Loading...
Answers
MenuWhat does a good advisor bring to the table for a startup?
This question has no further details.
Answers
A good advisor can help a startup in various ways. Here I describe what I do:
I work quite a bit with pre-angel/pre-seed/pre-accelerator US-based tech startups (or sometimes even executives/scientists/technologists in corporate jobs toying with a startup idea that they'd consider leaving their jobs for), and have done this now for well over a decade while founding/growing my own companies. Most of these founders come to me from hearing about me from another founder, so I am assuming that founders are finding some value in their interactions with me.
At this early-stage in the game, one of the key things I try to do is to separate founders' assumptions about various aspects of the business from facts that they have validated. Another thing founders find useful is examples/ideas of how other startups solved a similar business problem in a creative manner (my voracious reading helps a lot here.) Finally, I also try to take the devil's advocate position on key assertions that the founders make (e.g. why are they & their product uniquely suited to tackle this problem in face of competition) in order to point out counterarguments with the eventual goal of helping them strengthen their case.
My engagements with founders tend to take the form of intense 30-75 minute brainstorming sessions (1-3 sessions), which typically provide them with enough food for thought to start executing on various fronts.
A small percentage of these startups continue to make great progress over a period of 3-9 months and keep me in the loop via brief email updates. Those ones, I help by providing them critical feedback on their pitch decks (multiple iterations until I think that it is crisp and powerful) and then bring on the radars of my early-stage investor contacts (US-based).
There are of course different advisers... Technical (scientific) and business. One of the big add value from a good advisor is their name and connections in the field. That adds lots of credibility to a startup and help with discussions and negotiations.
Good advisors bring a lot of things to the table. Let us take an example. You have created a Start-up almost a year ago i.e. in 2019, now during coronavirus pandemic you are facing a financial crisis and you need a financial advisor. A good financial advisor that you will hire will bring the following traits to the table and if they do not, they are simply not good.
1. Passion for Financial Planning and Wealth Management: The successful financial advisors are the ones who have an absolute passion for the subject. This is important because standards, laws, methodologies, and products within the financial and investment worlds are constantly evolving. When a financial advisor has a huge passion for the subject matter, that person naturally gravitates toward learning more and more about the industry every day. Those without that passion consistently fall behind and struggle to keep up with industry developments. That alone can be the difference between success and failure as a financial advisor. A good question to ask financial advisors with every conversation is, "What's new in the industry?"
2. Deep Analytical Ability: There are many areas involved in a complete and thorough financial plan. Cash flow planning, retirement planning, investment management, insurance planning, estate planning, and tax planning are a few key areas that a competent financial advisor can help clients with. Having in-depth analytical ability across all these areas is essential, but it is perhaps most important in the investing portion. Successful financial advisors know that the risk and return relationship drives almost every aspect of a financial plan. Structuring an investment portfolio, the proper way and being able to reallocate the assets as time and goals change is crucial. A financial advisor needs to be able to analyse and plan a portfolio in the context of a variety of metrics, such as standard deviation, beta, strategic asset allocation, tactical asset allocation, and drawdown.
3. Professional Salesmanship: This is a key requirement for successful financial advisors. Financial advisors must grow their book of business to thrive. Being able to sell their services across the entire spectrum of financial planning, from investment management to estate planning, is necessary for financial advisors to be successful. Granted, sales of services or products should not be made solely to make a sale. The service or product must genuinely help the client. However, salesmanship nonetheless is necessary. A financial advisor must be able to communicate to the client the problem or gap in his or her financial plan that exists, properly convey the solution, and as a final step, ask for the client's or prospect's business. A financial advisor who cannot muster up the courage to ask for business will undoubtedly get none. The next trait is crucial.
4. A Belief That Interests Must Be Aligned: Successful financial advisors are ones that put the interests of their clients first and their own interests second. The advisor must believe that the financial interests of both parties should be aligned, or else a harmful relationship may occur. It is unnecessary and unethical to sell a client product that the client does not need, such as irrelevant insurance policies or insurance policies with too much coverage. Certain investment products fit this category as well, such as mutual funds that have high sales loads, since there are countless comparable and better mutual funds without such loads. In addition, charging higher-than-necessary investment management fees is not good practice. A successful financial advisor should not charge 2% on assets under management when 0.5% is typical for the same service. Successful financial advisors help people and are compensated fairly; they do not drain their clients of their hard-earned money.
