Tag: Entrepreneurs

Can Your Seed Stage Investors Go the Distance?

Madrona is approaching our 25th Anniversary as a firm committed to seed stage investing in Seattle and the Pacific Northwest. Over the past 25 years we have made 155 seed stage investments (on average 6 per year), from Amazon in 1995 to OctoML in late 2019. In the early days, Madrona was a “super angel” group, and today we continue our passion for seed stage entrepreneurs and their companies. We are active in the ecosystem as long term supporters of seed groups including Techstars, Madrona Venture Labs, other labs, Create33, UW’s Startup Hall and many more.

By definition, seed stage investments are “Day One” opportunities. We believe that rolling up our sleeves with great entrepreneurs from the earliest days creates a material advantage for company success. We also believe having an investor partner with the capital, commitment, and expertise for the long run (often 10 years or more) provides the greatest opportunity for entrepreneurs to realize their highest aspirations. Madrona was recognized last year for exceptional outcomes for our seed investments by The Information. Eighteen Madrona-backed companies have gone public and over 60 have been acquired for positive outcomes over the past couple decades and we were the seed or Series A lead investor for most of those companies. We also keep learning from the over 75 current Madrona portfolio companies across all stages of growth. Based on our experiences, here are some thoughts entrepreneurs may find helpful about partnering with investors from Day One for the long run.

Finding Long-Term Partners Upfront

We often get asked by entrepreneurs what partnering from seed stage onward with Madrona looks like. We encourage entrepreneurs to talk with the founders and CEOs who have experienced this partnership, including companies that were big successes and those that did not achieve their goals. In addition, founders should ask any potential seed stage investors their perspectives on how they will add value near term and help build the company over the full journey.

Seed stage investors are generally looking for alignment with an exceptional team that is passionate about a customer problem and has a vision for novel solutions. Investors want to work with founders who have an insatiable curiosity and humility around what they know and the questions they are trying to answer. And, these founders have the market understanding and technological capabilities to build a compelling solution while attracting other team members to help build the company. Finally, the founding team and the seed investors need to share general core beliefs about the timing and nature of big market forces that can enable the company to succeed.

As a founder, you hope to find investors with big picture views similar to your own and relevant experiences that will directly help you succeed. It is especially useful to get beyond “pitch mode” and have a conversation about themes and real-world learnings. A good example here is how we have partnered with entrepreneurs around one of our major technology investment themes –the rise of “Intelligent Applications”. For the past decade we have been investing in seed and first venture rounds of companies that fit this broad theme. Horizontally focused companies we seeded in this area include Turi, Algorithmia, Xnor.ai and OctoML. Vertically focused companies have included Amperity, Highspot, Tesorio, Suplari and most recently Clari. The intelligent applications investment theme is just one of our key areas of focus and experience. The main point here, though, is for founders to seek strong alignment even at the seed stage with investors who understand their market and how a company in an emerging sector can be built over time.

Going the Distance with Capital and Value-add

Companies built to last take a long time to build! Entrepreneurs take the greatest risk because they are highly concentrated on one big bet with their company. They deserve investing partners who think and act like owners, show respect and appreciation, and have the resources to support the company over a long period of time. Founders can get the best of both worlds from a venture capital firm that has proven seed stage investing and multi-stage company building capabilities. They should expect investors that will combine their capital, time, experience, and value-add to help a company materially increase the probability of long-term success. Every company has its own journey. But experience has taught us some common lessons and patterns around navigating the entrepreneur’s journey.

