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Venture Capital

The Truth About Venture Capital Funding

Before you plough hundreds of hours into securing your dream investor, consider if VC funding is the best fit for your business.




Venture capital is often regarded as one of the most attractive and sought-after sources of financing for start-ups, and rightly so, especially due to the range of value-added services that a venture capital firm can provide to help the start-up grow and succeed.

For any founder considering venture capital, it’s important to keep in mind that there are many driving forces behind the scenes for the venture capitalist, which may cause problems for the founder team and the start-up. This could be anything from pressure from the VC’s own investors, or other deals that have gone wrong for the VC in the past.

Not all VCs are created equal

A point that was commonly brought up by founders is how their expectations have not been met. Not all venture capitalists are the same, and they vary in terms of the extent to which they are able to provide value-added services.

There were several cases from the start-ups interviewed who stated that their expectations had not been met. In certain instances, this is a result of the venture capitalist not living up to their word, but it is often because the founders’ expectations are not set at the correct level.

Related: How Giraffe Played The VC Game (And Won Funding)

Your move: The best way to manage this is by doing extensive research on the venture capitalist you are engaging with. As a founder, you should not be afraid to speak to other entrepreneurs who have dealt with the VC to gain an understanding of what to expect if you engage with this particular firm.

Chasing funding is time consuming


As a founder, it’s important to manage your time carefully, and getting involved with VCs makes this even trickier. Generally, founders will need to go to countless meetings before they are able to get any investment. Over and above meeting with investors, the process of fundraising can be very time-consuming, especially if you enter a due diligence phase with investors.

You should not underestimate the time required for this, which is further elaborated by the founder of a firm that went through several fundraising rounds: “It was really a strain on the business during the fundraising period due to the time and effort involved in engaging with VCs. And actually, a lot more than we thought. It really took a lot of time and work to get the money and I think that’s the most disruptive thing to the business.”

Once you have VCs on board, another time element is introduced. Of course, a lot of time would be spent on productive tasks with the VC, which is beneficial to the company. However, several founders criticised the amount of time that they felt was wasted on non-productive tasks — the type of administrative tasks and reporting that VCs generally require. This requirement varies amongst firms, but it’s understandable. They have their own investors and reporting requirements.

As a founder, you generally will have key roles across the board, and your time is extremely valuable. If you become involved with a venture capitalist, the non-productive time spent with them generally can’t be avoided, but it’s something that should be taken into consideration, and a key part of your planning.

Your move: Approaching multiple investors, conducting due diligence and reporting to your VC if you close a deal are all extremely time-consuming tasks. Does your business need the funding, or would your time be better spent building the business while you bootstrap it?

Who holds the control?

From the perspective of the venture capitalist, one of the most important aspects is control. Although loss of ownership and control for yourself as a founder may be obvious, there are several implications to consider.

First, a VC with less than 50% ownership of a company (which is often the case) does not necessarily mean they have no control in your firm. They usually have a variety of control mechanisms, which, in practice, give them control of many elements of the business.

A VC can, under certain circumstances, replace the CEO or founder team, even if they don’t have majority control. This can happen for a variety of reasons, such as a lack of growth, internal conflicts, or a high employee turnover rate.

Related: 6 Resources For Start-Ups Looking For Alternative Funding

Second, as has been seen in several VC-backed firms, when the venture capitalist has control and is able to influence decisions, this potentially leads to several conflicts. One of the founders interviewed had this to say: “We were at a point where we needed to make a critical decision on the strategy of the business. Our venture capitalists were pushing for a change; one that I was not happy about. This caused a lot of conflict and confrontation. In the end, the venture capitalists were able to enforce the change by convincing some others on the board. Ultimately, this decision didn’t work out and the business suffered substantially.”

Your move: The ability of a venture capitalist to enforce a decision is dependent on numerous factors, and especially the investment contract. The structure of the investment contract is critical, as it can determine the future relationship with your investor. Consider all these factors as you enter into an agreement.

The problem with too much money

A point that may seem counter-intuitive at first is that receiving venture capital can actually put a sin into your business model. Why? Because a big cash injection can distract you from your core business operations. You’d think that suddenly having lots of money (when you’ve been trying to get an investment) is a perfect situation.

Generally speaking it is; but there’s also a very real danger that not managing that money correctly can put you and your business in a situation where you’re even worse off than before receiving it.

