Showing posts with label Silicon Valley. Show all posts
Showing posts with label Silicon Valley. Show all posts

Wednesday, August 10, 2016

“Silicon Valley” Series – a corporate law perspective

Over the past week or two, I binge-watched the first three seasons of HBO’s much talked-about series “Silicon Valley.” In truth, I only started watching because everyone was talking about it, and I felt that, given what I do, I needed to be able to participate in the conversation. But, I confess, I got sucked in, despite what, in my book, is an overabundance of profanity.

Given that counseling startups on corporate matters is my life, and one that I enjoy immensely, for that matter, I thought it would be interesting to analyze the legal basis to support Pied Piper’s predicament.

SPOILER ALERT! Don’t read any further if you don’t want to know what happens in the series through the end of the third season.


Board of Directors. The Board of Directors plays a key role in the fate of any company and we see the Board meet maybe four or five times throughout the series to make some pretty key decisions. But what is actually required for a Board to make a decision, legally-speaking? Here’s where the show took some liberties, for dramatic effect. There are only two ways that a Board can vote – by unanimous written consent, or at a meeting of the Board. The meeting must be attended by at least a majority of the directors, but all directors must be aware of the meeting. Meetings can be either regular (based on a pre-approved scheduled) or special. Each director must, typically, be given at least 48 hours’ prior notice of a special board meeting. Board meetings can be called on shorter notice, but only if each director waives notice.

If you’d like to get technical, notice requirements for special board meetings along with other corporate governance matters, can be found in the bylaws of a company. If you are a stockholder of a US corporation, the corporation is required to provide you with a copy of its bylaws on request.

How is it possible that Richard Hendricks did not know he was being fired as the CEO? In the show, Monica is the one to tell him. It’s a huge surprise and disappointment! But only the Board of Directors can fire or hire the CEO. They didn’t do it by written consent, because it has to be unanimous and Richard did not sign it. So they did it at a meeting, which he did not attend. That the CEO would miss a Board meeting is possible, though unlikely. However, It seems, he did not even know that a meeting of the Board was being held. Oops, that’s a problem from a corporate law perspective!

We see the same flop when Jack Barker, the outside CEO, gets fired in the next season. Richard and his co-founders come to the office to find his empty chair and Laurie Bream cleaning out his office. After Russ Hanneman sells his position to Raviga, Raviga acquires control of Pied Piper’s Board (three votes to Richard and Erlich’s two), so at a meeting they could certainly outvote the other members. But how ever did they meet in secret, without Richard knowing? But, let’s admit, the version in Silicon Valley is more fun! Laurie unexpectedly retaliating against Jack for his arrogance – a total Hollywood trope, no?

Convertible Loan. When Hanneman first offers a term sheet, the Pied Piper team is very excited. It saves them from having to sell to Hooli, and Jared (the only one to read it) thinks the term sheet isn’t bad. “It’s even structured as a loan,” they say, or something along those lines, making it sound like that’s the next best thing since sliced bread. Since we are talking startups, I can only assume they meant that he offered them a convertible promissory note.

For a $5M investment, at an early stage, using a convertible note is odd. Typically, we see convertible loans being used for much smaller investments early on. It is especially odd given that Hanneman apparently included a number of significant rights for himself, which aren’t usually given in a bridge financing. The primary reason why startups like convertible note financings is the simpler framework, which can be put in place in a matter of days, if needed, and at a fraction of the cost of a full-blown equity round.

An equity financing (the sale of shares), on the other hand, usually comes with all kinds of bells and whistles, which can take weeks or even months to properly negotiate with the investor and his counsel. Basically, doing a complex convertible note deal defeats the purpose of such investment structure for the company. So, let’s just say, whatever Hanneman’s term sheet said, it was a far cry from a standard Silicon Valley bridge financing deal, though certainly possible. For the sake of honesty, I will say that I have seen very simple equity deals with almost no bells and whistles and unduly complex convertible debt financings loaded with investor rights, even for much smaller investments than $5M. So, sometimes reality can be even stranger than fiction.