  • EVERY company has one or more “near death” experiences. There are just too many things you can’t directly control (macro forces, market timing, regulations) and too many times you make sub-optimal choices (hiring, product priorities, go-to-market strategies) to always get it right. Having both macro awareness and self-awareness helps the most successful entrepreneurs navigate and grow from their “near death” situations. Isilon Systems had hardware reliability issues that forced a product “stop ship” in the Spring of 2003. Smartsheet had to rewrite its front-end in 2009. Amazon may have run out of cash in 2000 if they had not raised a substantial amount of debt before the market crashed. Having investors who have been through these experiences can be grounding and also provide valuable guidance in challenging times .
  • Establishing your own style of a “Learning Loop” culture and process can significantly improve the potential for success. A learning loop culture combines curiosity, triangulation and rapid decision making to help a company learn better and faster than others. It is important to establish this culture early, at seed stage, so that you can absorb and grow from “experiential learning”, quickly dial-in initial product-market fit and create a virtuous cycle of customer and market understanding. This “formula” can help a company achieve early market leadership and establish a foundation for greater success. Your investors will be on this road with you as well so finding curious and thoughtful partners is key to navigating this continuous cycle of learning together.
  • Look around corners and make hard choices at every stage. Circumstances are always changing and scale breaks people, processes and sometimes strategies. For example, finding and starting to scale product-market fit is an exhilarating phase of the company building journey. Having found that initial fit usually means your company will at least have a positive outcome someday. But there are many challenges to scaling and sustaining early market leadership. Initial products often meet a minimum threshold for bleeding edge customers, but the next set of customers expects more. Early employees who are great at running small teams or being individual contributors aren’t necessarily interested in or capable of running larger teams. In addition, established competitors start to mimic your messaging (even if they don’t have a product) and other startups observe your success and “pivot” to your market. At each stage of scaling, you want investors, board members and management teams who you have built a trust-based relationship over years of working together. And, you want them to keep looking around the corner to anticipate emerging risks and respectfully raise valid concerns. This type of trust-based relationship takes time and shared experience to establish.
  • Financial transactions, especially M&A and IPOs, are usually the most intense and potentially misaligned periods in a company’s journey. During these times, trust and transparency are put to the test and are crucial to navigating these waters successfully. Most companies go through several rounds of financings. And, whether it is a Series A, Series F or an IPO financing round, they are always intense. In fact, the process of selling a company in one form or another (acquisition, recapitalization, merger) is the only time that is more anxiety-inducing than a financing round. This is especially understandable for founders and key executives who may be experiencing that process for the first time and are “all in” on the company.

Further complicating the intensity is the potential for misalignment between management and investors, and sometimes between the major investors. Investors can have different time horizons for when they hope to sell. Other times investors have different levels of capital to invest in follow-in rounds leading to different views on financing strategy. Investors also made their investments at different valuations, terms and ownership levels. Often investors can have varying views on strategy, capital requirements and operating plans. And, that is just differences you may encounter amongst your investors! Founders and senior executives might have differing views on all the above topics as well. And, they can feel misaligned with one or more of their major investors/board members as a result.

For example, a broadly held view amongst Silicon Valley investors the past few years was to delay going public for as long as possible. Comparatively “cheap” capital for later-stage private companies was available and the temptation to raise private capital was strong. In some situations where a business didn’t yet have sufficient scale or predictability, staying private was advisable. But, in many cases the combination of cheaper capital and less business scrutiny led private companies to insufficiently focus on unit economics and value creation. Regardless of the specifics for any one company, the IPO timing debate highlights how financing decisions can lead to misalignment between and across management team members and investors. Having investors who have been long term trusted partners accustomed to transparent communication with the entrepreneur gives the company a clear advantage in getting through transactional times.

Some Questions to Consider

While it is hard at the seed stage to be thinking around the corner to future financing rounds, potential IPOs or eventual M&A scenarios, it is critical to understand the experience and perspective of your seed investors. Are they committed to building a trust-based relationship with you over the long-term? Do they roll up their sleeves and continually add value at each stage of the company? Have they shown good judgement and sought alignment during financings and sales of prior companies? And, do they appear energized and culturally aligned with you and your team to build a great company over the long run? If you are answering yes to these questions, you and your investors are likely on an aligned and positive path to success. If you are just starting to evaluate outside capital and investors, I hope these thoughts and questions help you and your company achieve your goals!

Learners and Knowers – The Entrepreneur’s Journey With The Learning Loop

Brendan Tolleson from Rev Partners interviews Matt in summer of 2021. There is a 14 minute interview here that covers the topics in this post.

Experience is a great teacher! This simple truth is one I have long held dear. We gain information, insights and possibly wisdom from both the real experiences we face and their impact on ourselves and others. And, since we all make good and bad choices, there is an endless string of opportunities to continually learn from and improve our decision-making skills and judgement.

Another aspect of learning from experience is that others want you to share your hard-earned knowledge with them. Said another way, others hope to learn from what you know. They want to avoid making and incurring the costs of those same mistakes and benefit from your experience. It is rewarding to share your experiences and insights with people to help them on their journeys and turn past successes and failures into value for others. But, as one CEO reminded me, “knowledge” earned from past experiences is an asset that is not always applicable to every future circumstance.

These two core aspects of life – being continual learners and sharing what you “know” – are at times at odds with each other. And, this is especially true for entrepreneurs on the road to company building. My core belief is that learning and knowing are both critically important to entrepreneurial success. But, in all the key aspects of the entrepreneurial journey, a continual learning or “growth mindset” is far more important than relying upon on what you or others “know” (or think you know). This is primarily true because the market context, the capabilities and personalities of the people involved and even the probabilistic nature of outcomes will shape the decisions and results of each entrepreneurial venture.

