My buddy is one of the best networkers around. He’s got people everywhere and for anything. Need a “container guy” (a guy who sells shipping containers)? He’s got one. Need to reach the head of a major healthcare system? Check. So when he was approached to help build traction and sales for a new product for pets – he knew everyone.
  • Product was ripe for ABC’s Shark Tank. He knew a guy who could get the company on-air. In fact, they started on the path of filming.
  • Reached out to several local businesses as points-of-sale for the product – 1000 units preordered.
  • Went to community events and locales to interview prospective consumers – got hundreds of great feedback and buying interests.
  • Secured seed investment to make production runs.
  • The list goes on…
He had agreed with the founders of the idea/ company on his compensation structure – namely, equity in the company based on milestones to which the founders agreed. After all the sweat and time spent to bring the company to executing on the funding, start filming, start production, the founders back-pedaled on everything. My friend never had a contract in place. The founders started sweating about equity only after he captured traction and pre-orders.
Needless to say, my buddy pulled out of the opportunity. Funding never occurred. The lots of product that was produced later sits in a storage unit.
I asked my buddy for his lessons learned…
  1. Never start without a contract. Similar to the entrepreneurs I spoke with months ago, being explicit and documented in expectations early on helps mitigate problems that willarise when there’s an inkling of success.
  2. Know who you’re getting into bed with. Startups are difficult, and having the right team in place for success is sometimes serendipitous but needs great consideration. The early team should be aligned as the culture starts from the beginning.
  3. Inventions are not businesses. Companies have products, but they don’t necessarily have revenue. Companies only exist as long as they stay solvent. The founders of the company believed having a product automatically equaled sales. Nope!
  4. 100% of 0 is 0. I remember at Body Bosswhen we were a bit greedy in sharing equity with a potential strength coach to become an Advisor. We didn’t end up asking him to be an Advisor and saved our ownership. Problem is that he ended up becoming the strength coach of the year and a Super Bowl coach while we kept 100% of a shut-down company.
  5. Your brand persists through ups and downs. My buddy made sure to meet face-to-face with each retailer he presold to to tell them the company wasn’t moving forward. He had to go back to his main investor to stop the check. As hard and shameful he felt about not moving forward, he ensured his contacts were in-the-know. His personal brand is fully intact and even strengthened due to his integrity and honesty.

My buddy is a great sales professional. He’s a great networker. Even though this opportunity fell through, he has many more opportunities available. But now, he approaches them with a lot more diligence.

I’ve talked with a couple entrepreneurs recently who are struggling with early partners. I’ll break this post into two parts – 1) this post describing the opportunities of equity and experience, and 2) the follow-up post next Tuesday regarding the traps of early partners with minimal startup experience. But first, the setting:
  • Entrepreneur A hired a developer early on to build an alpha product with a promise to pay for services renders in a couple months. Post-work, they’ve parted ways, and the entrepreneur wants to pay off the developer and retain all code. The dev, however, wants some ownership of the company and code.
  • Entrepreneur B is highly successful in a services business, and now wants to build a product addressing a pain in the current business. The entrepreneur planned to work with a developer to build the product as a test before any mass market approach. The entrepreneur wants to pay for the consulting services with no equity share, while the dev wants share for mass market opportunity.

In both cases, the entrepreneurs hatched the ideas and have the intellectual property to market their products. The devs do not have industry experience and bring “pure” development capacities. Neither dev has worked in an early-stage startup before; however, they’re highly interested in working in a startup due to the potential. This, of course, is expected. Entrepreneurship and startups are the “it” things today, and everyone wants to latch onto something and someone successful.

Typically, experienced pros with early-stage startup experience (devs or business-oriented) tend to ask for money rather than equity. (I say that with lots of asterisks, though.) Experience shows that most startups fail rendering equity meaningless while even moderately successful startups yield modest disbursements to equity employees. Salary is the “sure thing”. David Cummings even refers to equity as “icing on the cake” with benefits and salary as the main financial compensation.
The flip side of this is what the entrepreneurs bring to the table that make the opportunity more enticing for pros to sacrifice salary in favor of equity. Here, expected opportunity outweighs the (risk) loss of immediate salary.
Okay. I’m going to stop here, and let you noodle on what you think the trap is for both entrepreneurs as they work with (have worked with) the devs. Till Tuesday!
What do you think the traps are? How would you handle either/ both situations if you were the entrepreneurs?
Onwards and upwards with more finance learnings! Part 3… yes, that means I’ve effectively kept this learning thing going for three months already. I’ve learned a ton about finance itself, and some of its roles in startups.
At the end of Part 2, I noted a few points I wanted to dive into with more detail. So today, I’ll cover a handful of them including:
  • Pre-money and post-money valuation
  • Earnings-per-Share
  • Equity Financing
  • Debt Financing

Pre-money and post-money valuation.