Later in the series, Hanneman’s assets fall below a billion, and he is no long a member of the three comma club. To remedy this, he sells his interest in Pied Piper to Raviga Capital. But what exactly did he sell? It sounded like he was selling shares. But if his investment had been in the form of a convertible note financing (a “loan”), he would not have had shares. Convertible notes will normally convert in a qualified (sufficiently large) equity financing round, which Pied Piper did not have. So, if Hanneman invested on a note, it should still be a note. Ok, maybe in the series they didn’t get into the fine details that I find so interesting. Maybe Raviga Capital acquired the promissory note. But it sure didn’t sound like it. In fact, on CrunchBase – yes, Pied Piper has a CrunchBase profile – Hanneman is listed as a Series A investor (https://www.crunchbase.com/organization/pied-piper/investors). Series A is a series of preferred shares, which are typically sold in an early equity financing (following Series Seed and preceding Series B).

Blocking Rights. Remember when Laurie buys Erlich’s shares for next to nothing, giving him just enough to cover his debt? She then explains to Richard, when he confronts her, in an exasperated manner, that under the terms that she inherited from Hanneman, she had the right to block any sale by Erlich. Full blocking rights on a sale by another stockholder? That is very unusual! Company right of first refusal on transfers by founders – sure! That’s quite standard. But all that would do is give Pied Piper the right to buy out Erlich if he had a third-party buyer for his shares, having to match the price offered to him by his buyer (in this case, $5M for half of his shares). Investor’s right of first refusal – could be. But that would give Raviga Capital the right to match Russ Hanneman’s price, and buy the shares that Erlich was offering to Russ Hanneman. No standard rights offered to investors would grant Raviga Capital the kind of blocking rights that it seems to enjoy in the series. In the U.S. and especially in Silicon Valley deals, we just don’t see an outright block by an investor on the sale of shares by another. So that was a bit sensationalist. Of course, just because the series is called “Silicon Valley” doesn’t actually mean it has to depict its protagonists being offered middle-of-the-road standard investment terms, and this is another instance where they weren’t.

Drag-Along. How was Raviga able to force the sale of Pied Piper? Control of the Board alone is not enough here. Such a sale would require an affirmative stockholder vote by, at a minimum, a majority of the outstanding shares, and Raviga is not a majority stockholder. I can only assume that among the terms that Pied Piper accepted from Russ Hanneman was a drag-along. A drag-along is a voting agreement among stockholders, which allows one group of stockholders to force the others to vote to approve an acquisition of their choosing. The group of stockholders that can force the sale depends on the deal. In certain scenarios, it can be a single influential investor. A drag-along would provide the necessary mechanism to support the forced sale of Pied Piper to Bachmanity.

Lawyer. How is it that Pied Piper does not have its own corporate lawyer after two rounds of financing? We are initially led to believe that Ronald LaFlamme, the extravagant guitar-playing chap, is Pied Piper’s lawyer. But he is actually counsel to Raviga! It’s on Raviga’s website – yes, Raviga has a website (http://www.raviga.com/index.html). When Pied Piper is about to enter into a white-label licensing agreement for its box, it’s Monica, who catches the grant of exclusive intellectual property rights to the customer. If it wasn’t clear enough in the show, that really is a huge red flag in a commercial agreement. So here we are, about to sign a multi-million dollar commercial agreement and an attorney representing Pied Piper hasn’t so much as laid eyes on it? Sure, Pied Piper is next-to-broke for much of the show, but this episode was actually at the height of its glory. Then again, maybe if Pied Piper had corporate representation from the outset, the founders wouldn’t have found themselves at the total mercy of their investors! And that is not a bad self-serving message for me to conclude on.

Happy company-making and enjoy Season 4, coming in 2017!


White Summers  Inna Efimchik, a Partner at White Summers Caffee & James LLP, specializes in assisting emerging technology companies in Silicon Valley and beyond, providing incorporation, financing, and licensing services as well as general corporate counseling.
LEGAL DISCLAIMER

Copyright Notice. The copyright for all original content in this post and any linked files is owned by Inna Efimchik. All rights are reserved.

