Suggestions
Brian Parks, CFA
CO-Founder & CEO, Bigfoot Capital
Brian Parks, CFA, is a seasoned professional with a diverse background in financial services and SaaS.
He has a track record of success, having founded and served as CEO of two companies, Brandfolder and Bigfoot Capital.
His expertise spans across operations, finance, data and analytics, sales & marketing, capital formation, and team building.
Currently, Brian leads Bigfoot Capital, a company focused on supporting growing SaaS companies in the US and helping Founders create and retain value in their businesses.
Brian Parks holds a BBA in Finance (Honors) from Southern Methodist University.
He has held various key roles in prestigious organizations such as Co-Founder & CEO at Bigfoot Capital, Managing Director at P2Binvestor Inc., and VP of Data & Analytics at P2Binvestor Inc.
Additionally, Brian has experience as a General Manager at Galvanize, and has been involved in advisory and consulting capacities for multiple companies.
His professional journey includes roles ranging from Contract Web Developer to Investment Banking Associate, showcasing his versatility and wide-ranging skill set.
Highlights
I promise I'm almost done with my posts on budgeting.
Here's another short one using a practical example of why it's important to have various versions of your budget (call it scenario modeling) that you can share and discuss with various sorts of capital providers.
So, you're showing you're going to raise $10M in equity, but that process is not really playing out. You're talking with a capital provider who knows this, so what's your plan if you're going to get [$x] of financing instead?
Equity and debt investors alike need to know what we're underwriting and structuring to, and the budget is instrumental in our ability to do that.
Again, I need to thank Driven Insights for running a high-quality webinar covering an array of topics in a focused format.
this twitter thread from Eric Paley on the 2 laws of #startup physics is truly epic. Most original and well-written piece I've read in a while.
https://lnkd.in/gD3BSKFz
I seriously think all of us should print this out and hang it in our offices.
Below are my top 10 of Eric's 55 tweets.
10 ends with a killer quote to be internalized and committed to memory and practice.
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The positive compounding formula Experiment with small amounts of capital until a formula is found that generates a surplus of intrinsic value on each dollar invested. Then, and only then, should you deploy capital in an attempt to scale that specific formula.
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Capital can scale intrinsic value rapidly if you have an engine that allows it to turn $1 into $5 of value. If it has an engine that turns $5 into $1 (or even $1 into $0.99), capital will ultimately compound the negative value formula to zero.
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Certainly, many companies create intrinsic value ahead of measurable economics. Still, it can be dangerous to believe you can spend millions with no source of true validation – and venture capital is a poor source of validation.
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All positive systems compound at diminishing rates of return Sooner or later, the return on each dollar invested will shift to negative. If you’re unaware of the point at which compounding goes into the red, you start compounding negative value.
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Capital creates inertia The faster you spend capital, the harder it is to stop. As startups scale, stopping a dollar of spending is harder than deciding to spend it in the first place.
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It’s easy to rationalize diminishing returns Founders launch companies because they believe in their vision. VCs invest because they want extraordinary results. Diminishing returns are easy to ignore and truth becomes harder and harder to engage.
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The bill comes due suddenly A startup can compound negative value for months (even years), but the scale of the loss may only become apparent at an inflection point, typically when trying to raise capital - particularly when the capital markets have tightened.
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Most VCs want growth so badly that they’ve come to demand it regardless of the cost. This obsession is a short-term optimization with huge long-term implications for the startup, its founders, employees, and, ultimately, investors.
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Entrepreneurs respond to this market demand by spending poorly on activities they know drive vanity metrics that aren’t sustainable to ensure their revenue continues to grow to meet their short-term goal of raising more money.
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Instead, focus on low-cost experiments until you discover how to create positive value formulas that justify increased spending. Focus on learning fast, not burning fast.
