It's been nearly two years since Katrina changed so many lives, challenged our government and strained our economy. Let's hope we are ready this year and have learned something.
I remember Katrina each year because without any doubt, it changed my personal view on how quickly things can change, no matter who you are. Because no matter who you are, or how careful you consider each decision you make, each time, every day, in the end, it may not matter. Because control is governed by nature. Control is a myth. You have no control over what happens in your body or what happens when a Hurricane comes to town with a bead on your home.
I spent two weeks in 2005 building a "Mash-type" restaurant and cooking for thousands of strangers where water surged over 30 feet, leaving boats in trees and houses blocks away from their foundations. I met and fed soldiers, ministers, mechanics, doctors, volunteers, police, firemen, the homeless, even FEMA. All were thankful for a hot meal on a devistated corner, where we had the only light shining. We were the new town center at Pass Christian, Miss for a bit, where friends and family would meet, check fingers and toes and rediscover the true meaning of grace.
I am truly grateful for this way-out-of-my-comfort-zone experience that I was volunteered for. It really is my personal thanksgiving day...because I remember how much a Cheeseburger with bacon meant to so many, how grateful they were to have it and how awfully good it felt to be there, doing that, for them.
Katrina changed my view of control, of loss and what matters most. If you have the opportunity to help others during a crisis, selflessly, you will never be the same person after...I guarantee it.
Volunteer
Monday, August 20, 2007
Thursday, August 9, 2007
Excuse me...I am not too old to be funded!
Click on the above link to the NY Times article.
The environment for today’s entrepreneurs is far different in a number of ways from the boom of the late ’90s.
______________________________________
Amazing...never thought it would happen but it is official, there is age discrimination in Silicon Valley and that's a fact. I hear it over and over. But people are genuinely afraid to mention it, talk about it or blog about it. True, it's their money (they actually think it's their money) so they can make any decision they want. But really, are the over 30 crowd all washed up? Are we out of ideas? Do we really not get that information super highway thing? Is it true we can't be trusted over 30? Or, are we all looking for the senior special at Denny's and a price break at the movies? Give me a break.
I'm researching this and asking anyone and everyone to collaborate on this BS. I want to write about first or even second-hand experiences with this topic. Hell, I'll take gossip. Please make this post a collaborative effort so don't just make comments. Send me your stories, and if you want, your name and a photo. This is for the over 30 crowd. The ones with experience, access, resources, ideas, capital, energy, track record, references other than a professor and an RA and a mind of our own...or is that what they are afraid of?
The venture community, at least my sampling, worries me. They all seem to have the same mindset and web 1.0 comes to my mind. Sure the environment is different, the exit strategies are less explosive and harmful, but still, not a lot of original thinking. I posted Pink Floyd's the wall from YouTube™ because this is how I see them. Start at about 2:00 min remaining and you will see my point. Even more interesting, the Wall was filmed in 1982, about the average age of the average founder of the average technology start up backed by the average VC...at least in the Valley.
Click on the following two articles for more information:
Bitch Slapping Rude
According to the Urban Dictionary, bitch slap is putting someone in their place (or diss) in no uncertain terms. I want to whack rude out of our society and help make courtesy and manners more mainstream.
This post is about that...bitch slapping rude. The first step is being able to identify it, write about it and talk about it. Then, we may be able to recognize it and prevent it from occurring.
Object lesson
Coming home from a rock concert last night at about midnight there was a huge crowd of people jockeying for position as we exited the parking lot. While most of the drivers were lining up, a few ill-mannered folks were trying to cheat and cut in line to save 20 seconds. Horns were honking and generally, the high from the cool summer concert was lost by a few ill-mannered, rude drivers disrespecting others. Come on, get in line, relax and be courteous.
So, what's your experience?
While:
> Driving
> Shopping
> Working
> On an airplane
> Giving a presentation
> Having dinner
> ??
This post is about that...bitch slapping rude. The first step is being able to identify it, write about it and talk about it. Then, we may be able to recognize it and prevent it from occurring.
Object lesson
Coming home from a rock concert last night at about midnight there was a huge crowd of people jockeying for position as we exited the parking lot. While most of the drivers were lining up, a few ill-mannered folks were trying to cheat and cut in line to save 20 seconds. Horns were honking and generally, the high from the cool summer concert was lost by a few ill-mannered, rude drivers disrespecting others. Come on, get in line, relax and be courteous.
