the top oil and gas company's logos and placing a pump jack on top of it to emulate an oil rig.

The beauty of all of this is the simplicity of it. The hard part is done. Houston has become the oil and gas capital of the world over the last 100 years. The easy part is ahead; filling the Astrodome with oil and gas companies that want to do business.

Your move, Houston.

The first step toward making an endeavor like this possible is simply suggesting that it is. There's no need to fix what's already working in New York. We can use the same business model, bring it down to our great city, put the Astrodome back to good use, and truly become the petrochemical exchange capital of the world.

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Frank Blackwood is the senior director of Lee & Associates - Houston.