No Attorney-Client Relationship. This post has been prepared by Inna Efimchik of White Summers for general informational purposes only. The information provided herein does not constitute advertising, a solicitation or legal advice. Neither the availability, transmission, receipt nor use of any information included herein is intended to create, or constitutes formation of, an attorney-client relationship or any other special relationship or privilege. You should not rely upon this post for any purpose without seeking legal advice from licensed attorneys in the relevant state(s).

Compliance with Laws. You agree to use the information provided herein in compliance with all applicable laws, including applicable securities laws, and you agree to indemnify and hold Inna Efimchik and White Summers Caffee & James LLP harmless from and against any and all claims, damages, losses or obligations arising from your failure to comply.

Disclaimer of Liability. ALL INFORMATION IS PROVIDED AS-IS WITH NO REPRESENTATIONS OR WARRANTIES, EITHER EXPRESS OR IMPLIED, INCLUDING, BUT NOT LIMITED TO, IMPLIED WARRANTIES OF MERCHANTABILITY, FITNESS FOR A PARTICULAR PURPOSE AND NONINFRINGEMENT. YOU ASSUME COMPLETE RESPONSIBILITY AND RISK FOR USE OF THE INFORMATION IN THIS POST.

Inna Efimchik expressly disclaims all liability, loss or risk incurred as a direct or indirect consequence of the use of any information provided herein. By using any information in this post, you waive any rights or claims you may have against Inna Efimchik and White Summers Caffee & James LLP in connection therewith.




Monday, September 9, 2013

Preparing for a Silicon Valley Fundraising Trip

[This post is an excerpt from my presentation entitled Silicon Valley Fundraising Trip: Tips for the Non-U.S. Based Startup Founder.]

If you are traveling to the Silicon Valley to raise capital for your startup from abroad, you can save yourself a lot of time and make the trip more efficient by preparing thoroughly and doing your homework before the trip. Here are some things that should not be overlooked:

Research. Before your trip, sign up for startup networks, groups and mailing lists, to receive announcements about upcoming events. (This is covered in more detail in the full version of my presentation.) You should know which venture capital firms and super-angels are investing in your space. You should research and consider which strategic investors you should target, if any. Based on your research, prepare a list of 10 to 20 people that you’d like to meet while you are here. This list is aspirational, so if you do not get the opportunity to meet all of them, you have not failed.

LinkedIn. Create a LinkedIn profile, if you don’t already have one. If you have one, check to see if it's time to review and update it. This is your business resume. Most professionals rely on it!

Don’t be lazy – take the time to write-up prior projects and experience, your education, and anything else relevant to what you are doing and to who you are now. This is your chance to tell people what you want them to know about you!

Note that LinkedIn is also a great place to do your own “diligence” about the people you’ll meet while networking, through introductions, or otherwise.

Video Presentation. If you have the resources, create a short video teaser and post it on YouTube or Vimeo for easy sharing with new contacts. A few excellent examples are below. Notice how effective it is if the teaser can demo your product or service. A picture is worth a thousand words. And a video is worth at least a thousand pictures, charts and graphs.

  • MapsWithMe Teaser
  • Posse Teaser
  • Readymag Teaser
  • Robin Teaser

    Videos work well to get you a foot in the door (not seal the deal for you). Before an investor takes the time to read your executive summary, in fact, before he even makes the decision about whether it's worth his time to do so, it is helpful if you can get him excited (or at least curious) about your product or service. The way to do it is by offering information in an easy and fun format - video - that appeals to the viewer's emotions, not just his intellect.

    Executive Summary / Presentation. VCs don't read business plans. They just don't have enough hours in the day to screen companies based on their business plans, and, frankly, with business at an early stage, a business plan reads more like astrological predictions than fact.

    Still, if you are talking to an investor at a networking event, or have been introduced to an investor by email, he will want to see something in writing about your company. You will be expected to send an executive summary (a one-pager that introduces the investor to your company and piques his interest) or, more frequently these days, an investor slide deck (8-10 PowerPoint slides that serve the same purpose but are easier on the eyes).

    Instead of trying to work with your team back home when you are already here, faced with a time difference and time pressure, prepare this before you come. You may have to adjust it based on the feedback you receive from investors, but if you have a solid draft, it will make your life easier.

    A really well-made executive summary or deck can set apart your startup from the rest and give you a fighting chance at a more involved look from the investor.