5. Curiosity: Uncovering precisely what a client needs across all aspects of financial planning is like detective work. Small details must be found and pieced together, and a comprehensive solution to a large problem must be created and communicated. Successful financial advisors are ones who enjoy this process and thrive on the challenge.
Besides if you do have any questions give me a call: https://clarity.fm/joy-brotonath
Related Questions
-
What is a good/average conversion rate % for an e-commerce (marketplace model) for customers who add to cart through to purchase order.
There is quite a bit of information available online about eCommerce conversions rates. According to a ton of sources, average visitor-to-sale conversion rates vary from 1-3%. This does not mean the Furniture conversions will be the same. The bigger problem is that visitor-to-sale conversions are not a good data point to use to measure or tune your eCommerce business. All business have some unique friction factors that will affect your final conversion rate. It's very important to understand each of these factors and how to overcome them. The best way to measure and optimize is to take a conversion funnel approach. Once you have defined your funnel you can optimize each conversion rate to better the total effect. For example: Top of the funnel: - All web site visitors, 100,000 / month First conversion: View a product page, 50% of all visitors Second Conversion: Add to Cart, 10% of people who view products Final Conversion: Complete Checkout, 80% of people who put items in a cart In this example we see that only 10% of people who actually view products put them in to a cart, but 80% of those people purchase. If you can figure out why visitors are not adding items to their cart and fix the issue to increase the conversion rate, revenue should increase significantly because of the high checkout rate. You can use free tools like Google Analytics to give you a wealth of information about your site visitor and their behavior or there are some great paid tools as well.Dan MartellDM
-
For every success story in Silicon Valley, how many are there that fail?
It all depends on what one decides to be a definition of a "success story." For some entrepreneurs, it might be getting acqui-hired, for some -- a $10M exit, for some -- a $200M exit, and for others -- an IPO. Based on the numbers I have anecdotally heard in conversations over the last decade or so, VCs fund about 1 in 350 ventures they see, and of all of these funded ventures, only about 1 in 10 become really successful (i.e. have a big exit or a successful IPO.) So you are looking at a 1 in 3500 chance of eventual venture success among all of the companies that try to get VC funding. (To put this number in perspective, US VCs invest in about 3000-3500 companies every year.) In addition, there might be a few others (say, maybe another 1-2 in every 10 companies that get VC investments) that get "decent" exits along the way, and hence could be categorized as somewhat successful depending on, again, how one chooses to define what qualifies as a "success story." Finally, there might also be companies that may never need or get around to seeking VC funding. One can, of course, find holes in the simplifying assumptions I have made here, but it doesn't really matter if that number instead is 1 in 1000 or 1 in 10000. The basic point being made here is just that the odds are heavily stacked against new ventures being successful. But that's also one of the distinguishing characteristics of entrepreneurs -- to go ahead and try to bring their idea to life despite the heavy odds. Sources of some of the numbers: http://www.nvca.org/ http://en.wikipedia.org/wiki/Ven... https://www.pwcmoneytree.com/MTP... http://paulgraham.com/future.html Here are others' calculations of the odds that lead to a similar conclusion: 1.Dear Entrepreneurs: Here's How Bad Your Odds Of Success Are http://www.businessinsider.com/startup-odds-of-success-2013-5 2.Why 99.997% Of Entrepreneurs May Want To Postpone Or Avoid VC -- Even If You Can Get It http://www.forbes.com/sites/dileeprao/2013/07/29/why-99-997-of-entrepreneurs-may-want-to-postpone-or-avoid-vc-even-if-you-can-get-it/Mahesh Bhatia (Early-stage pitch decks)MB
-
Business partner I want to bring on will invest more money than me, but will be less involved in operations, how do I split the company?
