Phase 7

Get intros, schedule calls and excite investors

In this phase you will schedule 50+ investor calls and go into a due diligence process with 20+ of them. Your objective is to get to get signed term sheets asap. This typically takes 4-8 weeks, and will be a full time job for you as the CEO. Fully focus on this, and delegate all other things to your co-founders and the team.

Phase 7a

Opening remark: Be prepared for many "no's"

Most investors that you will approach over the coming weeks will say “no”. In fact, even if you are the most successful fundraiser you will get a “no” in 90% of the upcoming discussions. This can be a new experience for some founders, especially the ones who have had brilliant (academic) careers before.

Getting “no’s” can draw your energy – and even create bad feelings: “Investor XY just doesn’t f**ing get it, and I have wasted so much time with him.” We’ve been there many times … But if you are prepared for it you will be able to cope with it much better: Learn from the “no’s”, keep pushing, and finally you will get to “yes”.

To do's

Phase 7b

Get as many intros as possible

Introductions are hugely important in startup fundraising. This is unfortunate, as the quality of a project rather than the network of the management should be relevant. The system is also problematic in terms of diversity (guess what: white males are in average better connected to the – white male – VC community than black females).

However, the culture of introductions has some rationality. First, investors argue that the cases introduced via their network are of much higher quality than the ones they receive via cold email. Second, they argue that if you can’t get an inroad to them you will probably not be able to build inroads to strategic partners or key employees you want to attract in the future.

So whether you like it or not, getting intros is important. If you would get strong intros to all 100 potential investors you would most probably be able to talk to 90 of them (at least if you have done your research and got the investor scope right). If you don’t have any intros you need to expect a much lower response rate.

Here is how to proceed:

  1. Share the list of the 100 selected investors with your current shareholders, board members, startup CEOs, advisors and friends, and ask them to get back if they have contacts to any of them.
  2. Reach out to colleagues who have LinkedIn contacts at these investors (you should have already checked this in the last phase)
  3. Reach out to startups a target investor has invested in, and ask them for advice (you are reading correctly: advice, not an intro!): A well-written LinkedIn message from CEO to CEO often works. Something like “Hi XX, we are just starting our Series XX round (see deck attached for some insights). Investor XX would be a great investor for us. Would you be willing to jump on a short call and tell me about your experience with them? This would be super helpful. Thanks for a short feedback, XX”.

Depending on how well you are networked you should be able to get intros to 20-50% of the investors of your long list.

Once someone agrees to make an intro you should make it very simple for them to do it. Write one short sentence for them to forward and send them your teaser along. Your colleagues will eventually send out a message like this:

“Hi XX, a colleague of mine is building startup XY (www.startup.com). They tackle problem XY and have gained a lot of traction. Attached is a short deck with some further insights. I thought this could be interesting for you. If yes I am happy to make an introduction. Best, xx”

As with any intro you should do double opt-in, meaning that both parties should approve before doing the connection.

Note: It can be helpful to have LinkedIn Premium during this phase. Do a 30 day free trial if you don’t have it.

To do's

Phase 7c

Prepare emails for investors you can’t get an intro

It will obviously not be possible for you to get an intro to all 100 investors. But with a specific, personalized email you should be able to get through to many of them even if you don’t have an intro. It should be short, and already in the first sentence make it clear that it is not a mass email. Such an email could look like as follows:

“Dear XX,

I have been following your investments into startup X and Y, and heard great things about [your VC company].

Our startup (www.startup.com) tackles problem XY and has gained a lot of traction. Attached is a short deck with some further insights. We are thinking about raising a Series XX round, and feel that you would be a perfect investor. Would you be willing to jump on a short call to discuss?

Best, xx”

Obviously you will send the email to the investor’s personal email address – info@investor.com is worthless. Spend a bit of time to research this if it is not transparent on the website or on LinkedIn. Email is typically better than a message via LinkedIn or other social media channels.

To do's

Phase 7d

Go out, and try to schedule 50+ calls

Now that you have approached 100 investors via intro or a specific email it starts to get exciting: First feedbacks start to arrive – both positive and negative.

Write a kind email back if you get negative feedbacks. Don’t challenge negative answers – it usually does not make sense to argue and fight, unless there is a misunderstanding that can easily be resolved. Try to keep in contact for future financing rounds where this makes sense.

If the response is positive you will schedule a call! Celebrate every positive feedback, or at least smile for a few seconds. Things are moving forward.