    You can work with designers and advisors to help solidify your message in your materials. But do not hire someone to write them for you. You have to own your materials, and by that I don't mean the legal sense of ownership, but in the sense that you stand behind each word in that document and, if prompted, can expand in verbal or written format on any of the points made in it!

    U.S. Phone Number. With your Google account, you can get a free Google Voice number and set up call-forwarding from that number to your temporary U.S. number.

    Google Voice also offers voicemail functionality. Make it easy on your callers - record a greeting with your name and the name of your company, so that they know they reached the right number.

    Business Cards. Your business card should be in English and should contain (1) your company name (and if you have not registered the company, the name that you think you will use), (2) your name and title, (3) your corporate domain email address, (4) the address of your physical office (if any), and (5) your U.S. phone number.

    Note that you don’t have to spell your name on the card the way it is spelled in your passport. Feel free to spell it in a way that will make it easy for English speakers to read. This will save you time and annoyance, unless, of course, you like correcting people and having off-topic conversations about foreign names, the English language, pronunciation, etc.

    Credit Cards. The most common and convenient payment method for most things that you’ll need to buy on your trip will be a credit card. Every online purchase will require it and some merchants (like car rental places) will take your credit card number as a security deposit, even if you pay cash.

    When getting ready for your trip, make sure there is money in the account tied to the card that you are taking with you. To really play it safe, take several credit cards tied to accounts at different banks. It is best to call ahead, and let your bank know that you will be in the United States. Sometimes banks will suspect identity theft and block your card, if there is unexpected activity on your card in a foreign jurisdiction. Nothing quite makes travel so uncomfortable, as having your credit cards lock up, when you are relying on them as a primary payment method!

    Driver's License. While you are visiting California, you are permitted to drive with your valid foreign license. Make sure to take it with you, as you are packing for your trip, and that it does not expire during your trip (rendering it no longer valid).

    Happy company making!

    Inna


    White Summers  Inna Efimchik, a Partner at White Summers Caffee & James LLP, specializes in assisting emerging technology companies in Silicon Valley and beyond, providing incorporation, financing, and licensing services as well as general corporate counseling.
    LEGAL DISCLAIMER

    Copyright Notice. The copyright for all original content in this post and any linked files is owned by Inna Efimchik. All rights are reserved.

    No Attorney-Client Relationship. This post has been prepared by Inna Efimchik of White Summers for general informational purposes only. The information provided herein does not constitute advertising, a solicitation or legal advice. Neither the availability, transmission, receipt nor use of any information included herein is intended to create, or constitutes formation of, an attorney-client relationship or any other special relationship or privilege. You should not rely upon this post for any purpose without seeking legal advice from licensed attorneys in the relevant state(s).

    Compliance with Laws. You agree to use the information provided herein in compliance with all applicable laws, including applicable securities laws, and you agree to indemnify and hold Inna Efimchik and White Summers Caffee & James LLP harmless from and against any and all claims, damages, losses or obligations arising from your failure to comply.

    Disclaimer of Liability. ALL INFORMATION IS PROVIDED AS-IS WITH NO REPRESENTATIONS OR WARRANTIES, EITHER EXPRESS OR IMPLIED, INCLUDING, BUT NOT LIMITED TO, IMPLIED WARRANTIES OF MERCHANTABILITY, FITNESS FOR A PARTICULAR PURPOSE AND NONINFRINGEMENT. YOU ASSUME COMPLETE RESPONSIBILITY AND RISK FOR USE OF THE INFORMATION IN THIS POST.

    Inna Efimchik expressly disclaims all liability, loss or risk incurred as a direct or indirect consequence of the use of any information provided herein. By using any information in this post, you waive any rights or claims you may have against Inna Efimchik and White Summers Caffee & James LLP in connection therewith.




  • Monday, September 2, 2013

    The Right Time to Fundraise in the Silicon Valley

    [This post is an excerpt from my presentation entitled Silicon Valley Fundraising Trip: Tips for the Non-U.S. Based Startup Founder.]

    The Silicon Valley is a fantastic place to visit almost any time of year. We have great weather here year-round, many tourist attractions within a stone’s throw of one another, and fantastic sights for the nature enthusiast.

