Institut for Produktion og LedelseDanmarks Tekniske Universitet
John Heebøll
VÆKSTHUS+
AGENDA, Tuesday, 8 January 2008
Financing Technology Ventures
Institut for Produktion og LedelseDanmarks Tekniske Universitet
John Heebøll
VÆKSTHUS+
Announcements• 5-liner on Pain, Value creation & Jury
to [email protected] by end this week, pleaseExample:Group NN is working within software developmentPain: the new multi-core processors require new programming techniques that are difficult for programmers to adaptValue creation: group NN offers a software tool that makes multicore programming easy and efficiant. Companies will save money and stay competitive. Software products will run better. Programmers will maintain professional skills.Jury: programmers and software company management
• Sign up to the 3 min. Pitch, Tuesday next: send a mail toTorben at [email protected]
Institut for Produktion og LedelseDanmarks Tekniske Universitet
John Heebøll
VÆKSTHUS+
FINANCING Technology VenturesAgenda• Capital: for what ?• Types of Capital• Types vs. Business Development Phases
Investor types• The Investor’s Quality Criteria• Evaluation of Companies• Example: cracking the numbers
Institut for Produktion og LedelseDanmarks Tekniske Universitet
John Heebøll
VÆKSTHUS+
Capital: for what?Business Development!
Risc MindedPatientCompetent
Time
Cash flow
Institut for Produktion og LedelseDanmarks Tekniske Universitet
John Heebøll
VÆKSTHUS+
The entrepreneur’s most importantCapital Sources
• FFF
• In Kind Other peoples
ressources
• Your first customer: The more pain, the
better
• Investors’ money Last resort
– unless you are in an extraordinary need for speed
Family, Friends & Fools
Institut for Produktion og LedelseDanmarks Tekniske Universitet
John Heebøll
VÆKSTHUS+
Types of Capital
• You have it: Savings, personal
fortune• You get it: Grants• You borrow it: Loan capital• You sell shares: Share capital
private equityequity capital
Try to reduce dependancy! Live on a Rock Start selling!
In kind
Institut for Produktion og LedelseDanmarks Tekniske Universitet
John Heebøll
VÆKSTHUS+
GRANTS• Public Industrial Development Programs• Ministerial focus area• Private Foundations• Etc.! See www.finansieringsguiden.dk• http://www.investorwords.com/1873/factoring.html
Comments:• Dream-capital for start-ups• Hard to find but it happens• In EU: limit: 200.000 EUR• Grants are taxable income, but expenditures
are tax deductable.
Institut for Produktion og LedelseDanmarks Tekniske Universitet
John Heebøll
VÆKSTHUS+
LOAN CAPITAL• Banks• Credit Institutions like FIH• Private debt providers• Special products like Vækstkaution, Mezzanine
capital etc.
Comments:• Cheap for the entrepreneur – Expensive for the Company
Paied back by the company. The entrepreneur preserves ownership• Personal collateral mandatory in the start-up phase.
If business flops: repayment after personal tax. No tax-deduction!• Investor runs a business
Never forget it in the momentarily enthusiasm
Institut for Produktion og LedelseDanmarks Tekniske Universitet
John Heebøll
VÆKSTHUS+
LOAN CAPITAL - 2The Convertible Loan• Normal interest and repayment profile• Can be converted into share capital on specific
conditions and specific milestones
Comments:• Some advantages in the start-up phase
Less initial dilution of the founders.Investor may convert to preserve ownership at new funding rounds.
• Check the conditionsInvestor gets a strong handle barConversion right linked to milestone specifications. Eg.: conversion rate linked to quantified performance.
Institut for Produktion og LedelseDanmarks Tekniske Universitet
John Heebøll
VÆKSTHUS+
SHARE CAPITAL – private equityInvestor buys shares in the company• At kick-off with the founders• Later: at capital increase (Funding rounds)
Comments:• Expensive for the entrepreneur – Cheap for the Company
Nothing to pay back - but founders are diluted. Think about that, when valuation passes a gazillion.
• Possible mismatch in longterm objectivesThe investor wants a rapidly expanding business – to be sold at the right time, whereas the founders may have completely different personal goals and they are probably also more risk adverse
Institut for Produktion og LedelseDanmarks Tekniske Universitet
John Heebøll
VÆKSTHUS+
EXITThe inherent consequence of equity financingInvestor converts assets to cash
• IPO: Initial Public Offering Rare but rewarding
• Trade Sale Acquisition
• Management buy-out/buy-in Not best but ROI > 0
• Earn-outs Even worse but ROI > 0
• Repayment of loans Not sustainable for VC
• Enforcing preferences Cutting the loss
Institut for Produktion og LedelseDanmarks Tekniske Universitet
John Heebøll
VÆKSTHUS+
Capital types in Business development• Before Kick-off
Pre-seed investment: own ressources, FFF, in-kind, first customerVenture Cases: also special share capital (pre-seed)
• Start-upSeed investment: share capital, special loans, own money
• Growth and commercial developmentEarly stage, 2. round etc.: share capital, ordinary + special loans
Time
Cash flow
Technology w
ears out
Inflection Point: first customer!