Make sure the first touch point is a video call, not a phone call or a meeting. While you should not be rude if an investor explicitly proposes to call you on your mobile or meet for coffee, a video call is by far the best option.

While tools like calendly make scheduling of appointments very efficient, we tend not to use them to arrange first investor calls, as this feels a bit “salesy”: Investors want to feel special. So make sure you are efficient at coordination, propose a few time slots (if they have not already done that), and make sure your Zoom, Microsoft Teams or Google Meet subscriptions are up and running.

Always block 30 minute calls which start at the full hour. Block the 15 minutes ahead of the call for preparation, and the 15 minutes afterwards for minutes / recap. Doing this will enable you to schedule 20-40 investor calls in one week. Try to schedule all initial calls within a two week window.

To do's

Phase 7e

Script for first calls with investors

A 30 minute call is very short. It is a bit like speed dating – it gives both parties a good idea whether it makes sense to spend more time together or not. While you obviously want to excite the investors and maximize chances to move on, eliminating parties where the match is not good enough is equally important. Believe us: We have been spending lots of time with investors just to find out at the end that they will only close their next fund in 9 months, or other reasons that we should have found out on day 1.

So here is how to structure the 60 minute window that you have blocked in your agenda:

Preparation (15 minutes)

  • Go through all the information you have assembled about this investor in your long list / CRM

  • Revisit the investor’s website and make sure you are up to speed regarding what they do and to whom you are talking to (if it is a VC, make sure you understand the person’s position within the organization – see further information about this here)

  • Open the LinkedIn page of the person(s) who will be in the call: Do you have any joint contacts? Do they have a technical or a business background? Any startup experience?

  • Remember the arguments why you think they would be a great fit for your financing round

Investor call (30 minutes)

Structure the call into three sections:

Introduction (5-10’)

  • Thank them for doing the call, and tell them why you are excited about it (e.g., mention their investment into another cool startup in your space, the great feedback you have heard from person XY about them, …)
  • Tell them that you have a hard stop in 30 minutes, and that you are looking forward to tell them more about your case and investment round. But before doing this hand over to them and ask them kindly to do an intro
  • Make sure that the following points are covered in their intro (ask if not)
    • Sweet spot in terms of company stage and ticket size (confirmation of your own research)
    • Do they like to play an active role in investments or not? Do they typically lead the round and/or join the board? (again, this should be a confirmation of your own research)
    • How many investments do they plan to make over the coming 12 months? (this provides valuable insights regarding the cash they have on hand, and the probabilities of you getting it)
    • How deeply have they looked at your specific industry? (ask them explicitly whether they have looked at financing rounds of direct competitors in the past, and if there is time how they see the industry evolve)
  • Quickly present yourself, including how you got to this startup (storytelling is important here – have a compelling story for this!)

Pitch your case (10-15’)

  • Ask them whether they want you to go through your teaser or whether they want to directly jump into questions
  • State how much you would like to raise (this is written on one of the slides). Tell them that you want to raise at a pre-money valuation of XX and standard terms. This is not written on the slide, but very important to mention here! You don’t want to spend lots of time with an investor just to find out at the end that you are not on the same page in terms of valuation. If they ask what you mean with “standard terms” you will respond “1x non-participating liquidation preference, weighted average anti-dilution and other terms that they would expect in such a round”. Sounds good, right? Great that you have thought about that stuff in your own term sheet. Investors will feel that you know what you are talking about.
  • Last but not least, tell them why you think they would be great investors. This shows them that you have done your homework, and know what you want.

Discuss next steps (5-10’)

  • Now is the time to ask them about some initial feedback: What do they think about your case? Hopefully the like it! If they have concerns you can directly address them, or get back after the call with further insights.
  • If positive: Discuss the next steps to fully understand the process going forward (next steps, milestones, typical timeline until final investment decision). Also find out whether they would be interested to take the lead.
  • If they need additional information (which is usually the case if they are interested): Propose to send them your long deck / information memorandum, and depending on the questions they have also offer to open access to your data room. Ask whether it would be ok for them to sign an NDA.
  • Explicitly agree on the immediate next steps: E.g., “You will get our information memorandum later today. Until when can I expect to get feedback from you?”