In Part 2, I touched on a lot of stocks and investments by VCs. Simplistically, the equity a VC receives in exchange for funding is:
Except, valuation can also be parsed into pre vs. post-money valuation. You can probably guess what these terms mean, but they can have a big difference in equity. Pre-money refers to the valuation of the company BEFORE the injection of capital; whereas, post-money refers to the valuation of the company INCLUSIVE of the investment round. For example…
Pre-Money Valuation
Post-Money Valuation
Hugh Invests
$10M
$10M
Valuation of Company at Investment
$50M
$50M
Valuation After Investment
$60M
$50M
Hugh’s Equity %
16.7%
25.0%

What’s happening? As you can see, if Hugh invests $10M at a pre-money valuation, the company is then valued at $60M after the investment. Hugh’s equity stake is 16.7% because the company is valued at $60M ($10M + $50M) à$10M/$60M = 16.7%.
With a post-money valuation, Hugh is investing his $10M into a company valued at $50M which is already including his investment. Thus, Hugh has a 25.0% equity stake in the company.
8.3% can mean a lot of money on the table for either side – the investor or the company when going public or some other liquidation event.

Earnings-per-Share.

Ah, another pretty “straight-forward” financing metric. Straight-forward in that its name is exactly what it is… “earnings” per share; where share is the number outstanding shares. Note: outstanding shares is the number of shares issued to company officials, stock holders, etc.
Earnings is the net earnings less taxes and dividends paid out to preferred stock owners (recall from Part 1 that preferred stockholders receive dividends before any other common stockholders).
EPS is a metric used as a gauge for how well a company is performing, and evaluate the performance of a company to its shareholders.

Equity Financing.

Mostly up to now, I’ve shed more light on equity financing. In the startup world, equity financing makes the headlines like Yik Yak raising $61M or BitPay raising $30M back in May 2014.
As a recap, with equity financing, companies are exchanging ownership in the company for capital (and partnership). As equity investors are investing on the potential upside of future success, they may be more lenient on recent financials with an eye on the future. Further, there usually isn’t a fixed return to investors which frees up working capital for the company. However, investors, as owners of the company, do usually get a share in the profits and have a say in the direction of the company.

Debt Financing.

Debt financing is very common place in everyday life ranging from homes, cars, and of course, businesses. In debt financing, loaner and loanee (the company) agree on a principal amount + interest to be returned on a period basis for some time (or when the note (another word for loan) is paid up).
The principal and interest can be marked as a fixed cost which raises the break-even point of a company (costs + revenues = 0; costs = revenues). As you can imagine, this can be a significant burden on a company’s cash flow, and thus, loaners typically require strong financials in addition to credit.
On the upside of debt, the company does not give up ownership in the company, and thus, the company maintains all profits (present and future) as well as the direction of the company. Also, interest on the loan can be tax-deductible for the company.
There’s obvious upsides and downsides to both equity and debt financing. Making that decision is hugely dependent on a myriad of factors for the company.

Onwards to Next Month

Here’s the open list of topics for me to research and share starting next month. Happy I knocked a few off the list from last month.
  • Convertible
  • Dividend
  • Pro-rata
  • Leveraged
  • Term Sheet
  • Etc.