    But if your goal is to travel to the Silicon Valley with the goal of raising venture capital for your foreign-based startup, to avoid disappointment, set the right expectations, and make the most out of your trip, consider whether your startup is primed and ready for this step.

    Ripe for US Fundraising. The best time for a foreign startup to come to the Silicon Valley to raise venture capital is when it can make the following statements truthfully:

    • We raised a small seed round of capital with a local venture capital firm and angels
    • We have publicly launched our product in our country
    • Our product has gained significant traction in our domestic market
    • We are ready to launch our product on the US market
    • We are opening an office in the US that will be handling US operations and marketing
    • Our management team has already relocated to the US (or is relocating to the US within 3-6 months)
    • Our CEO reads, writes and speaks fluent English and is able to present our company to US investors, strategic partners, and clients in a clear, competent and confident manner.

    Almost There. If a startup meets some (maybe 4-5) but not all of the criteria above, it does not mean that the founders should not come to the Silicon Valley to fundraise. But it does increase the likelihood that this is going to be the first of several trips. A startup at that stage may still be able to successfully raise capital from Silicon Valley VCs, but it may easily take 6 to 12 months or longer and multiple trips to get to a term sheet.

    Raising money in the Silicon Valley is difficult, even for companies that fit all of the criteria above. So a company that does not, has a greater hurdle to overcome. Still, I believe the preliminary trip, if approached correctly, with due preparation, forethought, and the right expectations, can be instrumental in laying the groundwork for a future financing by giving the founder an opportunity to establish contacts, by growing the founder’s professional network in the Silicon Valley, and by clarifying areas of improvement in the startup’s fundraising position.

    More Work to Do at Home. A startup that either has not launched a product, or has launched a product but it has not seen significant adoption domestically, and that has not received support from its local investors, has more work to do at home before venturing out to fundraise internationally. That is not to say that such startups should not attend international conferences or take business development trips, whether to the Silicon Valley or elsewhere. I just think it will be more productive to realize that it may be too early to be fundraising abroad in earnest, so the trip, if taken, should have other purposes and expectations attached to it in the founders’ minds.

    The Chief Executive Officer. To state the obvious, the right CEO makes the difference between a startup that gets venture capital funding and one that does not. As we said above, to be successful at raising capital in the United States, the foreign CEO has to have fluent written and conversational English, though he or she may speak with an accent and many do. The CEO must also have the personal and business skills that make him or her a good person to represent the startup in investor meetings.

    But what if the CEO does not have good English? Unfortunately, neither engaging translators to assist in pitch meetings, nor hiring U.S. promoters or U.S. investor relations specialists to help with fundraising, actually works.

    Ultimately, the investors have to believe that the core team has what it takes to succeed, and if the investors have a language barrier with the CEO, they will simply not have sufficient basis to form that belief. The solution is one that is true for all companies, local or foreign – if the CEO is not the man (or woman) for the job, find a CEO who is!

    In startups, one of the founders is the CEO by necessity. Sometimes it is the right fit. And at other times it is not. Sometimes it is the right fit for the country, where the startup is based, but not for the U.S. Any company that hopes to be successful must recognize wherein lie its team’s weaknesses and fill them with new hires. If the current CEO will not be able to fundraise successfully in the U.S., the startup should entertain the idea of recruiting a U.S.-based CEO or another CEO in their country with solid “western” experience. In that situation, the current CEO can take another title, whether it is President, Chief Technology Officer, Chief Financial Officer, or whatever else best fits his or her strengths. Unfortunately, relinquishing the helm can be a major pain point for founders. I am sure some of my readers are wincing as they read this advice.

    The Bottom Line. If the founders of a startup believe they absolutely must raise capital in the United States, and if, after honestly assessing the strengths and weaknesses of the current team, they realize that they do not have the right candidate among them for the job, then they have to reconcile themselves to the difficult reality that such candidate must be found elsewhere. The same, incidentally, goes for filling any other holes that stand in the way of a startup’s success in raising capital in the United States – these holes must be (a) identified, (b) evaluated, and (c) resolved, preferably prior to the founders investing very heavily into their U.S. fundraising efforts.