Write up / to do's (15 minutes)

  • Summarize/structure the notes you took during the call. This should not take more than 5 minutes, but it is crucial to do it!
  • To do’s coming out of the call: Ideally you can do this directly now (e.g., sending out an NDA or the information memorandum). If work is needed (e.g., adding one more slide to your information memorandum with insights they specifically asked about) you may need to leave this for later.
To do's

Phase 7f

From the first call to a signed term sheet

The process from a first call to a signed term sheet can differ substantially from investor to investor. Many elements play a role in it, with trust being the most important one: If a successful serial entrepreneur calls his former investor it may take as little as a phone call to get a signed term sheet. Most often things are a bit more complicated, and investors start doing a due diligence. This page describes how this typically works.

The due diligence process can take anything from a few days to a gazillion years. In many cases it lasts until you tell the investor that you are about to close the round, and that they need to take a decision within X days.

So why not just tell them that you are about to close independently of whether this is true or not? Nice try. But this can go terribly wrong if you are not able to walk the talk. And it can quickly break trust, the key currency in startup financing. So we don’t recommend to do this as long as you don’t feel confident that you really are able to close it. Signed term sheets are needed for this. We will discuss in the next phase how to play this.

How about telling them that you need their feedback until date X? Setting a specific date until when investors should sign a term sheet or get back to you can backfire. If you don’t have enough commitments until the date communicated, investors will feel that you are not able to execute according to plan. So be very careful with this. Rather than giving them a date we recommend to say “we are just starting but want to close the round as soon as possible”.

Phase 7g

Lead investors vs non-lead

Conventional theory goes that you fully focus on lead investors first, and once you have one fill the round with others.

While this sounds straightforward, things are a bit more complicated in reality. First, many investors are flexible to take the lead or also co-invest with others. Second, the more commitments you have from investors who want to participate the easier it will be to find a lead investor – and equally important accelerate timeline.

So it is important to ask all the investors in the first call whether they would take the lead in the round. “Taking the lead” typically means that they will make a substantial investment (at least 30% of the total round), take a key role in the due diligence process (often providing a DD report that is available for all investors), lead the final contract negotiation, and join the board. 

While both lead and non-lead investors will want to do their due diligence before taking any decisions, the process differs a bit:

  • Lead investors: They will typically propose a term sheet at the end of the first part of their due diligence. So don’t send them the version you have prepared in Phase 5. Having said this, the investor will most probably ask you about some key terms you are foreseeing (after all, you already told them in the first call what kind of pre-money valuation you are expecting, at that you want “standard terms”). Bring these points up as you move along, or potentially even send them your version of the term sheet. But if you do: Tell them that you have elaborated this version for the discussion within your team, the board, and existing shareholders. Eliminate the signature page at the back of the document and write “Initial proposal for discussion with investor XX”.
  • Non-lead: You can tell them that you are in discussion with various potential lead investors. Tell them that based on latest discussion the terms should be in line with the document you are going to send them. Send them your own term sheet early on in the process. Much better to find out early if they have issues with anything written there – and obviously great if they finally sign this!

Phase 7h

Efficient management of the DD process

Considering that you are talking to many potential investors it is crucial that you manage the due diligence process efficiently. You don’t have time to discuss every aspect of your business personally with each investor.

Fortunately you have prepared for this in Phase 5: You have a solid information memorandum and data room in place, which should answer pretty much all questions investors will have. These two things will be the working horses for the weeks to come.

Here are the key points to handle the process efficiently:

  • Do as much as possible via IM and data room: Investors often ask specific questions during the first call and the upcoming process – things where they would like to get further insights. This could be your attrition, the split of your sales channels, or your go to market plan for a specific market segment. Some of the things you may already covered have in your information memorandum or in the data room – great! For other questions you will want to create a new slide or upload a new document into the data room. It is up to you whether you add a specific slide to the information memorandum master presentation or not. But make sure you keep these slides handy, as five other investors will probably ask you for the same thing over the coming weeks.
  • Do well prepared calls, prevent meetings: Any physical meeting has the tendency to take at least one hour, often even more. Fortunately video calls have become an accepted alternative – and unlike with conventional phone calls it is possible to connect also on an emotional level via a video call. So go for well prepared video calls as often as possible. Have a clear agenda in any meeting, send preparation document(s) upfront, and explicitly agree on to do’s on both sides. Note: One physical meeting per investor may be ok if this is pushed from the investor’s side. You would ideally arrange this as a last step before signing a term sheet. Try to have them come to your own office as this is more efficient (more traditional investors will want to see your office and “feel the spirit” before taking a final decision).
  • When should you introduce other team members? Some investors will want to get to know key persons of your team before signing a term sheet. This makes sense – especially in the early phase where there are little further proof points beyond the team. Having said this, you want to be very protective of your teams’ time. If possible try to keep this to the very end of the process, as a final step before signing the term sheet. And try to do it via video call rather than a meeting, with explicitly defined questions ahead of the call so your colleagues are well prepared and confirm the good impression the investor already has.
  • Provide good news, and build a relationship to key people: You have brainstormed a pipeline of good news in Phase 5. Now is the time to play this. A short message to investors who are in DD with news such as “Hi XX, we just reached a new daily revenue record yesterday! USD xxx. Hope your internal discussions are advancing well. Best, XX” can be invaluable. Plus, doing short calls with them every once in a while is great to build trust and be close to their internal process. They should feel you, and get fully convinced that you are building a great company!