What questions, thoughts do you have about the above? Any other topics from a startup’s finance point-of-view you’d be interested in learning more about, and having me research for you?
Resources: http://www.investopedia.com/ask/answers/114.asp,  http://www.investinganswers.com/financial-dictionary/financial-statement-analysis/earnings-share-eps-1003, http://www.investinganswers.com/financial-dictionary/stock-market/shares-outstanding-3594
Finance lessons part 2! Excited to share this, but also hoping I can transcribe what I’ve recently learned in a clear, concise way.
I was reading Bufferapp’s somewhat recent blog post about raising $3.5M at a $56.5M pre-money valuation – “We’re Raising $3.5m in Funding: Here is the Valuation, Term Sheet and Why We’re Doing It”. The startup is a “fully distributed team” meaning that they (the employees) operate anywhere and everywhere; though, they’re headquartered in San Francisco. Interesting company in how they operate in being highly values-first and built on “full transparency”. Like, everyone’s emails are open to one another, salaries are out in the open, etc. I wonder if they have unisex bathrooms, too. (That’s my attempt at a joke.)
Anyways, they’re looking to raise $3.5M and in the spirit of full transparency, they share with the digital world everything including why they’re raising, what they’re going to do with the money (including reserving $1M each to the two founders to put away), valuation, etc. Very unheard of to be that open, but very cool to read about and learn from.
It’s through Joel and Leo’s (the two founders) blog post where I realized I needed to expound on my Finance Lessons Part 1 post, especially around the concept of preferred vs. common stock. I’ll focus here since these types of details can really complicate VC deals.

Liquidation.

The first and fundamental concept today is Liquidation, and what I’ll build on beyond. This isn’t really a tough one, but liquidation happens largely in two ways – through acquisition or through bankruptcy.
  • Bad Company LLC goes bankrupt and is sold for parts at $10MM
  • Great Company LLC sells for $60M to Bigger Company Inc.

Liquidation can mean the sell-off of assets, acquisition by another company, etc.

Liquidation Preference.

Recall from Part 1 that preferred stock ensures shareholders the allocation of funds before common stock shareholders. Liquidation preference is a mechanism used to help protect investors on their initial investments while also being a means to “line up” in queue for claims to money.
Investors usually will have set a multiplier on their initial investments written into the contracts, too.
Let’s say Hugh invested $10M in each of Good But Not Great LLC and Great Company LLC initially at 40% equity each (each company had a value of $25M). The companies’ founders and employees owned the other 60%.
Scenario 1: Hugh had a 1X Liquidation Preference.
Good But Not Great LLC
Great Company LLC
Initial Investment by Hugh
$10M for 40% equity
$10M for 40% equity
Liquidation Preference
1X
1X
Company Sold For
$30M
$60M
Hugh Guaranteed
$10M (1 x $10M initial investment)
$10M (1 x $10M initial investment)
Founders and Employees Distribute (what’s left)
$20M
$50M
Scenario 2: Hugh had a 2X Liquidation Preference.
Good But Not Great LLC
Great Company LLC
Initial Investment by Hugh
$10M for 40% equity
$10M for 40% equity
Liquidation Preference
2X
2X
Company Sold For
$30M
$60M
Hugh Guaranteed
$20M (2 x $10M initial investment)
$20M (2 x $10M initial investment)
Founders and Employees Distribute (what’s left)
$10M
$30M

Participating vs. Non-Participating Preferred Stock.

Note in the scenarios above I didn’t say, “Hugh Receives”. I said, “Hugh Guaranteed”. That’s because there’s also this notion of participating vs. non-participating preferred stock. This part gets tricky so perk up!
Investors (namely VCs here) can negotiate for participating vs. non-participating preferred stock. Participating preferred stock allows the investors to participate in converting their preferred stock for common stock to realize gains. These gains can be added ON TOP OF the liquidation preference. Note that the conversion of preferred stock to common stock is dependent on some conversion ratio of preferred stock-to-common. The participating vs. non-participating election in addition to the Liquidation Preference give the investors a function to maximize returns. So let’s do a couple scenarios.
Scenario 3: Hugh negotiated for nonparticipating preferred stock with a 1X liquidation preference.
Good But Not Great LLC
Great Company LLC
Initial Investment by Hugh
$10M for 40% equity
$10M for 40% equity
Liquidation Preference
1X
1X
Company Sold For
$30M
$60M
Hugh Guaranteed
$10M (1 x $10M initial investment)
$10M (1 x $10M initial investment)
Hugh’s Pro Rata Preferred-to-Common Stock Conversion
$12M (40% equity x $30M liquidation)
$24M (40% equity x $60M liquidation)
Founders and Employees Distribute (what’s left)
$8M
$36M

What’s happening? Hugh would obviously choose to convert his stock in both options as he would be +$2M in the Good But Not Great sale (return of 20%) and +$14M (return of 140%) in the Great Company sale.

