Free Download Becoming a Venture Capitalist (Masters at Work), by Gary Rivlin
September 22, 2017
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Free Download Becoming a Venture Capitalist (Masters at Work), by Gary Rivlin
Nun, jemand kann selbst bestimmen, was sie tun wollen und tun müssen, aber in einigen Fällen, diese Art von Person wird sicherlich einige Referenzen benötigen. Menschen mit aufgeschlossenem werden ständig versuchen, für die neuen Dinge zu suchen und auch Details aus mehreren Quellen. Auf der anderen Seite, werden sicherlich immer wieder Menschen mit geschlossenem Verstand annehmen, dass sie es von ihren Auftraggebern tun. Also, welche Art von Person sind Sie?
Becoming a Venture Capitalist (Masters at Work), by Gary Rivlin
Free Download Becoming a Venture Capitalist (Masters at Work), by Gary Rivlin
Nach einer Wartezeit schließlich kommt es auf die sehr lange Zeit, jetzt. Ein Buch, das eine der wartete Artikel in dieser Zeit wird! Leitfaden, der auf der ganzen Welt verbreitet werden! Offensichtlich ist dieses Buch ein, die wir für Sie vorschlagen. Die beste als einer der besten Sache voran zusammen mit! Derzeit noch einmal, Guide ist Becoming A Venture Capitalist (Masters At Work), By Gary Rivlin
Über den Autor und weitere Mitwirkende
Gary Rivlin is a Pulitzer Prize-winning investigative reporter and the author of five books, including Katrina: After the Flood. His work has appeared in The New York Times Magazine, Mother Jones, GQ, and Wired, among other publications. He is a two-time Gerald Loeb Award winner and former reporter for the New York Times. He lives in New York with his wife, theater director Daisy Walker, and two sons.
Leseprobe. Abdruck erfolgt mit freundlicher Genehmigung der Rechteinhaber. Alle Rechte vorbehalten.
Becoming a Venture Capitalist 1 THE PITCH Greylock Partners maintains not one but two offices in the San Francisco Bay Area. One is on Sand Hill Road, in Menlo Park, the Wall Street of venture capital and more or less in the middle of Silicon Valley. But these days the center of gravity in the tech world has shifted north to San Francisco, and Greylock, like most of the area’s top venture firms, now leases space in the city. Josh Elman, regarded widely as one of venture’s bright new stars, is working out of Greylock’s San Francisco offices on a sunny Wednesday in the fall of 2017. It’s there, in a factory-chic office in a part of town thick with start-ups and rival venture firms, that I join him for a lineup of meetings that includes a sit-down with the founder of a mobile-app start-up that’s been around for several years. “This is someone I’ve known a long time,” Elman tells me. “From before I was a VC.” The ground rules of this interview dictate that I can’t name the entrepreneur or his start-up. But there’s no stopping me from describing the man as an odd duck. I’ve sat in on my share of pitch meetings over the years. I’ve witnessed awkward mumblers who can’t make eye contact. In the late 1990s, at the peak of the dot-com madness, I tried not to visibly roll my eyes over the hubris of the MBAs descending on Silicon Valley with their charts and projections but not much else beyond a smooth, practiced delivery and the promise of “ubiquity” for whatever they were selling. But never had I come across an entrepreneur as buttoned-down bland as this one. His background was an interesting one that included a stint on Wall Street. He was older than the typical founder. Yet he didn’t seem to have the personality to lead a growing tech start-up. The CEO claims that he isn’t at Greylock looking for money. “We’re not in fund-raising mode,” he says to me as we’re introducing ourselves to each other. As the founder tells it, he’s just one old colleague asking another for friendly advice as he preps himself to raise a large slug of money. The CEO takes a seat across a conference table from Elman and plugs in his laptop loaded with a multi-slide presentation that he thinks is worth at least $50 million. To his right sits a top executive from his company: a wiry man with a shaved head, a deep résumé, and an intensity that suggests he would crash through a wall if that’s what it would take to win. “We literally were making changes in the car a few minutes ago,” the CEO tells Elman. He’s aiming for nonchalance, but it comes off as an obvious ploy to lower the stakes on a high-stakes meeting. He has no doubt been sweating this meeting—and every slide—for weeks. Greylock is one of the country’s oldest venture firms and among the most highly regarded. It might be overstating things some to say that pitching Greylock (as a Newsweek contributor wrote in 2014) “is a bit like being a rookie pitcher stepping onto the mound at Yankee Stadium—with Babe Ruth walking up to the plate.” But there was no doubting the firm’s supremacy. I would speak to more than two dozen industry people for this book. Almost to a person, they listed Greylock as a top-five venture firm, if not top three. Greylock had been an early investor in both LinkedIn and Facebook, when $27.5 million bought nearly 6 percent of a company today worth more than $500 billion; and also the music-streaming service Pandora, which was worth $2.6 billion at the end of its first day as a publicly traded stock in 2011. Greylock Partners had also invested in Instagram, the