    However, it may also be the case that, despite some initial flirtation with the idea of coming to the United States to raise capital, the founders will ultimately decide that their chances of raising funds domestically, or in Europe, or in Asia will be better than in the United States and will come at a lower cost (emotional, financial, temporal).

    There may be a lot of investment capital aggregated in the Silicon Valley, but there are oh so many contenders from all over the world all vying for it!

    Disclaimer. Regardless of how well-positioned your startup may be to raise capital, be prepared for the process, almost invariably, to be more frustrating, more disruptive to your business processes, and to take longer, than you expect. There is no guarantee that the process, even when it is well-executed, will result in raising VC capital in the Silicon Valley.

    Happy company making!

    Inna


    White Summers  Inna Efimchik, a Partner at White Summers Caffee & James LLP, specializes in assisting emerging technology companies in Silicon Valley and beyond, providing incorporation, financing, and licensing services as well as general corporate counseling.
    LEGAL DISCLAIMER

    Copyright Notice. The copyright for all original content in this post and any linked files is owned by Inna Efimchik. All rights are reserved.

    No Attorney-Client Relationship. This post has been prepared by Inna Efimchik of White Summers for general informational purposes only. The information provided herein does not constitute advertising, a solicitation or legal advice. Neither the availability, transmission, receipt nor use of any information included herein is intended to create, or constitutes formation of, an attorney-client relationship or any other special relationship or privilege. You should not rely upon this post for any purpose without seeking legal advice from licensed attorneys in the relevant state(s).

    Compliance with Laws. You agree to use the information provided herein in compliance with all applicable laws, including applicable securities laws, and you agree to indemnify and hold Inna Efimchik and White Summers Caffee & James LLP harmless from and against any and all claims, damages, losses or obligations arising from your failure to comply.

    Disclaimer of Liability. ALL INFORMATION IS PROVIDED AS-IS WITH NO REPRESENTATIONS OR WARRANTIES, EITHER EXPRESS OR IMPLIED, INCLUDING, BUT NOT LIMITED TO, IMPLIED WARRANTIES OF MERCHANTABILITY, FITNESS FOR A PARTICULAR PURPOSE AND NONINFRINGEMENT. YOU ASSUME COMPLETE RESPONSIBILITY AND RISK FOR USE OF THE INFORMATION IN THIS POST.

    Inna Efimchik expressly disclaims all liability, loss or risk incurred as a direct or indirect consequence of the use of any information provided herein. By using any information in this post, you waive any rights or claims you may have against Inna Efimchik and White Summers Caffee & James LLP in connection therewith.




    Monday, May 20, 2013

    Coming to the Silicon Valley to Raise Money

    Recently one of our clients, Ruslan Pichugin, CEO of Yocto Games based in Moscow, Russia, came to the Silicon Valley for a short exploratory trip. We thought Mr. Pichugin’s experience may be interesting to other startuppers out there, who are contemplating a trip to the Silicon Valley to raise money, network, or both, and Mr. Pichugin kindly agreed to answer a few questions for us.

     

    (1) What were some of your goals in coming to the US? Do you consider the trip a success in light of those goals?

    I had multiple goals for this trip. The most important goal was to incorporate my company, Yocto Games, in Delaware. In parallel, I wanted to learn as much as I could about the legal and financial aspects of forming and funding a corporation in the US. I am happy to say that I accomplished this goal.

    My second goal in order of importance was to find investors interested in my company. I realized that in two to three weeks (17 days in total) it would be next to impossible to find funding, but I wanted to at least start that process. I met several people potentially interested in investing in my company, but our discussions are still at an early stage and it may take some time for us to reach final agreement on terms. So I consider this goal 50% achieved, but taking into account the fact that I did not know anyone in Silicon Valley when I arrived and was only here for a few weeks, I feel that this is not a bad result.

    There was a third goal, and that was to see American life. I was able to meet with people from many different walks to life – businessmen, computer programmers, lawyers, chefs, doctors, and athletes. I was happy to discover that life in America is not too different from what I had seen on TV!

    Overall, I gained a good deal of experience, made some great connections, and consider my trip a success.

    (2) Where did you stay during your trip (hotel, city)? Are you happy with your choice of the hotel and your geographical location?

