The focus of this book is to help you raise more venture capital with a proven strategic fundraising process. Using the playbook outlined in this book, I have assisted startup founders in raising more than $500MM in early-stage venture capital over the past five years— many instances of which were considered impossible in light of a series economic shock events such as Covid-19, various wars, election drama, and aggressive quantitative tightening. My clients are backed by notable institutions such as: Menlo, Sequoia, Goodwater, Tiger Global, Softbank, a16z, Lightspeed, Accel, and Founders Fund, to name a few.

The focus of this book is to help you raise more venture capital with a proven strategic fundraising process. Using the playbook outlined in this book, I have assisted startup founders in raising more than $500MM in early-stage venture capital over the past five years— many instances of which were considered impossible in light of a series economic shock events such as Covid-19, various wars, election drama, and aggressive quantitative tightening. My clients are backed by notable institutions such as: Menlo, Sequoia, Goodwater, Tiger Global, Softbank, a16z, Lightspeed, Accel, and Founders Fund, to name a few.

The focus of this book is to help you raise more venture capital with a proven strategic fundraising process. Using the playbook outlined in this book, I have assisted startup founders in raising more than $500MM in early-stage venture capital over the past five years— many instances of which were considered impossible in light of a series economic shock events such as Covid-19, various wars, election drama, and aggressive quantitative tightening. My clients are backed by notable institutions such as: Menlo, Sequoia, Goodwater, Tiger Global, Softbank, a16z, Lightspeed, Accel, and Founders Fund, to name a few.

The focus of this book is to help you raise more venture capital with a proven strategic fundraising process. Using the playbook outlined in this book, I have assisted startup founders in raising more than $500MM in early-stage venture capital over the past five years— many instances of which were considered impossible in light of a series economic shock events such as Covid-19, various wars, election drama, and aggressive quantitative tightening. My clients are backed by notable institutions such as: Menlo, Sequoia, Goodwater, Tiger Global, Softbank, a16z, Lightspeed, Accel, and Founders Fund, to name a few.

If your company is growing incredibly fast within a year (if not months), from a tight-knit core team to over a hundred employees, it will be natural to feel like you are losing control. Furthermore, it will be natural to fear that the behaviors and practices that made your company great today, won’t translate to your new team members in the future.

We can’t tell you how to build your culture. But we can share essential first-principles that will help augment your culture-building efforts. In this post, we share seven things to consider when growing, cultivating, and refining your company culture.

The focus of this book is to help you raise more venture capital with a proven strategic fundraising process. Using the playbook outlined in this book, I have assisted startup founders in raising more than $500MM in early-stage venture capital over the past five years— many instances of which were considered impossible in light of a series economic shock events such as Covid-19, various wars, election drama, and aggressive quantitative tightening. My clients are backed by notable institutions such as: Menlo, Sequoia, Goodwater, Tiger Global, Softbank, a16z, Lightspeed, Accel, and Founders Fund, to name a few.

Proper board stance is better described as a partnership. This may seem idealistic and is not always practical in reality as it requires buy-in from both parties. Nonetheless the ideal board member provides transparent, professional views on the company— wins, challenges, opportunities, and resources— working with the management team to maximize company value.

We underline the word ‘professional’ because in our experience, it isn’t wise to engage in a manner that is too ‘friendly’ or ‘personal.’

Fear expresses itself in numerous ways. Fear is not a bad thing— fear is necessary. Especially when the fears are rational. Imagine you are crossing a road during peak hour traffic— no dedicated crossings— where would your attention be? Most of your attention would be on avoiding traffic. If it is your first time doing this, your heart rate will spike, your palms sweat, and your mind on hyper-alert— this is appropriate. The challenge is when we have an irrational fear.

The wrong hire is costly, time-consuming. The right hire is a godsend. Yet great hires can also be hard to keep! So, how do you quickly determine if someone is a natural fit for the role? And, if they are, how do you know with precision, exactly how to fulfill their unique criteria and keep them engaged?

In the context of business, Talent Chemistry is the art of aligning diverse individual strengths, talents, and contributions, so that the output is greater than the sum of its parts (Talent Synergy): 1+1 >> 2