Last week, I attended a fascinating talk about Customer Obsession given by Kim Rachmeler at…
Entrepreneurship
The WeWork drama of the past weeks is a great reminder of how perceptions of a start-up opportunity can change very dramatically in a short period of time. What was one of the highest flying start-ups with a private market valuation of $47B was brought down to Earth when trying to IPO. (Important to note […]
Last week, I attended a fascinating talk about Customer Obsession given by Kim Rachmeler at…
Last week we brought together over 20 founders, CEO's and senior managers from 6 portfolio…
The WeWork drama of the past weeks is a great reminder of how perceptions of a start-up opportunity can change very dramatically in a short period of time. What was one of the highest flying start-ups with a private market valuation of $47B was brought down to Earth when trying to IPO. (Important to note that building a $10B – $15B start-up, the rumored valuation if the company went public today, is still an incredible achievement – even if it’s only about a third of the market cap a few months ago).
I think WeWork provides a key lesson about company building. The major point that often gets forgotten is that no business model is the same.
If you run a software start-up, gross margins are high, scaling is relatively easy, and capital requirements are relatively low. But if you run a tech-enabled service business, gross margins tend to be low, scaling is hard (you’re moving atoms instead of bytes), and capital requirements can be high (especially if you take on leases like WeWork or inventory like OpenDoor). Vertically integrated commerce or hardware companies fall into the same category of low-margin and hard-to-scale businesses.
I think that you can still build amazing companies in all of these categories, but you need to adjust your playbook. Amazon is a great example in many ways:
Great start-ups can be built in many categories and with many different business models. But copying the playbook for software start-ups when building a start-up that doesn’t have the same attributes often leads to failure. The one-size-fits-all approach to company building doesn’t work…even if everyone is a technology company these days.
Health / Biology, Portfolio, Version One
Shifting healthcare systems from reactive to proactive care is critical – the best outcomes occur when people can take action early, before a condition becomes a diagnosis. That’s why we are excited to announce that we have led a $2.5m pre-seed round for NiaHealth and are thrilled that they are coming out of stealth and […]
We are continually refining our thesis on healthcare, from looking at clinical-grade at-home diagnostics to biotech and…
Over the past year, some of the most interesting and intellectually-stimulating pitches we heard have…