Institut for Produktion og LedelseDanmarks Tekniske Universitet
John Heebøll
VÆKSTHUS+
InvestorsPre-seed
FFF: the Business Angels Innovation environments
Seed – Early StageSEED Capital DenmarkBusiness AngelsVenture Capital companies (VC)Vækstfonden
Second round, follow-onVC and Corporate Venture CapitalCredit InstitutionsBanksVækstfondenSome stock exchanges like First North
Institut for Produktion og LedelseDanmarks Tekniske Universitet
John Heebøll
VÆKSTHUS+
The Investors Valuation Criteria
4P• Perspectives Pain, market size/share exit-op.• Persons Track records, competencies, ambition• Platform Proof of principle, concept, value, pull, profit• Process The project acc. to the Business Plan
Comments:• Must be a Venture Case: ROI > 10 in less than 5 years.
(126 rule)• The team is the singlemost important precondition• Platform: the more commercial proofs, the better.
Commercial proofs reflect risk and competence
Institut for Produktion og LedelseDanmarks Tekniske Universitet
John Heebøll
VÆKSTHUS+
Investors’ Valuation Principles 1
Valuation
Time
IPR estb
l.
First s
olid cu
stomer f
eedback.
Growth potentia
l substa
ntiated
Proof o
f Prin
ciple. Pro
of of C
oncept.
Proof o
f Marke
t
Proof o
f Management
Exit opportu
nities s
ubstantia
ted
Proof o
f Pro
fit
Proof o
f Sca
lability
Risc
Value
Institut for Produktion og LedelseDanmarks Tekniske Universitet
John Heebøll
VÆKSTHUS+
Investors’ Valuation Principles 2
Management
Mar
ket P
oten
tial
Sellability
Valuation
Institut for Produktion og LedelseDanmarks Tekniske Universitet
John Heebøll
VÆKSTHUS+
Dancing with Woolves Or how to deal with investors• Capital always Wins• Your investor has done this many times• Your investor is not depending on you• Your investor has lots of time
Negotiating tactics:• Freedom of Maneovering
Never enter negotiations without having fall-back positions.• No major payments that jeopardize your project
Your investor will find out at ”due diligence”• Don’t go for money unless you can do without
Make that clear from the beginning• If you are asked for exclusivity: it costs (all claims cost)
Exclusivity reduces your freedom of maneovering• Try to get more investors into the game – transparently• The more proofs before investment – the better• Strategic partners also an asset• Get yourself a management team before opening the game
Institut for Produktion og LedelseDanmarks Tekniske Universitet
John Heebøll
VÆKSTHUS+
EXAMPLE: GBQ Ltd.Capital need: < DKK 1 mio -> Proof of Business
app. DKK 5 mio -> Proof of Market
Kick-off: DKK 125.000 + DKK 250.000Founders + pre-seed investorPrivate equity + convertible loan
First Milestone: DKK 500.000Pre-seed investor: private equity
Second Milestone: DKK 5.000.000
Venture Capital Company: private equity
Exit: Profits (EBITDA) > 20 mio. DKK (Earnings Before Interest, Tax, Depreciation and Amortization)
Valuation based on Price /Earnings (P/E) ~ 10
Institut for Produktion og LedelseDanmarks Tekniske Universitet
John Heebøll
VÆKSTHUS+
Price per 1 kr. Share 1,08Shares Contribution Ownership
Founder 100.000 108.000 80%Investor A 25.000 27.000 20%Total 125.000 135.000 100%
Kick-offDKK 125.000 shares and DKK 250.000 loanShares: founder + pre-seed investorLoan: Pre-seed investor
DKK 135.000 is paied to the bank account of the newly formed company. (DKK 10.000 is paied in start-up costs)
Convertible loan, DKK 250.000 is paied to the bank accountTotal input of cash: DKK 375.000
Institut for Produktion og LedelseDanmarks Tekniske Universitet
John Heebøll
VÆKSTHUS+
1. Milestone Contribution through capital expansionLoan converted into shares at the same time
DKK 500.000 is paied to the bank accountTotal input of cash at MS1: DKK 875.000
Price per 1 kr. Share: 20,00 kr.Shares ante Contribution New shares Shares post OR post
Founder 100.000 0 0 100.000 62%Investor A 25.000 500.000 25.000 50.000 31%A's loan 250.000 12.500 12.500 8%Total 125.000 750.000 25.000 162.500 100%
Valuation pre-money: 2.500.000Valuation post money: 3.250.000
Value of founder's shares: 2.000.000 post
Institut for Produktion og LedelseDanmarks Tekniske Universitet
John Heebøll
VÆKSTHUS+
2. Round Contribution through capital expansionNew VC investor enters
DKK 5.000.000 is paied to the bank accountTotal input of cash at 2R: DKK 5.875.000
Price per 1 kr. nominal: 46,15
Shares ante Contribution New Shares Shares Post OR post
Founder 100.000 0 0 100.000 36,9%Investor A 62.500 0 0 62.500 23,1%Investor B 5.000.000 108.333 108.333 40,0%Total 162.500 5.000.000 108.333 270.833 100,0%
Valuation, pre-money: 7.500.000Valuation, post money: 12.500.000
Value of Founder's shares: 4.615.385
Institut for Produktion og LedelseDanmarks Tekniske Universitet
John Heebøll
VÆKSTHUS+
Exit
Rule 126: 100 mio T/O, 20% revenues (EBITDA) in 6 years
Profits (EBITDA) = 20 mio. DKK. (T/O ≈ 100 mio. DKK, 30 – 60 employees)
P/E ~ 10
Price: 10 X 20 mio. DKK = 200 mio. DKK
• Founders: 36.9% 74 mio• Investor A 23,1% 46 mio ROI = 60• Investor B 40,0% 80 mio ROI = 15
Institut for Produktion og LedelseDanmarks Tekniske Universitet
John Heebøll
VÆKSTHUS+
The End of the Game