Scenario 4: Hugh negotiated for participating preferred stock with a 1X liquidation preference.
Good But Not Great LLC
Great Company LLC
Initial Investment by Hugh
$10M for 40% equity
$10M for 40% equity
Liquidation Preference
1X
1X
Company Sold For
$30M
$60M
Hugh Guaranteed
$10M (1 x $10M initial investment)
$10M (1 x $10M initial investment)
Hugh’s Pro Rata Preferred-to-Common Stock Conversion after Guarantee
$8M (40% equity x $20M liquidation ($20M = $30M less the $10M guarantee))
$20M (40% equity x $50M liquidation ($50M = $60M less the $10M guarantee))
Hugh Receives Total
$18M ($10M guarantee + $8M from conversion)
$30M ($10M guarantee + $20M from conversion)
Founders and Employees Distribute (what’s left)
$12M
$30M

What’s happening? Hugh’s making out like a bandit with 80% returns in the Good But Not Great sale with 60% of the total sale amount even though he owns only 40% of the company!

In the Great Company sale, Hugh takes home $30M representing 50% of the sale amount with the same 40% equity share.
As you can see, there are some BIG ramifications depending on how Hugh and the companies structured their investment contracts. Now, let’s take those same scenarios, and see what happens when there’s 2X liquidation preference.
Scenario 5: Hugh negotiated for nonparticipating preferred stock with a 2X liquidation preference.
Good But Not Great LLC
Great Company LLC
Initial Investment by Hugh
$10M for 40% equity
$10M for 40% equity
Liquidation Preference
2X
2X
Company Sold For
$30M
$60M
Hugh Guaranteed
$20M (2 x $10M initial investment)
$20M (2 x $10M initial investment)
Hugh’s Pro Rata Preferred-to-Common Stock Conversion
$12M (40% equity x $30M liquidation)
$24M (40% equity x $60M liquidation)
Founders and Employees Distribute (what’s left)
$10M
$6M

What’s happening? Hugh has a bit of a choice here in converting or take the liquidation preference for the two sales. In the Good But Not Great sale, Hugh would obviously choose the liquidation preference option which is +$8M over the conversion scenario.

In the Great Company sale, Hugh would likely choose to convert his preferred stock so he can realize the gains with a +$4M value over the liquidation preference.
Scenario 6: Hugh negotiated for participating preferred stock with a 2X liquidation preference.
Good But Not Great LLC
Great Company LLC
Initial Investment by Hugh
$10M for 40% equity
$10M for 40% equity
Liquidation Preference
2X
2X
Company Sold For
$30M
$60M
Hugh Guaranteed
$20M (2 x $10M initial investment)
$20M (2 x $10M initial investment)
Hugh’s Pro Rata Preferred-to-Common Stock Conversion after Guarantee
$4M (40% equity x $10M liquidation ($10M = $30M less the $20M guarantee))
$16M (40% equity x $40M liquidation ($40M = $60M less the $20M guarantee))
Hugh Receives Total
$24M ($20M guarantee + $4M from conversion)
$36M ($10M guarantee + $20M from conversion)
Founders and Employees Distribute (what’s left)
$6M
$24M

What’s happening? Seriously, Hugh’s killin’ it. In the Good But Not Great Sale, Hugh has a 140% return with 80% of the sale price with only 40% of the equity.

In the Great Company sale, Hugh gets to look at buying a plane and a helicopter to avoid Atlanta traffic as he receives a disbursement of $36M – a 360% return on his initial investment! This represents 60% of the sale of the company despite only 40% equity.
Notice what’s happening to the money left over to be disbursed to the rest of the shareholders to both companies in each of the scenarios. The liquidation preference and the participating vs. non-participating mechanisms can have DRAMATIC effects to the money left for the founders and employees. What happens if Good But Not Great has a sale of $20M when Hugh has a 2X liquidation preference on his initial $10M investment?
Good But Not Great LLC
Initial Investment by Hugh
$10M for 40% equity
Liquidation Preference
2X
Company Sold For
$20M
Hugh Guaranteed
$20M (2 x $10M initial investment)
Hugh’s Pro Rata Preferred-to-Common Stock Conversion
$8M (40% equity x $20M liquidation)
Founders and Employees Distribute (what’s left)
$0 ($20M sale – $20M to Hugh)

What’s happening? Hugh will likely take the liquidation preference at $20M as it maximizes his return. Though, maybe he’s nice, and will give some of it back.

