A couple of buddies of mine (Mike McCracken and Miles Gerson) and I are exploring a new kind of funding model that disrupts the traditional '2 and 20' model. Here are a few main reasons why we've been compelled to do this:
- VCs tend to invest way later stage and are good at sourcing and structuring, but tend to struggle with (or ignore) operational efficiencies. We've known this for a while, but things have come to a head given that a lot of early stage companies that are in revenue are also lacking support in their critical growth stages. Many of these same companies are coming to us for that support, along with help in raising strategic capital.
- Incubators and accelerators have done a great job of helping get startups off the ground, but have significant challenges of scale. At K5, we've been exploring ways to partner better and network the investments for startups we take to the seed through A series raises.
- Corporate venture arms are exploding; I've mentioned P&G-backed Cintrifuse in other posts (a fund of funds model that Mike helped develop through Ernst & Young), but there are many others coming onto the scene, such as this new $100mm fund from Siemens. That said, many of the corporate venture groups we've talked to still lack visibility to new startups 'on the ground' and also have challenges with vetting them. As important, we've seen and heard about lots of acquisitions and early exits go south because of poor integration with corporate business units or as units managing their own operations and P&Ls.
- Family funds are also changing face; some of the family offices we've spoken with are pivoting towards more operational roles inside of their portfolios; much of this has to do with a need for investment transparency and stronger vetting processes.
- On the capital front, crowdfunding is and will continue to transform the business landscape, and the equity crowdfunding space, specifically, is very interesting in terms of accredited investment. We'd like to develop ways to hybridize capital and equity requirements so as to make funding scenarios more flexible and extensible.
So the central idea here is that we can provide operational value to early stage companies. Mike has deep experience running companies and financing them (with UGO entertainment, for example, he raised 13 rounds of funding before they exited), while I have a lot of experience building platforms, developing products and taking them to market, and I've done this both on the corporate side and at the startup level. Miles has solid experience managing a fund, vetting and structuring deals, and has been building up his network on the corporate venture side.
The funding structure itself is still nascent and frankly a little messy, but the notion of '5 and 15' (5% management fees and 15% carry) rests on the premise that we can generate fees from active management of the companies in which we invest. Some VCs we've spoken to have actually said that the trend is dipping below a 2% management fee, but with the caveat that the LP (limited partnership) model is still in place.
I'll share more as we progress with this...