It is admittedly a little ironic to write a piece on how to systematically be a perpetual and iterative learner. It implies that I have some knowledge that can provide insights on this topic. Thus, my goal here is to inspire more conversation on learning and knowing and to continually learn myself. The “Learning Loop” approach suggested below, while a work in progress, hopefully offers some useful ideas for entrepreneurs and innovators of all types. We can all aspire to be lifelong learners with a passion for understanding and positively impacting the journey of life more deeply.

Introducing the Learning Loop

Partnering with talented founders and innovators for over twenty years, there are patterns I have observed around continual learners. It starts with genuine and passionate curiosity around a problem or issue. From there, having an ability to anticipate and frame the priority questions you plan to address starts you on a path to answers. But, perspectives on the answers to those questions are often varied, and the necessary facts and data incomplete. One technique for creating a more complete picture of a situation is something called triangulation which is a form of synthesizing information. However, you are often faced with making key decisions without complete or well-triangulated information. Those situations require a combination of good judgement and humility. And, since no one makes the best call 100% of the time, there are ample opportunities for feedback loops and iterative learning. We might even think of this cycle as the Learning Loop outlined here:

One of the most interesting questions about the learning loop is: when do I reach the point of “knowing” something? This question is even harder to answer in the ambiguous and dynamic world of innovation and entrepreneurship. The entrepreneurial context leads to a preference for making rapid decisions and trying to preserve flexibility to change your mind based on subsequent data, learnings and reflection. At Amazon, for example, decisions are often categorized as one-way and two-way doors. One-way door decisions are more consequential because the expectation is these decisions are irreversible. They require more ­­­framing, more triangulation and more deliberation before being made. Two-way door decisions can be reversed and can be made allowing for more iteration. So, two-way door decisions permit more speed and iterative learning than the one-way doors.

Curiosity and the Founding of Isilon

Let’s unpack all the elements of the Learning Loop starting with curiosity. Curiosity itself is an act of humility. You are acknowledging that you don’t have the answers but are passionate about trying to find them. It is also an act of boldness and courage as you question the status quo and choose to not just accept that the way things are done today is the best they can be. The most successful entrepreneurs I have worked with started by asking the question: why? Generally, their top line question is: why has a customer’s problem not been solved better than the way it is solved today? From there, a whole series of “why”, “what” and “how” questions flow. This trail of questions, with a genuine commitment to listening to customers and market forces, is the foundation for successful problem solving and product innovation.

Sujal Patel and Paul Mikesell founded Isilon Systems almost twenty years ago leveraging their immense curiosity and market understanding. They were software engineers at Real Networks and were deploying servers their teams built for streaming music files. However, the file storage they were pulling the music from couldn’t handle the size, volume and concurrency of how the files were being read. They wondered, especially in the context of increasingly standardized servers, why a file system hadn’t been built that could scale across servers and handle these types of files. They started asking other types of customers if they also experienced this problem with bigger files and volumes of files. The early feedback was compelling enough to quit their jobs (during a recession no less!) and start a company that would go on to redefine the storage industry.

Framing (and Focusing)

These curiosity questions and observations can take you and your team in many directions just like an engaging conversation with a trusted friend. But, to enable a learning loop, you typically need some framing and a focus around a core question or problem you are passionate to solve for a specific type of customer. There are many helpful resources for focusing on and framing the key questions. Clayton Christian’s book Competing Against Luck and its Jobs Theory is helpful to deeply understanding “what job you are hiring that product to do.” Greg McKeown’s book Essentialism helps you prioritize the most important problems or opportunities you want to take on in your work and your life. And, through that prioritization, he exhorts us to do “less, but better.” At a broader level, Michael Porter’s classic book Competitive Strategy helps frame how likely a new solution and market participant might be at succeeding in a given market. Finally, W. Chan Kim and Renee Mauborgne’s book Blue Ocean Strategy can help frame the specific strategic questions and choices your company might choose to combine in a unique way to prevail in a dynamic market. These books, and other resources, can help entrepreneurs frame and focus the core questions they are trying to answer around customers, products, alternative solutions and markets. In addition, the practical advice from other entrepreneurs, functional experts and experienced investors/VCs is invaluable. Experiential learning and contextual awareness consistently provide the type of guidance a framework can’t offer. So, balancing the real world with good concepts and theories leads to successful framing of analysis and ultimately decision making.

Triangulation on Data and Facts at Apptio

While this framing phase of the Learning Loop can feel overwhelming, it is intended to help clarify and simplify the core questions and issues to be addressed before digging deep into discovery. The discovery or triangulation stage of learning is when you are combining facts, observations, opinions and early experimentation as the inputs for making key decisions. And, it is critical to push yourself to find hard data and accurate facts so that you can make judgement based on the best information available at the time. I find this phase to be the most challenging and complex as data is incomplete and perspectives are often different. Your circumstances are made more challenging by the doubters and skeptics who believe that a better solution from an upstart is improbable, if not impossible. So, it takes incredible inner strength to continually learn and persevere in the valley of triangulation.