It’s clear it’s important to consider the preferred stock options of investors in a startup whether you’re looking to raise or you’re joining a company. Depending on the terms, that hope of an exit to pay for a new life may not pan out.

Caps.

Okay, so some of the scenarios above look incredibly dismal. Is there anything that can be done outside of negotiating or anything to put in the investment terms to protect the startup? After all, the liquidation preference and participating vs. non-participating stock help protect and maximize value to the investor. There are a few mechanisms, but one of the more common ways is via a cap that limits the returns of what investors can achieve.
With caps, companies can protect their equity stakes and that of other shareholders including the employees. I’m not going to illustrate this, but if you want to investigate, check out the sources below. When you do, also look up “Zone of Indifference”. The zone of indifference is the region between acquisition values where the returns to the investor won’t change due to structures of the liquidation preferences, participatory vs. non, and caps.

Conclusion.

When I ended Part 1, I listed several finance terms and subjects I would talk about… whoops. I started reading about Buffer, and I had so many questions. After doing my research, this stuff was just too good to not share. Okay, so let’s repost the list from last month add a few subjects, and then I’ll shoot to research them and share in January.
  • Types of financing including equity vs. debt
  • Convertible
  • Earnings per share (EPS)
  • Pre-money vs. post-money
  • Dividend
  • Pro-rata
  • Etc.

Umm, I’ll also perhaps start the S-1 IPO filing reviews beginning next year… maybe. We’ll see how all this goes in addition to the technical posts having launched Dee Duper a couple weeks ago.
What are your thoughts about the concepts introduced and talked about here? What questions/ concepts are you wondering about that I can help do some research for you? What questions do you have about what I’ve shared above, or comments?

Okay, I’m going to admit something here. Publicly. I don’t know a lot of things when it comes to startups. *phew* That’s like a big weight off my shoulders. I’m sure you’re surprised. Well, let me be more specific – I don’t know much about the financepart of startups. Yes, I have one of those MBA degree things buried somewhere in my house, but I didn’t really grasp finance. Truth be told, my learning style was much different from the way my finance professor taught, and as it was the foundational course, I got very little out of it.
Starting with this month, I’m going to post an article or two about a subject I don’t know much about. I’m not sure what the structure’s going to be, but I’m going to start and just let it play out and course-adjust as I see things working out. It’s like a startup itself! Essentially, I’m hoping to disseminate my learning for you in, hopefully, an easily digestible blog post. Be sure to share at the end any concepts or questions you have, too.
Where to begin? I’ll start with a 3-5 questions or concepts that I and/ or a friend has wondered about and try to answer those through research. I expect some of the questions and answers will be simple for some of you, but for others, it’ll be useful information. Let’s get this finance party started!

Preferred Stock
I was working with a startup recently that was trying to raise capital, but the investors wanted shares in preferred stock. This was one part of the wrinkle in the fund-raising, but here’s our first subject – what’s preferred stock? Well, when it comes to stock, there’s largely two types – common and preferred. Common stock is what we normally trade on various exchanges.
Preferred stock represents some degree of ownership of a company, but as its denomination implies, preferred shareholders get a bit of “special treatment”. In the event of bankruptcy, assets are distributed amongst shareholders – creditors, bondholders, preferred shareholders, and THEN common stock holders. That means that common stockholders are last in the pecking order when it comes to receiving funds from a liquidation.
The other BIG area where preferred stock differs from common stock is in dividends. When companies have cash assets in the bank, the company can choose to pay out via dividends. With preferred stock, dividends are pretty much paid out on a fixed dividend like clockwork. Common stockholders, again, get dividends only after preferred shareholders are paid out. In the event dividends aren’t paid on some set date, then whenever dividends ARE paid out, preferred shareholders get their cuts first.
Note: different stocks can also have different CLASSES. Classes are set by the company to retain (diminish or empower) voting power to specific shareholders.