So, what's your experience?
While:
> Driving
> Shopping
> Working
> On an airplane
> Giving a presentation
> Having dinner
> ??
Monday, July 30, 2007
On Being Flakey
What is about some people that allow them to live in their own reality? We all know them, have met them, been employed by them or have read about them. Lindsay Lohan comes to mind! I’m really talking about other, less famous, but equally frustrating people like small business owners that want to sell their business. Here's an example. I am advising a client on a proposed acquisition of a chain of restaurants huddled in one major market in the U.S. The owners want to sell...we think, but are driving me crazy
Here is a list of flakey infractions:
I have to tell you, sourcing a deal and raising money for an acquisition is cake compared with dealing with unsophisticated sellers of businesses. So, here's my hack of the day, if you are a small business owner and have decided to sell your company, hire a consultant to manage the process so you can stay focused on running your business. M&A is hard enough when you know what you are doing. If you have any stories, please share!
Here is a list of flakey infractions:
- Ignoring phone calls
- Ignoring voice mails
- Ignoring emails
- Ignoring SMS
- Not knowing how to send or receive an SMS
- Faxing documents when using email is preferred
- Forgetting about scheduled conference calls
- Scheduling meetings then ignoring calls to confirm
- Leaving a voice message without any message
- Being rude and inconsiderate
- Never sending relevant financial data
- Not having relevant financial data
- Not having any financial data
- Not having any data
I have to tell you, sourcing a deal and raising money for an acquisition is cake compared with dealing with unsophisticated sellers of businesses. So, here's my hack of the day, if you are a small business owner and have decided to sell your company, hire a consultant to manage the process so you can stay focused on running your business. M&A is hard enough when you know what you are doing. If you have any stories, please share!
Sunday, July 29, 2007
Tuesday, July 24, 2007
Financing Strategies
Just knowing that you need capital for your business isn't enough. Knowing who you are will make life easier.
For example, say you're a Web 2.0 company and need $10 million to launch your business. Seed of $1 million and a proposed Series A of $9 million. That's a nice strategy, seems intelligent, designed to mitigate risk and increase valuation along the way. But wait, a Web 2.0 company is supposed to be able to seed, launch and begin aggregating users on say $200,000. Why, because most Web 2.0 companies are not particularly well conceived, well founded, or well, gonna make it. Seems the venture community all walks the same talk...show me it works, aggregate… then the money.
Well that's intelligent too, from a VC's perspective. Series A is the old Mezzanine round and Seed is the old Series A. Wait, then what comes before seed? FFCC (friends, family and credit cards). For a Web 2.0 that’s about $25,000 to 50,000, probably enough to develop a web site that has limited opportunity to succeed. If the entrepreneur is smart and very, very lucky, s/he will use free new media like Blogs, message boards, YouTube, a pitch on Vator, myspace, etc., then maybe they will attract users long enough to get a "traction" card. This traction card will be the ticket to a seed round of perhaps $500,000. You will live or die on this.
However, what if you think you’re not a Web 2.0 company and are really something else? In this case, you may have to find alternatives to the early-stage VC because they will not seed, or Series A without validation, period. And, if you need more than $50,000 to launch, then angels or project financing is the only practical solution.
Not every technology business can be started on a shoestring. Not every new Internet company will be founded by programmers that can build an Alpha site and launch a business for $25,000. What if there were bigger ideas, the ones that may actually stand on their own and not be part of the gaggle of potential Google acquisitions?
Investors need to manage risk. They have a fiduciary responsibility to their investors. Moreover, they all remember Web 1.0…so caution is a part of their DNA now. But, I think they are missing out by being too safe. Seems to me that an investment strategy that sprinkles a few hundred thousand on a bunch of ideas that may actually work enough to either be sold to a portfolio company and exit at a 2X or a larger media company at a 5X+ is too safe and boring. If I were a VC, I’d manage my portfolio differently. Perhaps a few sprinkles here and there, but I would not follow the herd. I would look for the big idea, the one that needs more capital and doesn’t have “traction” and won’t until $10 million or more has been spent. Big ideas are what made the valley. If all they do is look for little bitty web 2.0 companies to sprinkle a couple of hundred grand on and then sell, then where is the next BIG ASS company going to come from? Not from Silicon Valley, that’s for sure.
So here’s the tip: If you are a Web 2.0 fine, have fun, but you will need $25 to $50 thousand and a boat load of registered users and some idea of how to monetize that before you are ready to present to early-stage VC’s.
