Enjoyable listen / watch this 20VC podcast where Harry Stebbings gets Cem Sertoglu of Bek Ventures to open up. Cem led, very likely the single best European seed deal thus far - the UiPath investment, $16.5m invested becoming $2.1b. Whoa! Notes on what stood out for me:
*Play the game on the field. Cem: “I think our job is to play the game. Our business structure is defined by timelines. We raise 10-year life funds, so our job is to expose our fund to the strongest opportunities in every vintage, not to try to time the market.”
*Cem: “the early rounds are not real rounds. They are contracts where you’re demonstrating alignment around a target that is very far out ahead. Every early stage check, you’re buying a very out of the money call option on these businesses.”
Interesting point about how, unlike PE, Venture outcomes are correlated more to global outcomes than the local macro environment.Cem: “My outcomes are American outcomes, LSE outcomes, acquisitions by global tech companies. They’re not outcomes that are subject to the turbulence of whatever country that founder team may be coming from.”
*Cem: “Our reserves are for those companies that will be misunderstood by the market or overlooked by the market because they don’t fit into the mold. And we were able to write that check with conviction.”
They played a $2.5 bridge as a convert note following the seed round, when they saw that most of the Series A investors were not willing to step upCem: “We ended up then showing the company to about 40 firms. Everybody passed. The feedback was OK, keep us posted. Not enough traction for us to care at the moment. We had to bridge the company. The numbers were not exceptional, but it was certainly headed in the right direction.”
*Cem: “Founders usually underestimate the leverage they have on their cap table. They negotiate things for very obscure situations. Experienced founders know that it’s their company. They will have a lot of flexibility around managing things when it happens, when the opportunity comes down the road.” I kind of agree. The amount of time that gets wasted on termination for cause is not funny. It is clearly a red flag when founders negotiate too much on this clause, per me, and I have begun to share this specific clause earlier in the discussion now.
*Being quiet on the board. Cem: “We believe in being quiet on the board.….there’s this enormous pressure to demonstrate value add. We think that you, of course, learn from your experiences in other journeys, but then synthesize that and distill that to very carefully chosen moments to provide input to the founder. I think your job as a board member is to understand the company, be very well prepared on any interaction, like the board meetings, etc. We’re obsessive about preparing for board meetings, but we are very careful in choosing when we share strong opinions.”
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