Dilution
You know the really concentrated orange juice you can buy from a store? If you drink the concentrate straight, it’d be wicked strong. You add some water to it (diluting) and it starts to be of a consistency you can handle without squeezing your eyes shut. However, there also comes a point where the more and more water you add, the less of an orange juice taste you get. You get more of it, sure, but it doesn’t quite pack that punch anymore.
Taking that terrible analogy (I can admit these things) to shares, we can look at dilution as a means of creating “more juice”; though, with less “punch” per cup you divvy out – a reduction of ownership percentage. Follow me. Dilution in the startup world typically occurs when holders of stock exercise their options (buy stock at some agreed upon strike price – more on that later) and especially if the company is raising a round of equity financing.
In a raise, startups may issue new stock to investors with some equity percentage. In this case, as more stock is created, the value of the company may rise (depending on valuation of the company), but the denominator (number of shares – “shares outstanding”) increases usually at a larger rate. Thus, each value of the stock decreases – gets watered down. And equally “thusly”, if you owned 100 shares before for 10% of the company (total shares outstanding = 10 * 100 = 1,000 shares), and the company issues 1,000 more shares (2,000 total shares outstanding), your ownership percentage just dropped as well to 5% (100 shares ÷ 2,000).
That’s not all bad, though. Even though your ownership has dropped, the value of the company will have most likely increased and the company could now be in a stronger financial position to do even better (or just survive… you know, whatever). So if you don’t look at it as a “percentage” deal and from a straight-value perspective, you’re looking better.

Vesting Period and Strike Price
If you’re joining a young startup in the growth stage or earlier, especially, you may be given the opportunity to get equity in addition to your salary. Everyone probably thinks this is where you can become millionaires. It could happen, but it’s rare – how often are these billion dollar unicorns popping up? I digress… When you read your offer, you’re likely seeing some number of shares (say 100) with a vesting period of Y (say 4 years) with some “strike price” of Z (say $20). “What the heck is going on?!” you ask. Let’s break it down.
  • Shares… see above. You’re likely getting common stock, b-t-dubs (“btw” (“by the way”))
  • Vesting period. The vesting period is some time horizon that the employer has guaranteed some rights to ownership (via the stock) to the employee. During this time, the employee accrues these rights per some vesting schedule (if any), the employee can choose to “exercise” his/ her options. This mechanism encourages the employee to stay with the company as well as to do well (since a great company is better to own than a good company).
  • Vesting schedule vs. the Cliff. In the offer letter details the time periods the employee can exercise options per a vesting schedule. Or, the offer letter may make mention of a “cliff”. The cliff is some period of time after the start date of the employee for which the vesting may begin. From the cliff onwards, vesting occurs typically monthly. The cliff is a mechanism founders and investors like to mitigate attrition in the first year.
  • Strike price. This is the agreed upon price of each company share the employee accrues over the vesting period.

Okay, so let’s pull this together with a couple examples from above. 100 shares, 4-year vesting period, and a strike price of $20. Let’s say the offer says the stock vests according to the following schedule: 25 units in the second year, 25 units in the third year, 25 units in the fourth, and 25 in the fifth. If the employee remains with the company till year 3, the employee has earned 50 shares at a price of $20 each, but has forfeited the 50 shares. If the employee stays the whole five years (and then some), he/ she will have earned all 100 shares at $20 each.
Same example, but let’s look at a 1-year cliff vs. the gradual schedule. Only at the anniversary of the employee’s start date will 20 shares be vested to the employee. From each month onwards, 1.67 shares are vested each month (100/60 months). A fractional share doesn’t really happen often, but I’ll let it slide for now. So if the same employee leaves after 36 months, he/ she’d have accrued 1.67 * 36 months = 60 shares at $20 each, forfeiting 40 shares. See the difference?
Should the company go big and IPO later, the employee can choose to exercise his options by selling at the market price (“spot price”)… if it’s $100, then the employee can sell all 100 shares at $100-20 = $80 per share = $8,000.
Now, there’s a wrinkle to all of this (as always with finance, darn you)… you can’t just carry off $8,000. You must understand the rules of the plan as some vesting options do not let you touch the money till some retirement age before making penalty-free withdrawals.

Conclusion
Yowza, there’s a lot of good nuggets of information up there, so I’m going to stop at 3 today. This was fun to learn a bit about, and share with you, so I’m looking forward to keeping this train going. Next time, I’d like to touch on:
  • Types of financing including equity vs. debt
  • Convertible
  • Earnings per share (EPS)
  • Etc.

Next month, I’d like to also dive into some financial statements of a company or two, and share what I find interesting similar to David Cummings’ posts about companies’ S-1 filings – see “Notes from the New Relic S-1 IPO Filing”.

So before going, going to ask the same questions I usually do: what are your thoughts about finance in startups? What questions/ concepts are you wondering about that I can help do some research for you? What questions do you have about what I’ve shared above, or comments?