    I stayed at the Pacific Euro Hotel on Main Street in Redwood City. The cost for a room without a shower (yes, those kinds of rooms exist!) is $65 per night, but I stayed in a room with amenities, which cost me $80 per night.

    This hotel works well for a business trip, as a place to crash at night. But it’s certainly no Ritz Carlton.

    My hotel was centrally located, only a five-minute leisurely walk to the Redwood City CalTrain station. And since both San Francisco and San Jose are only a 40-minute train ride away from the Redwood City station, I thought geographically I was in a great spot.

    (3) Tell us about your cell phone situation during your trip.

    Initially I used my Moscow Beeline (Билайн) phone. It worked well here, but because of roaming I ended up spending something like $250 in just a few days. After that, I stopped using it and bought a local phone. I settled on a $35 “dumb” phone from AT&T. As a result, calls home became one-third of the price I was paying previously, and local calls barely cost anything at all. Over my stay, I spent about $60 on this service.

    (4) I know you used public transportation and taxi to get around and did not rent a car. In retrospect, would you do anything differently?

    I think that for a first visit to the U.S., it is beneficial to walk and to try to use public transportation. It’s harder, but since I wanted to get a feeling for how people live here, it turned out not to be so hard after all. In Moscow, I am behind the wheel almost the entire day when I have to go somewhere, and it takes a remarkable amount of time and energy. Next time, I will definitely rent a car, but without knowing the local roads, I would have been anxious to rent a car on my first trip here.

    Although I must say, local driving brings a smile to my face. I am certain that anyone who is used to driving in Moscow would feel in the Silicon Valley not unlike a world champion in swimming would feel competing at a YMCA against their juniors’ team.

    (5) What were some of the most useful events that you attended in the Silicon Valley? What would you recommend to entrepreneurs coming to Silicon Valley with an exploratory mission like your own – where and how should they look for useful activities?

    The best events are ones where you can meet interesting people and useful contacts. Where to find them? I think you can find them at any startup event. The most important thing is to attend as many events as possible and to be open to meeting people. Of course, the group organizing the event and the event “topic” is important too, but you can meet very interesting people at a not-so-interesting event.

    For example, I attended an event where technology companies were recruiting software engineers, a kind of specialized job fair. So in truth, I had no business being there. But I spent a half an hour talking to an entrepreneur from Berlin, who told me about the startup scene in Europe (which turned out to be very useful information subsequently in meetings with other people). Then I met a doctor, maybe in her 60s, who is working hard on her healthcare startup. I learned a lot about the healthcare industry from her, and made an interesting new contact. Finally, I met some people from a large gaming company, one of whom may be interested in investing in my project.

    So you can never know ahead of time what the best meetups or events will be. The best approach is to be open to the opportunities all around you, and to meet as many people as possible.

    (6) In hindsight, is there anything you did that you realize was a waste of time that could have been avoided?

    My approach is that any experience can be useful (so long as it’s not harmful to your health). And often it will take some time to know what the value of a particular experience really was, so I never rush to dismiss an experience as a waste of time. Time will tell!

    (7) What general advice would you give someone coming to Silicon Valley in your footsteps?

    The most important piece of advice I have to offer is to have a contact person who can offer advice and assistance. I met with Inna Efimchik, and she was able to help me find many different startup conferences and events to attend, as well as incorporate my company in Delaware. Other than that:

    • Check out www.meetup.com. This is a great website that allows you to find, and register for, events both in advance of and during your trip.

    • Be prepared to step outside your comfort zone and actively approach people that you want to talk to at events. Talk to everyone (almost everyone) that you meet.

    • Get a local phone! Not only will it save you money, it will make it easier to exchange information with new contacts.

    • Everyone in the Silicon Valley uses LinkedIn, so before your trip, make sure that you have a LinkedIn profile (and it’s up-to-date).

    • Don’t forget to bring with you business cards printed in English.

    • Be prepared that prices in the Silicon Valley are roughly equivalent to prices in Moscow, on everything (food, taxi, mobile service).

    • The best burgers are at Five Guys! They are better than Carl’s Jr., In-n-Out, McDonalds and Wendy’s!