Phase 7i

The role of NDAs

We don’t believe much in the legal value of an NDA, but very much in its symbolic value during the process (we have discussed this in detail here). After you sent out your pitch deck and did a first call with investors they will most probably ask for additional information. You will typically provide this in the form or your investment memorandum. Some may ask about specific information which is in your data room, such as clinical evaluation reports, a pricing research report, a freedom to operate opinion of your patent lawyer, the current shareholders agreement, cap table, or other things which you may not want to hand out freely.

This is where the NDA comes in. In the course of the process you will want to ask the investor whether it is ok for them to sign one. While you should be more relaxed about this if you talk to a brand-name US VC, you may not want to move forward in the case of others where your level of confidence is lower.

While it is best to use the NDA you have prepared in Phase 5, it is ok to use the investor’s version. Check here for further information.

Phase 7j

Are you getting enough calls?

Do a first review about 2-3 weeks after going out to investors. Check how many calls you have done/scheduled with investors so far:

Less than 20

Something seems to be fundamentally wrong. Are there any issues in your business – not enough traction, incomplete team, unattractive market, bad product reviews, …? If not, is your teaser not compelling enough? Were you lacking intros (check how the feedback rate was for the accounts where you had intros), or the cold email you send out not specific enough? In any case, it is important to take a step back and analyze what is going wrong.

20-50 calls

Not bad – your case seems to find interest! Having said this, it is important to further fill your pipeline. There are three things to do:

  • 2nd outreach: Send a reminder to the investors who have not responded so far. This should not seem desperate. Write a message like this: “Dear XX, We kicked off our Series XX round two weeks ago and see a lot of traction. Based on your investments into company X and Y – and lots of positive things we have read about you – we feel that you would be a perfect investor for us. This is why we would really like to fight to get your attention. Would you be willing to jump on a short call with me? Please find the latest teaser attached to this email. Looking forward to hearing from you, XX”. In case of VCs with various people who could be relevant you may also try to write to another person.
  • Add additional investors: Check which investor categories have responded well: Is it VCs? Family offices? Corporate VCs? Go back to your initial long list and include additional accounts in your outreach, with a focus on the categories that seem to be interested in your case.

More than 50

Great! You are on track to get funded soon.

To do's

Phase 7k

Are enough parties going into DD?

The second review concerns the rate of investors that move from a first call into due diligence:

Less than 10

Considering that you have done 50 calls as discussed above, it is an issue if only 10 are moving forward into DD. Analyze why this is the case: You have probably gotten feedback from some of them why they are not moving forward. If not, reach out to some of these parties and try to understand it. Write an email such as “Hi XX, Thanks for the good call and your feedback. We are obviously very disappointed that you have decided not to move forward but of course fully respect this decision. Having said this, it would be super helpful for us to get (brutally honest) feedback from you: Would it be possible to jump on a 10 minute call over the coming days to get your feedback and learn? Best, XX”
Learn from the feedback and try to eliminate the issues. Moving forward without doing any changes is highly risky.

10-20

Not bad, but we would very much like to see more than 20 parties here. Similar as above, try to analyze the reasons of investors who decide to pass. Depending on the feedback you may adapt your investor pitch and/or add additional investors to your pipeline.

More than 20

Great! Keep pushing hard and you will soon get a first signed term sheet.

To do's

Review Phase 7

Take the following anonymous test to check whether you are ready to move on to the next phase:

How many parties are in the due diligence process?
How many of the investors in DD are interested in taking the lead?