One of the greatest triangulators I have ever worked with is Sunny Gupta. He has founded multiple companies, and we have worked together on building three companies over the past 18 years. He remains CEO of a highly successful technology company called Apptio. I recall his approach to triangulation at work in the formative days of the company back in 2007 and 2008. He was constantly asking the Chief Information Officers (CIO’s) of enterprise customers and their direct reports how they linked financial and technology operations data together to manage the IT organizations relationship with finance and the business units. And, he would also ask these prospects for the type of solutions they would buy, and their willingness to pay for the solution. When the data points sometimes came in to conflict (one big bank said they would NEVER buy software delivered “as a service” and years later bought Apptio’s SAAS offering), the triangulation process provided the information required for Sunny and his team to make some one-way and two-way door decisions in the early months of the company. Over a decade later, they are still using triangulation to rapidly iterate and decide.

Decision Making and the Continual Learning Mindset at Smartsheet

Decision making can be daunting for an entrepreneur because even the best triangulation leaves us with some uncertainty at the decision point. And, as Annie Duke so effectively lays out in Thinking in Bets, good process and logic does not guarantee successful outcomes. Outcomes can be impacted positively or negatively by macro forces (mainly political, economic and societal) you can’t control, the Learning Loop approach you have significant control over, and the probabilities inherent in an uncertain world that you can only estimate. These risks and dependencies highlight why so many start-ups fail and why every entrepreneurial journey has its ups and downs. That is why an agile, data-driven and iterative approach is generally better than a “big bets” approach to learning and decision making. To clarify, I am an advocate of making big bets, but also learning into those bets in a rapid and iterative way.

Sometimes key decisions lead to positive outcomes like a successful hire, a paying customer or a key partner, and sometimes the outcomes are negative. However, there are opportunities for learning in every outcome. As my college soccer coach, Bobby Clark, would say after a match: “every outcome is a stepping stone or a stumbling block, and you get to decide which one it is.” And, those learnings are critical to a company’s ability to iterate and improve. Thus, the new learnings bring you back to curiosity and the “trail of why’s” that set you up for the next lap around the Learning Loop. If you want to dig deeper into the psychology behind this approach, Carol S. Dweck’s book Mindset is excellent on distinguishing between a growth mindset and a fixed mindset in many aspects of life. Hopefully the Learning Loop model can be a helpful and additive construct for you as an entrepreneur and as a lifelong learner.

In the early days (2006 – 2009) of Smartsheet, there were plenty of skeptics who doubted the need for a flexible, cloud-based collaboration service. And, while the founding team had great depth and experience designing and building software applications, they learned the degree to which business users had starkly different preferences than technical users on discovering and leveraging modern software. The company almost shut down in 2009, but collectively they decided to understand the needs of business-based customer better and persevered. The team iterated into a better product front-end, but at that point had limited capital to acquire customers. Learning how to cost effectively acquire customers through Search Engine Optimization (SEO) and Search Engine Marketing (SEM) became an enduring strength of the company. In 2011, they discovered that some customers would benefit from interacting with inside sales reps and customer success reps. And, as Smartsheet successfully hired people and built those skills through trial and error the company’s growth accelerated. Since then, under Mark Mader’s continued leadership, Smartsheet has iteratively learned how to sell their product, expand capabilities and deliver solutions that create even more value for their customers. Today, they are a rapidly growing public company and outstanding example of a culture of continual learning.

Applying the Learning Loop to Your Priorities

Let’s return to the initial question about the balance between being a learner and knower. I must admit that it is fun and satisfying to be “in the know” or to be asked to share past experiences, knowledge and advice with others. Since many elements of human nature and business dynamics remain constant, these learnings can be incredibly valuable to others. But context, technologies and market dynamics are ever changing, so one entrepreneur’s experience will vary from another’s. The most successful entrepreneurs often exhibit the right balance of conviction and coachability when they are faced with a difficult choice. It is important as a decision maker to make those choices based on what you know or at least believe to be true (your convictions), while continuing to embrace the Learning Loop to see when and where your convictions should shift. The act of deciding focuses an organization on a path to collective best actions and outcomes. However, maintaining the humility and curiosity of a learner is the key capability that tends to serve your customer, your employees, your partners and even yourself well in the long run. My biggest hope for each of you is that you can find people whom you trust and enjoy learning together with for years to come. And, through teamwork and your own approach to applying a Learning Loop, you find success and satisfaction along the journey of entrepreneurship and life.