    Lastly, be prepared for new experiences and enjoy!

    Thank you, Ruslan! If you'd like to hear more from Ruslan, he also gave an interview to Silicon Valley Voice (in Russian) which can be viewed here: segment 1 and segment 2.

    Happy company making!

    Inna


    White Summers  Inna Efimchik, a Partner at White Summers Caffee & James LLP, specializes in assisting emerging technology companies in Silicon Valley and beyond, providing incorporation, financing, and licensing services as well as general corporate counseling.
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    Friday, December 3, 2010

    Virsto Software & August Capital Talk About Their Courtship & Marriage

    Silicon Valley is still the startup epicenter, or at least so we like to think here. And what does every entrepreneur hunched over in his proverbial garage working on the next big thing hope for and dream of? Well, that it really is the next big thing, that investors will recognize its potential, and that money will come in to allow the product (or service) to be brought to market.

    The Entrepreneurs' ClubLast night I attended a very interesting and informative event organized by The Entrepreneurs' Club--Founding & Funding - Entrepreneur & Investor Perspectives. It focused on a Silicon Valley startup, Virsto Software, that is on the right track to achieving the dream and on how they got to where they are today.

    The speaker panel was well-balanced, featuring early stage investor Vivek Mehra of August Capital and co-founders Alex Miroshnichenko and Mark Davis of Virsto.

    In their search for capital, Virsto had a hard-to-beat advantage. The co-founders are serial entrepreneurs, with connections to the venture capital community. That helps. But, according to Vivek Mehra, August Capital invests in first-time entrepreneurs just as often as they do in seasoned entrepreneurs, if not more often. So if you're a newbie, don't hang up your hat just yet. :)

    The beginnings of Virsto are quite interesting. The co-founders weren't lifelong friends when they embarked on this venture. In fact, though for years they were within a degree of separation (as they later found out), they did not actually meet until an introduction was made by a mutual friend for the express purpose of starting a company. Vivek Mehra explained that investors are very cautious of companies with one founder. After all, if the founder wasn't able to convince even one other person to take the plunge with him (or her), it can seem a bit suspicious. In fact, while there is no magic formula for getting funding, Vivek Mehra says that a good founding team might consist of two technical people and one business expert. It so happened, that Virsto fit the bill exactly--Virsto's third co-founder, Serge Pashenkov, a friend of Alex's since graduate school, completes the deck as another technical expert.

    Creating a successful business is about the people, whether you are a founder looking for other entrepreneurs to join your team, or an investor, making the call on which of the 100 ventures that come across your desk in a year to invest in. Vivek Mehra said of August Capital's philosophy, "We invest in people." Unlike some other funds that either look for a market for which they can create a team or find a team and create a market, August Capital tries not to predict markets. They want the ideas to be owned by the entrepreneurs. And they want the entrepreneurs to know more than they do. There seems to be good ideological alignment between August Capital and Virsto founders. "If you want an investor to tell you how to run your business," said Mark Davis, "you shouldn't be funded."

    Just as there is no formula to tell you whether your dinner date is "the one," there are no hard and fast rules with getting funded. But there are also warning signs, in the personal and business spheres alike, that influence the outcome of the courtship. "A lot of unsaid things are very important," said Vivek Mehra. As an example, if a team of four founders comes to a meeting with the VCs, but only one does all the talking, it's a bad sign. If the founders talk for a half an hour during their pitch before they introduce the team and explain who is involved in the venture, investors are turned off. Investors also look at a company's setup. If the entrepreneurs are 3/4th vested going into a meeting, there is a misalignment of interests, and you can't build a marriage on that. Some VCs might renegotiate vesting when they agree to fund, but others might not bother and pass on the opportunity altogether.

    The best group of collaborators, a large underserved market, and the cleverest solution, may still not get you funded. But if you stack your deck right, you are in a better position to make it happen. Of course, Emergence Law Group is here to help with corporate setup and make you look familiar and attractive to investors. The rest is up to you!

    Inna Efimchik


    Emergence Law Group
      Emergence Law Group, specializing in assisting emerging technology companies in Silicon Valley and beyond, provides incorporation, financing, and licensing services as well as general corporate counseling.