If you are not a Web 2.0 start up, think big. Look for strategic partners/investors and either project finance or raise a very large amount of money from investors that understand your business. If you look for seed at a VC, you will be wasting your time. Know who you are before you start.
For example, say you're a Web 2.0 company and need $10 million to launch your business. Seed of $1 million and a proposed Series A of $9 million. That's a nice strategy, seems intelligent, designed to mitigate risk and increase valuation along the way. But wait, a Web 2.0 company is supposed to be able to seed, launch and begin aggregating users on say $200,000. Why, because most Web 2.0 companies are not particularly well conceived, well founded, or well, gonna make it. Seems the venture community all walks the same talk...show me it works, aggregate… then the money.
Well that's intelligent too, from a VC's perspective. Series A is the old Mezzanine round and Seed is the old Series A. Wait, then what comes before seed? FFCC (friends, family and credit cards). For a Web 2.0 that’s about $25,000 to 50,000, probably enough to develop a web site that has limited opportunity to succeed. If the entrepreneur is smart and very, very lucky, s/he will use free new media like Blogs, message boards, YouTube, a pitch on Vator, myspace, etc., then maybe they will attract users long enough to get a "traction" card. This traction card will be the ticket to a seed round of perhaps $500,000. You will live or die on this.
However, what if you think you’re not a Web 2.0 company and are really something else? In this case, you may have to find alternatives to the early-stage VC because they will not seed, or Series A without validation, period. And, if you need more than $50,000 to launch, then angels or project financing is the only practical solution.
Not every technology business can be started on a shoestring. Not every new Internet company will be founded by programmers that can build an Alpha site and launch a business for $25,000. What if there were bigger ideas, the ones that may actually stand on their own and not be part of the gaggle of potential Google acquisitions?
Investors need to manage risk. They have a fiduciary responsibility to their investors. Moreover, they all remember Web 1.0…so caution is a part of their DNA now. But, I think they are missing out by being too safe. Seems to me that an investment strategy that sprinkles a few hundred thousand on a bunch of ideas that may actually work enough to either be sold to a portfolio company and exit at a 2X or a larger media company at a 5X+ is too safe and boring. If I were a VC, I’d manage my portfolio differently. Perhaps a few sprinkles here and there, but I would not follow the herd. I would look for the big idea, the one that needs more capital and doesn’t have “traction” and won’t until $10 million or more has been spent. Big ideas are what made the valley. If all they do is look for little bitty web 2.0 companies to sprinkle a couple of hundred grand on and then sell, then where is the next BIG ASS company going to come from? Not from Silicon Valley, that’s for sure.
So here’s the tip: If you are a Web 2.0 fine, have fun, but you will need $25 to $50 thousand and a boat load of registered users and some idea of how to monetize that before you are ready to present to early-stage VC’s.
If you are not a Web 2.0 start up, think big. Look for strategic partners/investors and either project finance or raise a very large amount of money from investors that understand your business. If you look for seed at a VC, you will be wasting your time. Know who you are before you start.
Tuesday, July 10, 2007
Mergers and Acquisition
This is a complex business and not for the faint of heart. While I have a fair amount of experience in M&A and private equity, I have found that a key success factor is patience. Why? Because if you are a buyer, you do not have control of the transaction until you are in due diligence and possess a standstill (exclusive) agreement. Even then, there is no assurance the deal will close. Moreover, if you are a buyer and the seller is somewhat unsophisticated, be prepared to wait…and be ignored…and have the process take many more months than it really needs to. This adds to the frustration and frequently casuses “deal fatigue”.
Over the past 10 years my partner and I have looked at well over 100 opportunities just in the restaurant industry. These operating companies generally have similar characteristics including number of restaurants operating in the chain; concept, sector, EBITDA margins and geography, among others. The interesting thing to note is that the common dominator regardless of size is how painfully slow the process, is that any deal can fail anytime during the process.
Bailiwick Consumer Group became a fundless sponsor about two years ago. We specialize in the lower-end of the middle market targeting chain restaurant acquisitions. Great business. Intellectually stimulating, financially rewarding (at least on a pro forma basis) and fun. It is also expensive to play.
So here’s the process:
Sourcing and qualifying
You better have some domain expertise and a full time job that actually pays you because it could take years…and years. Leverage clients, associates, professionals in legal and accounting as well as smaller investment banks. Get on their list of potential buyers. Also, if you like a business, initiate the call yourself to the owner. You should attend trade shows and conferences and subscribe to newsletters. Be in the business that you target.