Inexperienced founders are the most likely to experience this problem. Many start-ups interviewed talked about how they initially wasted money, overspending and putting it into the wrong areas. The classic problem is that in order to grow your business and improve your results, you hire people, but you don’t necessarily grow a business by hiring people. It’s absolutely essential to manage this money wisely and to avoid the money serving as a false sense of security.

Your move: In almost all cases, it’s advisable for any new entrepreneur to bootstrap for as long as possible. Don’t see funding as the first option. Try to raise as much as you can yourself, get revenues as early as possible, and focus on your fundamental business operations. It’s amazing what you’ll learn about business when you have to be very careful with your cash — and be cash generative as quickly as possible.

The exit question


Venture capital investments are generally governed by a life-cycle based on when to enter and exit from investments. These are typically around ten years.

When the fund gets close to the end of its life cycle, the fund managers, or investors, will be under pressure to gain liquidity for their investment. An important consideration for a founder is how old the fund is.

The closer the fund is to the end of its life cycle, the more challenging things can become, due to this additional pressure for liquidity.

Related: New Ways SMEs Can Find Funding

As many founders have experienced, the topic of an exit, or liquidity event, can often be a difficult one, especially if the founders are not ready to exit. “The discussion around the exit was a major confrontation because they wanted to sell, and we didn’t want to sell,” says one founder. Who makes the final decision is dependent on a variety of factors, and especially the terms that are written in the investment contract.

Your move: Carefully consider the life cycle of the fund that will be investing into your business. If you’re just at the beginning of your start-up journey, selling too soon could cost you a lot of money. Rather find a different VC firm or funding route, and hold onto your equity for longer.

Bringing it all together

All in all, venture capital is a great source of finance and its value should not be discredited.

There are numerous benefits to venture capital, and receiving professional mentoring, assistance and resources from people who have the knowledge and experience can be an invaluable tool.

Just the fact of having your firm backed by venture capitalists serves as a type of ‘stamp of approval’ for other players in the market. The points mentioned above do not necessarily represent every venture capital investment, but it is important to understand some of the potential impacts of going the venture capital route, and with this knowledge in hand, you can better prepare yourself for the process.


Chad Wolpert holds an MBA from Leipzig University in Germany, specialising in the promotion and development of SMEs. He has his own successful entrepreneurial experience, as well as experience in the business consulting domain. He currently serves as the Head of Operations at Up Learn, a UK based start-up using artificial intelligence and neuroscience to provide one of the world’s most effective learning experiences.

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Venture Capital

What Funders Look For From The Funder’s Perspective

Essentially, Secha brings three key ingredients to the table.

Nadine Todd




Secha Capital is an FMCG and Agri fund that is focused on the ‘missing middle’, established but small businesses that need additional capital to assist them to reach next-level growth.

“We look for founder/market fit and product/market fit and recurring revenues,” explains Brendan Mullen, co-founder and Managing Director of Secha Capital. “We believe there are businesses that are too big for government grants, but too small for traditional funds, and that’s our focus.”

As a result, Secha addresses capital and management gaps of companies, and chooses its sectors based on research and surveys.

“We’re investment thesis driven,” explains Brendan, who contacted Danie because his team had been researching the fragmented packaged biltong sector in South Africa.

Essentially, Secha brings three key ingredients to the table:

  1. Growth capital: Often used as working capital, but can also be used to purchase machinery.
  2. Human capital support: Secha joins the team for a minimum of nine months and also sources an intern from a management consulting group or international MBA programme. The result is a skills transfer, a new perspective, additional bandwidth and operational support. “It’s often difficult for SMEs to attract the best and the brightest. We look at it like human capital arbitrage; bringing in a high-level person to really assist with projects and operations.”
  3. Channel access. This is the side of FMCG that requires the most persistence, and in many ways Brendan already has excellent contacts that the companies he invests in can leverage off. “It’s important to know buyers and be able to make the right connections and introductions in this business. That’s an invaluable level of support for entrepreneurs.”

For any entrepreneurs considering funding, it’s as important to consider what the investor brings to the table over and above capital — afterall, you are giving equity in your business away, a decision that only makes sense if the ultimate goal is growth.

Related: The DTI Funding Guide You’ve Been Looking For: The What And How

Achieving growth

From Secha Capital’s perspective, the first test that Stoffelberg passed was the taste test. Brendan saw the brand in a retailer and bought it. He then did some research and found a business with a one-page website and limited marketing — which meant there was an opportunity for Secha to add value.