Cash money should be treated separately than sweat equity. There are practical reasons for this namely that sweat equity should always be granted in conjunction with a vesting agreement (standard in tech is 4 year but in other sectors, 3 is often the standard) but that cash money should not be subjected to vesting. Typically, if you're at the idea stage, the valuation of the actual cash going in (again for software) is anywhere between $300,000 and $1m (pre-money). If you're operating in any other type of industry, valuations would be much lower at the earliest stage. The best way to calculate sweat equity (in my experience) is to use this calculator as a guide: http://foundrs.com/. If you message me privately (via Clarity) with some more info on what the business is, I can tell you whether I would be helpful to you in a call.Tom WilliamsTW
-
I finally found my billion-dollar startup idea. Now what?
The idea is a very small fraction of what it takes to earn the first million. Certainly billion. What actually matters is your ability to *execute*. Entrepreneurship means "having the talent of translating opportunities into money". Or, as Alexis Ohanian of Reddit said, "entrepreneur is just French for 'has ideas, does them'." As much as it may seem that transitioning off your 9-to-5 is the biggest hurdle, it's not. If you can't "get out of the gate" then you're also not ready to deal with the real challenges of business, like "competition that has 1,000x your funding" or "suppliers that jerk you around" or "customers who steal your intellectual property". It's easy to have a "billion dollar idea". I'd like to mine gold off of asteroids; I'm sure that would be worth billions. I'd also like to invest in Arctic real estate that will become coastal vacation property after fifty more years of warming. And, of course, to make a new social network that everyone loves. But saying these things is very very different from accomplishing them. Prove your concept by first taking a small step, such as making the first dollar. (Maybe try Noah Kagan's course at http://www.appsumo.com/how-make-your-first-dollar-open/). If you can't figure out a way to "make it go" without a giant investment, then you're kidding yourself about your ability to execute the business. If you *can* figure out a way to get a toehold, then by all means do it now! Happy to advise further, feel free to contact me for a call.Aaron SylvanAS
-
VCs: What are some pitch deck pet peeves?
Avoid buzzwords: - every founder thinks their idea is disruptive/revolutionary - every founder says their financial projections are conservative Instead: - explain your validation & customer traction - explain the assumptions underlying your projections Avoid: - focusing extensively on the product/technology rather than on the business - misunderstanding the purpose of financial projections; they exist in a pitch deck to: a) validate the founders understanding of running a business b) provide a sense of magnitude of the opportunity versus the amount of capital requested c) confirm the go-to-market strategy (nothing undermines a pitch faster than financial projections disconnected from the declared go-to-market approach) d) generally discredit you as someone who understands how to build a company; for instance we'll capture 10% of our market, 1% of China, etc. Top down financial projections get big laughs from investors after you leave the room. bonus) don't show 90% profit margins. Ever. Even if you'll actually have them. Ever. Instead: - avoid false precision by rounding all projections to nearest thousands ($000) - include # units / # subscribers / # customers above revenue line; this goes hand-in-hand with building a bottom up revenue model and implicitly reveals assumptions. Investors will determine if you are realistic, conservative, or out of your mind based largely on the customer acquisition numbers and your explanation of how they will be achieved. - highlight your assumptions & milestones on first customers, cash flow break even, and other customer acquisition and expense metrics that are relevant Avoid: - thinking about investor money as your money - approaching the pitch from your mindset (I need money); investors have to be skeptics, so understand their perspective. - bad investors; it's tempting to think that any money is good money. You can't get an investor to leave once they are in without Herculean efforts and costs (and if you're asking for money, you can't afford it). If you're not on the same page with an investor on how to run/grow the business, you'll regret every waking hour. Instead: - it's their money; tell them how you are going to utilize their money to make them more money - you're a founder, a true believer. Your mantra should be "de-risk, de-risk, de-risk". Perception of risk is the #1 reason an investor says no. Many are legitimate, but often enough it's simply a perception that could have been addressed. - beyond the pitch, make the conversation 2-way. Ask questions of the investor (you might learn awesome things or uncover problems) and talk to at least two other founders they invested in more than 6 months ago.Jason PlimlJP
the startups.com platform
Copyright © 2025 Startups.com. All rights reserved.