Once you find an opportunity, qualify, qualify and qualify. Not just the business, but qualify the willingness of the seller to actually desire to sell the business. Qualify their understanding of the process, their flexibility in pricing and the hard work it will take to get to a close. Patience here is critical. You may find yourself doing a bit of missionary work as well as educating the seller on the ways of M&A. That is okay though, because you are building a relationship that will benefit the transaction.
Initial Due Diligence
This is relatively painless and shouldn’t take too long. But it can and usually does! In our experience, we only look at chains…restaurants with at least $3 million in EBITDA. So, we need to see financial statements for each restaurant for the preceding 12 months, a summary of all real estate leases and line item detail of corporate overhead or G&A. That’s it. The goal here is to determine what Company-level EBITDA is and evaluate the sum of the parts…ID the dogs if you will. If we have this data we will either proceed with a LOI or pass.
Letter of Intent
The LOI is generally non-binding and the purchase offer is subject to due diligence and should always include a standstill agreement to conduct financial, business, concept and management team diligence for a reasonable time frame. This locks up the deal so you can feel comfortable spending money and time evaluating the purchase and securing equity and debt financing. In some cases, the owners will ask for a deposit to be escrowed and applied to the purchase price. This shows good faith on the buyer’s part while providing a cash if the deal doesn’t close under the terms of the LOI. I will never do that again. Big mistake. Excuse me, but I am spending my money and my valuable time accessing your business to determine if I will write a big check. This is the part that always gets a little testy, especially if there is an investment bank or sellers’ agent involved. But, make sure the standstill is in place.
The LOI for a chain restaurant purchase is based on the trailing 12 months financial statements, so getting the most recent 12 months data will be like pulling teeth.
Thorough Due Diligence
We always try to get 60 days for due diligence, provided all requests for documents are delivered to us within 10 days of such a request. This never happens, so we generally have a lot of time to review the company. Then, we need 60-90 days to close…secure capital, work with lenders and equity partners to expedite their diligence, etc. So here we are at about 120-150 days not including delays on the sellers side. There is still no assurance the deal will close during or after diligence is completed.
Last year we identified a target, locked them up, secured LOI’s from a lender and a blue chip equity partner for 105% of the capital required to complete this transaction. At the last minute the equity partner decided they were clairvoyant about pricing and pulled out. We had to replace them…while negotiating a reduction in value of at least $2 million. This where some skill in negotiating will be valuable. The reduction was based on what we discovered during our investigation. Okay, we are now into this deal $50,000, 60 days into diligence, plus 45 days to get to the diligence period, so 105 days and we have no firm price and no equity partner. Essentially we have no deal. The bad news is that we are nearing then end of our exclusive period. This is a long story, but suffice it to say, we lost our deal 45 days later. Total time, 150 days, total cost in time and cash $150,000. In another posting I will elaborate on how to negotiate a fundless sponsor package with your capital partner.
Revisions, Revisions, Adjustments and Definitive Agreement
If you can get here, you are near to closing a deal. This where the real money is spent on legal, financial reviews in some cases audits, facilities inspections, real estate valuations, etc. Still, there is no assurance the deal will close.
Closing
Many times you will never get there and in some cases, it will be anticlimactic, after so much time. However, once the LOI has been replaced by a definitive agreement and escrow is open you are near the end. Now, there are a lot of details that take place between executing the documents and official transfer, but this blog entry is just about the process.
Challenges
On a small transaction, one less than $50 million, the financials, believe it or not, will be generally sloppy and the CFO, or VP Finance will not have experience in M&A. So, education and patience will go a long way to making a deal happen. The more you inure yourself to ownership, the more likely you will get to a close and less likely there will be a need for an auction. Always seek a negotiated transaction because bidding decreases the odds especially for a fundless sponsor.
We are in the process now on a new transaction, so I will keep you posted.
Over the past 10 years my partner and I have looked at well over 100 opportunities just in the restaurant industry. These operating companies generally have similar characteristics including number of restaurants operating in the chain; concept, sector, EBITDA margins and geography, among others. The interesting thing to note is that the common dominator regardless of size is how painfully slow the process, is that any deal can fail anytime during the process.