“We were specifically looking for businesses in this sector that owned the entire processing part of the value chain. We wanted to be price makers, not price takers.”

An additional plus point was that Danie and Oom Stoffel had already secured their Halaal, HACCP and export certifications, which proved grit.

“We realised that they are the experts in meat. One of the key things they had in place was an exceptional team. Chris Bothma, who worked on the Blue Train as a head chef, is not only Stoffelberg’s chef, but he’s in charge of production, product innovation, recipes and he manages a team of 25 at head office. He’s also a shareholder in the business. Finding the right subject experts drives growth, and was a big plus point for us. If we find a business that has product/market fit and founder/market fit, we know it’s just a case of adding some other capabilities to achieve real growth.”

What funders look for

For Brendan, there are a few key areas that he considers when making an investment. First, he regularly taps into his networks to stay abreast of what’s hot and new, and what consumers are asking for. This will often lead to an investment thesis.

Next, he looks for a large TAM (total addressable market) with adjacencies. “You ideally want a large TAM in a fragmented area, with products that tend to be grudge purchases because top alternatives are not available, as well as a team or founder who really knows the industry, what’s broken, what can be fixed, and how to get recurring customers from that solution. In addition, we want to see what new value-adds you can you bring to the table.

“Stoffelberg is re-invigorating a dormant market, while another one of our investments, nativechild, is operating in a niche growth vertical within a much larger vertical and can expand from there.

“Look for opportunities in fragmented value chains, where there are no clear brands in that specific section of the market. Find that, and you can find a slice of that value.

“I also believe in founder/sector fit. Stoffelberg wouldn’t be here today if Danie and Oom Stoffel didn’t know the different players in the value chain, couldn’t anticipate pricing and didn’t understand consumer pain points. Domain expertise is huge.

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Venture Capital

Why Not Getting VC Funding Might Be Better For Your Business

Here’s why lifestyle businesses appeal to so many entrepreneurs.

Jim Price




When I started teaching a new venture creation elective to MBAs 15 years and over 2 000 students ago, I’d tell my student teams they each had to come up with – and develop a compelling plan for – a (theoretically) VC-backable start-up concept. Made sense, right? MBAs wanted to be part of building the Next Big Thing, and venture capital-backed start-ups had driven a massive tech boom over the prior decade – a wave I’d been lucky enough to ride.

But, it didn’t take me long to ease up on that “it’s gotta be VC-backable” requirement. Looking back, I had three reasons for that shift:

1. Start-up lessons tend to apply across the board

First, folks immersed in the action-based learning exercise of mapping out a start-up consistently reported back, after re-entering the workforce, that they were able to apply those learnings and frameworks to almost any entrepreneurial – or intrapreneurial – experience in their careers.

2. Many people find low-tech businesses more appealing

Second, a lot of teams would come up with quite interesting but low-tech startup ideas. As I discussed in my recent article, “Who Would Invest in Your Startup, and Why?,” low-tech businesses rarely represent interesting investments to VCs, primarily because of low valuation multiples (often due to limited growth upside).

3. A vanishingly small proportion of all startups raise VC financing

Finally, I looked at the numbers and realised that most startups – indeed, even most very successful start-ups – do not raise money from venture capitalists. According to statistics from the U.S. Census Bureau, 2017 saw approximately 556,000 business applications from corporations (what they call CBAs) in the U.S. (That’s only about 18 percent of all new business applications, to make sure we’re not counting sole proprietorships, two- to three-person professional services practices, and so on.) Meanwhile, Venture Monitor data from PitchBook and the National Venture Capital Association tells us that, during the same period, U.S. “first financings” from VCs (as opposed to follow-on financings) numbered 2,676, or less than one-half of 1 percent of new corporations started. Now granted, first financings from VCs will tend to occur one to three years after a company first incorporates, but the statistics year-to-year are similar enough that the proportionality doesn’t change in a meaningful way.

But, what I teach and how I teach it completely aside, my real “a-ha” has been a growing appreciation for non-VC-backable start-ups and how they can represent a genuinely appealing path for many entrepreneurs.

