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Menudealing with a difficult stage: capital required for further development till product launch
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Since you mention that you have achieved "amazing results", I am assuming that you have some sort of a prototype to show to an angel/seed investor. Also, the fact that you managed to get a government grant (which I assume you didn't have to give up any equity for) is a good thing and shows creativity on your part.
That along with a well-crafted pitch about your vision for the product and the reality of the specific problem you are trying to solve might be good enough to start having conversations with some angel/seed investors. Assuming you get some initial commitments, you could then open up a public funding solicitation on AngelList. Please do consult your corporate lawyer for specific do's and don'ts of process of public solicitation.
Also, you can try to limit the portion of this $500K going towards founders' salaries by keeping those at a bare minimum.
Finally, you'll also need to think carefully about the amount you want to raise. Will this $500K be enough to take you to your series A?
Happy to brainstorm more or provide feedback on your pitch deck.
You should never optimize for government-funding of any kind. It can be helpful for sure, but if you have truly "amazing results" to share, and you are a few months away from actual product, it's likely that you are better-off waiting to get real product.
Trying to interpret what you wrote, it sounds as though you are operating on a significant burn (for being pre-product). I would look at everything you can to defer or reduce your burn that is non-essential to getting the product ready.
Raising money when you've "almost got product ready" is one of the toughest points to raise money. If you're encouraged by what you see, do anything you can to get to finished product.
I'd also suggest you really prioritize looking for customer validation from the early results that you can produce now. The more external validation you can generate, even if it's based on incomplete product, the better position you are going to be.
Happy to do a call to work through your scenario specifically.
You seem to be in a similar position that a lot of seed stage startups are in. At this stage, angel investors are usually appropriate to talk to about making a seed investment.
Keep in mind that "traction" can mean different things at different stages. At your stage, traction could include early customer interest, pilot program commitments, etc. Of course, it's always better to have customer/revenue traction but use what you have.
We raised several hundred thousand dollars before we ever launched. But we were able to show prototypes, early customer interest, and confirmed lead customers.
I'd begin the rounds with angel investors in your area and in your field for "feedback meetings." Try to find mentors that are willing to advise you, even informally. Remember, ask for money -- receive advice. Ask for advice, receive money.
Best of luck and let me know if I can be of help.
Related Questions
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How much equity is typically taken by investors in a seed round?
From my experience I would not advise you to go with Venture Capital when you're a start-up as in the end they will most likely end up screwing you. A much better source for funding would be angel investors or friends/family. The question of how much equity should I give away differs for every start-up. I remember with my first company I gave away 30% because I wanted to get it off the ground. This was the best decision I ever made. Don't over valuate your company as having 70% of something is big is a whole lot better than having 100% of something small. You have to decide your companies value based on Assets/I.P(Intellectual Property)/Projections. I assume you have some follow up questions and I would love to help you so if you need any help feel free to call me. Kind Regards, GiulianoGS
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What roles should the CEO and CTO have in a VC meeting?
The more important first impressions to leave a VC with are: 1) That you both are credible and inspire confidence that you can execute the plan you're fundraising on. 2) That there is good chemistry and a great relationship between the two of you; 3) That you can adequately address the concerns/objections/questions the VC raises. The CEO is expected to do most of the talking because the CEO should be the best person in the company at articulating the vision and value of the product and company you're building. If your CTO is comfortable presenting part of the pitch, it would be ideal for the CTO to speak to the product slides. The most important thing is for the CTO not to be a "bump on the log" meaning that you don't want them sitting there for most of the presentation with nothing to say. If you feel that's the case, you really shouldn't bring your CTO. Most VC meetings will not get technical and under the hood. Each question answered should be answered by the person best qualified to speak to that question. You should make eye-contact with your partner and use subtle body language to find a way to cue the other person to speak to that question or simply offer "CTO, would you like to answer that?" Bottom line, make sure that the CTO can speak confidently enough about the product and vision, otherwise -unless specifically asked by the VC - come alone. Fundraising is a big distraction to building and a good VC will always respect that in a first meeting, the CTO can be excused from attending in priority of building product. Happy to talk to you both on a call about helping get you feeling a bit more confident and prepared before your meeting. I was formerly a VC associate for a $500m fund and have raised money from VCs as a serial entrepreneur.TW
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How do I grow from a one man startup when I don't have the money to hire & don't have skills or time for investors?
Stop thinking you don't have the skills to do something. You can learn anything if you decide to, but assuming up front that you can't (forever) is dangerous. my2centsDM
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Does anyone know of a good SaaS financial projection template for excel/apple numbers?
Here is a link to a basic model - http://monetizepros.com/tools/template-library/subscription-revenue-model-spreadsheet/ Depending on the purpose of the model you could get much much more elaborate or simpler. This base model will help you to understand size of the prize. But if you want to develop an end to end profitability model (Revenue, Gross Margin, Selling & General Administrative Costs, Taxes) I would suggest working with financial analyst. You biggest drivers (inputs) on a SaaS model will be CAC (Customer Acquisition Cost, Average Selling Price / Monthly Plan Cost, Customer Churn(How many people cancel their plans month to month), & Cost to serve If you can nail down them with solid backup data on your assumption that will make thing a lot simpler. Let me know if you need any help. I spent 7 years at a Fortune 100 company as a Sr. Financial Analyst.BD
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When raising money how much of equity do you give up to keep control? Is it more important to control the board or majority of shares?
It entirely depends on the kind of business you have. If you have a tech startup for example, there are pretty reliable assumptions about each round of funding. And a business plan and financial forecasts are almost totally irrelevant to sophisticated tech investors in the early stages of a company's life. Recent financial history is important if the company is already generating revenue and in that case, a twelve-month projection is also meaningful, but pre-revenue, financial forecasts in tech startups mean nothing. You shouldn't give up more than 10-15% for your first $100,000 and from that point forward, you should budget between 10-20% dilution per each round of subsequent dilution. In a tech startup, you should be more nervous about dilution than control. The reality of it is that until at least a meaningful amount of traction is reached, no one is likely to care about taking control of the venture. If the founding team screws-up, it's likely that there will be very little energy from anyone else in trying to take-over and fix those problems. Kevin is correct in that the board is elected by shareholders but, a board exerts a lot of influence on a company as time goes-on. So board seats shouldn't be given lightly. A single bad or ineffective board member can wreak havoc on a company, especially in the early stages of a company's life. In companies outside of tech, you're likely going to be dealing with valuations that are far lower, thus likely to be impacted with greater dilution and also potentially far more restrictive and onerous investment terms. If your company is a tech company, I'm happy to talk to you about the financing process. I am a startup entrepreneur who has recently raised angel and VC capital and was also formerly a VC as part of a $500,000,000 investment fund investing in every stage of tech and education companies.TW
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