thirteen-person start-up that Facebook bought for $1 billion in 2012; Tumblr, the microblogging company that Yahoo purchased for $1.1 billion in 2013; Zipcar, which Avis paid $500 million for that same year; Dropbox (a digital storage service), valued at $12.7 billion when it went public in 2018; and also Medium (an online publisher) and Airbnb. Greylock had the economic means to provide the CEO with the money he needed to build out his idea and also the connections of Elman and his partners, along with the services of the eight full-time recruiters who work for Greylock and its in-house communications team if a start-up team needs help with its messaging. (A lot of the big firms provide these kinds of ancillary services, to increase the chances that the portfolio companies they fund are winners.) Quite simply, Elman could make his company. This is not the CEO’s first time pitching Elman. That’s obvious a minute or two into the meeting. “I want to start by thanking you for calling BS on our numbers the last time we met,” the man says. Elman fills me in later. A year or two earlier, the CEO had offered revenue estimates based on the brightest assumptions—“and then basically he doubled everything.” But apparently Elman has a soft spot for the CEO. Or at least he sees potential in his company. The CEO had been struggling to find the right business model, and Elman has been helping him find the right market for his app, even if he hasn’t been willing to invest yet. Now, several business models later, the CEO is certain the company is positioned where it needs to be. “We really appreciate all you’ve done to help us hone the business,” he says. A small smile appears briefly on his face but disappears immediately, as if someone has snapped shut the blinds. “I’m just trying to be a blank slate here,” Elman says helpfully. The VC is of average height, with the chunky build of someone for whom exercise is largely speed walking between meetings. He has thinning hair and blue eyes behind a pair of stylish metal glasses. On this day, he’s dressed in a blue T-shirt under an untucked plaid shirt, jeans, and running shoes. He’s an upbeat, if fidgety, presence in the room, with a puppy-dog spirit, all nods and smiles. He almost leans into the presentation, as if primed to be delighted by whatever an entrepreneur might utter next. Elman wants to fall in love. The CEO, however, is making it hard. An early slide boasts of the tens of millions of venture dollars his company has already raised. The smile dissolves from Elman’s face. His fingers absentmindedly find a pen and begin playing with it. The VC within seems almost offended that a founder is boasting of blowing all that money in search of the right market. Elman lets another slide or two pass but then asks the CEO to go back. “You save that for the end,” he says of the amount of venture money raised already. Later, he is blunter: “He had burned through”—here he gives the exact number, but, suffice it to say, it was closer to $100 million than to zero. “And he’s putting that up at the top of his slide deck like a selling point?” Every industry has its own vocabulary. The shorthand and jargon can sound like gibberish to an outsider, but they form a code that offers entry into that world. The CEO talks of “legacy systems” hobbled by “the premobile economic model” and “organic” versus “paid” growth, which has allowed them to pick up users without much in the way of customer “acquisition costs.” All of it is encouraging news for a mobile-app maker wanting to be on the smartphones of hundreds of millions of people around the globe. Millions have already downloaded the app, and, if most aren’t yet paying customers, the CEO shares some clever ideas for getting anxious...
Produktinformation
Gebundene Ausgabe: 176 Seiten
Verlag: Simon & Schuster (2. April 2019)
Sprache: Englisch
ISBN-10: 1501167898
ISBN-13: 978-1501167898
Größe und/oder Gewicht:
12,7 x 1,5 x 17,8 cm
Durchschnittliche Kundenbewertung:
Schreiben Sie die erste Bewertung
Amazon Bestseller-Rang:
Nr. 427.975 in Fremdsprachige Bücher (Siehe Top 100 in Fremdsprachige Bücher)
This is a book written in a very accessible, entertaining style but that carries a lot of great information. Rivlin was a former business reporter for the Industry Standard (back in the Dot Com era) and then the New York Times (where he was based in San Francisco) so as he explains in the book, he has known some of the people he interviewed for this for many years. He has unique knowledge of how the VC community developed in the last 20 years in the Valley and around the country, as well as a reporter's eye for detail. A great read!
Perhaps it's a style issue.
Quick read on how Venture Capital firms operate and how they think. Informative and entertaining.
I’ve read several of RIvlin’s previous books. This one, like the others, combines crisp writing with detailed, fly-on-the-wall reportage. I highly recommend this interesting and entertaining book to anyone seeking a glimpse into the world of venture capitalists.
I'm an entrepreneur and am trying to understand VCs. This was not a helpful book because it didn't seem like the author really understood the industry. I liked some of the stories but it felt like stuff I could read for free on a blog
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