Related: Attention Black Entrepreneurs: Start-Up Funding From Government Grants & Funds

Let’s look at the positive side of the ledger for so-called lifestyle businesses:

Ownership and control

Raising equity financing from VCs – or, for that matter, angels – comes with a downside that few talk about: pressure to achieve a liquity event (sale of the company or IPO) within a fairly short time horizon (we’re talking three to six years, typically). Since your company needs to be pretty massive to go public, we’re really talking about pressure to sell the company. If you don’t raise equity financing, you’re in far better control of your own destiny. If you’re in a reasonably protected niche, you’ve got the luxury of time to grow at a more leisurely pace. It’s also up to you as to whether you want a board or directors and/or advisory board, and whom you want to invite to join.

Less dependency and greater chances of success

On the one hand, you’ll need to fund your lifestyle businesses through savings, credit cards, friend-and-family loans, bank lines of credit, small business loans and the like. And while it may sound sexier to load up on lots of VC rocket fuel for your start-up, as we’ve discussed, that funding path assumes you’ll be one of the select few who’s successful in attracting VC investment, and it comes with outside pressure to “go big or go home” and sell the company. So in general, you can think of well-crafted lifestyle businesses as being lower upside, but also lower risk.

Taking the lifestyle business route, you stand a higher chance of getting airborne and achieving some level of success.

Related: Government Funding And Grants For Small Businesses

More options in life

If you own and control the business, you can decide the degree to which you choose to grow it aggressively to maximise cash flow or wealth, versus taking a more casual approach. Perhaps you’ll decide to build the business to a certain plateau and then simply manage it for free cash flow that makes work an option. And, building a lifestyle business in this fashion by no means precludes eventually selling the company if you choose – or, alternatively, handing it down to your kids some day.

You can still leverage technology

Whereas a lot of lifestyle businesses are low-tech in nature, increasingly, we’re finding that even those entrepreneurs are creatively leveraging technology to successfully launch, grow and become more profitable. Social media campaigns, search-optimised websites, customer newsletters and referral networks can all play a crucial role. And behind the scenes, smart lifestyle entrepreneurs are exercising the muscle of low-cost, online tools for everything from brand management to accounting and finance, inventory control, customer relationship management, point-of-sale tools and HR management.

Building a VC-backed startup can be bracing and both personally and financially rewarding. Been there, got the t-shirt. But, nobody’s going to feel sorry for you if you get your lifestyle startup to the point where you’ve created life options such as hiring a general manager and calling in from the lake house a couple of times a week to check in.

This article was originally posted here on

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Venture Capital

7 Questions A Venture Capitalist Will Ask You Before Investing In Your Business

Are you ready for external financing?

Rob Heath




It’s no secret that the number one cause of business failure is running out of cash. However, an injection of cash alone does not necessarily mean a business will be successful. Our role as a VC is to identify businesses that have a unique mix of skills and offerings that, when mixed with the right capital partner, are in the best position to succeed.

These businesses are generally run by entrepreneurs that seek to have an impact on some sector of society and have the drive, foresight and emotional intelligence needed to succeed. Finding businesses run by entrepreneurs who exhibit these qualities is a big part of our secret sauce, but equally, it’s important that we can work with, collaborate and align interests with these entrepreneurs, so that success ultimately results in both founders and investors alike realising profits and investment returns.

Related: The Truth About Venture Capital Funding

Understanding what VCs look for

After identifying businesses with potential, we spend a lot of time working with the entrepreneurs we’re considering investing in, asking questions like:

  1. Are we funding a business, an idea, a lifestyle or a big dream?
  2. Who are the clients, how did the business acquire them and why do they use their services?
  3. Does the business have a competitive advantage that’s difficult to copy?
  4. Can the business scale?
  5. And finally, is the founder and entrepreneur ready?
  6. Are they prepared to sell some of their company and work with external partners? Do they listen, seek and take advice?
  7. And when (not if) the company runs out of money, are they the first employee to forego their salary?

If you want to prepare yourself for a capital raise, these are the questions you should be asking yourself in preparation.

Right partners at the right time

Starting a business is hard. Partnering with the right investors with aligned interests is crucial and being comfortable in answering the above questions is just as important.

If answering these questions makes you uneasy in anyway, perhaps you aren’t ready for venture capital financing. Like most things in life, success comes down to people, and partnering with the right people and investors at the right time, is key. Not all entrepreneurs are comfortable working with partners. Understand what you want from a funder before you start looking for investors.

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