Bailiwick Consumer Group became a fundless sponsor about two years ago. We specialize in the lower-end of the middle market targeting chain restaurant acquisitions. Great business. Intellectually stimulating, financially rewarding (at least on a pro forma basis) and fun. It is also expensive to play.
So here’s the process:
Sourcing and qualifying
You better have some domain expertise and a full time job that actually pays you because it could take years…and years. Leverage clients, associates, professionals in legal and accounting as well as smaller investment banks. Get on their list of potential buyers. Also, if you like a business, initiate the call yourself to the owner. You should attend trade shows and conferences and subscribe to newsletters. Be in the business that you target.
Once you find an opportunity, qualify, qualify and qualify. Not just the business, but qualify the willingness of the seller to actually desire to sell the business. Qualify their understanding of the process, their flexibility in pricing and the hard work it will take to get to a close. Patience here is critical. You may find yourself doing a bit of missionary work as well as educating the seller on the ways of M&A. That is okay though, because you are building a relationship that will benefit the transaction.
Initial Due Diligence
This is relatively painless and shouldn’t take too long. But it can and usually does! In our experience, we only look at chains…restaurants with at least $3 million in EBITDA. So, we need to see financial statements for each restaurant for the preceding 12 months, a summary of all real estate leases and line item detail of corporate overhead or G&A. That’s it. The goal here is to determine what Company-level EBITDA is and evaluate the sum of the parts…ID the dogs if you will. If we have this data we will either proceed with a LOI or pass.
Letter of Intent
The LOI is generally non-binding and the purchase offer is subject to due diligence and should always include a standstill agreement to conduct financial, business, concept and management team diligence for a reasonable time frame. This locks up the deal so you can feel comfortable spending money and time evaluating the purchase and securing equity and debt financing. In some cases, the owners will ask for a deposit to be escrowed and applied to the purchase price. This shows good faith on the buyer’s part while providing a cash if the deal doesn’t close under the terms of the LOI. I will never do that again. Big mistake. Excuse me, but I am spending my money and my valuable time accessing your business to determine if I will write a big check. This is the part that always gets a little testy, especially if there is an investment bank or sellers’ agent involved. But, make sure the standstill is in place.
The LOI for a chain restaurant purchase is based on the trailing 12 months financial statements, so getting the most recent 12 months data will be like pulling teeth.
Thorough Due Diligence
We always try to get 60 days for due diligence, provided all requests for documents are delivered to us within 10 days of such a request. This never happens, so we generally have a lot of time to review the company. Then, we need 60-90 days to close…secure capital, work with lenders and equity partners to expedite their diligence, etc. So here we are at about 120-150 days not including delays on the sellers side. There is still no assurance the deal will close during or after diligence is completed.
Last year we identified a target, locked them up, secured LOI’s from a lender and a blue chip equity partner for 105% of the capital required to complete this transaction. At the last minute the equity partner decided they were clairvoyant about pricing and pulled out. We had to replace them…while negotiating a reduction in value of at least $2 million. This where some skill in negotiating will be valuable. The reduction was based on what we discovered during our investigation. Okay, we are now into this deal $50,000, 60 days into diligence, plus 45 days to get to the diligence period, so 105 days and we have no firm price and no equity partner. Essentially we have no deal. The bad news is that we are nearing then end of our exclusive period. This is a long story, but suffice it to say, we lost our deal 45 days later. Total time, 150 days, total cost in time and cash $150,000. In another posting I will elaborate on how to negotiate a fundless sponsor package with your capital partner.
Revisions, Revisions, Adjustments and Definitive Agreement
If you can get here, you are near to closing a deal. This where the real money is spent on legal, financial reviews in some cases audits, facilities inspections, real estate valuations, etc. Still, there is no assurance the deal will close.
Closing
Many times you will never get there and in some cases, it will be anticlimactic, after so much time. However, once the LOI has been replaced by a definitive agreement and escrow is open you are near the end. Now, there are a lot of details that take place between executing the documents and official transfer, but this blog entry is just about the process.
Challenges
On a small transaction, one less than $50 million, the financials, believe it or not, will be generally sloppy and the CFO, or VP Finance will not have experience in M&A. So, education and patience will go a long way to making a deal happen. The more you inure yourself to ownership, the more likely you will get to a close and less likely there will be a need for an auction. Always seek a negotiated transaction because bidding decreases the odds especially for a fundless sponsor.
We are in the process now on a new transaction, so I will keep you posted.
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