¿Cómo se puede equilibrar el flujo de negocios de calidad con la gestión del tiempo?

Quality deal flow comes from quality network. True there are deals outside of our reach / network but that’s a discussion for another day. Of the network if right : to be exact : IF WE STOP ENTERTAINING FILE PUSHERS” we get our act in place. Look around - we have over a million profiles on linkedin in mumbai alone marked as investment bankers. Sorry to comment but most are file pushers. Entertain deals they throw your away at your own risk. It will suck away all your time.

In addition to the general criteria mentioned above, it is useful to define how you want to participate in a round with the other investors. For example, negotiating terms as a lead investor may be a long and tiring process. You may decide to be a follow investor, allowing you to spend your limited time in other potential deals.

Assuming you do have a copious deal flow you should have a screening process to weed out deals that do not fit your criteria. Here below a typical list of criteria: Geography: is the location close enough that meeting with founders and return to my office same day is doable? Industry: This deal fit with my industry expertise? Stage: Does the investment required fit with the stage of startup I specialize in, as in early stage, second stage, pre IPO ? Amount range: Is the amount sought between my minimum and my maximum investment per deal? Assuming everything fits so far, then: Does the management have all the skill sets required? Are they going for a growing market? What customer problem is being solved? Solved profitably? No time issue!

In addition. Understand the sectors and industries that you want to invest in and stick to start ups that fall within this sectors/industries. The mistake most VCs make is casting a wide net and risking investing in models that they don’t understand.

This is the starting point for any good investor. It's important to work smart. And having laid the foundation for your investment process matters a lot. And once you start getting involved with startups & emerging ventures in your sectors, once you build a profile & reputation, you will also start getting visibility & credibility.

Co invest with a trusted partner. This is why networks are important. It will reduce deal sourcing time and you can transfer knowledge between both firms

Remember networks are a two-way street. To receive value you must give value. Don't be afraid to share your views, even if you are new, or inexperienced. Noone has all the answers, or even most of the right answers - your perspective is valuable. Remember to say 'no' when the network asks of you, or shares with you (referral) something that is inappropriate for you. Qualify that 'no' with a reason that shows respect and cosnideration for others and helps them to know how to do better next time. Listen for that same feedback when a request you make, or an introduction you provide is rejected.

According to a Harvard Business Review survey, 30% of deal flow leads for a VC firm come from work acquaintances and former colleagues. Another 20% come through referrals from other investors, while 8% come as tip-offs from their own portfolio companies.

Network is one of the most important leverages in this business. Be it a technical think tank of industry veterans, professionals, academicians and researchers or a syndicate member specializing in a particular sector/ sub sector, flowing the right aspect of the deal to the right node in the network makes the difference.

Building strong networks within the startup ecosystem and seeking referrals from trusted contacts can help surface high-quality deals. Active participation in industry events, and collaborating with co-investors can provide access to best deal flows. Leveraging these networks can save time by focusing on deals that have been pre-vetted to some degree.

I analyze 2,000 projects a year. I needed the right tools to analyze them. I make sure that no projects reach me outside the system. In my case, a CRM bundled with an email inbox works excellently. In it, I have all correspondence history, attachments, meeting notes, tasks, or statuses. This allows me to manage the inflow of investment projects very well. Quality > Quantity, so I make my deal flow high quality. After verifying a project, I write back to each founder who drops out with feedback as to why. This dramatically improves the quality of subsequent projects submitted.

Don't confuse platforms for tools. Deal syndication platforms can be helpful but, inherently narrow your vision to the deals they attract. Some platforms, like Gust, are both deal sources and deal management tools. A deal flow sourcing platform is most helpful when it enables you to apply your investment thesis as a filter. To do that it must get and process substantial detail from the deals. That is rarely an economic model for the platform as a business, even the AI-powered platforms, like Capital Raise/CRIISP, struggle to provide good matching. I review thousands of opportunities each year and have a disciplined email record and filing system. You need records (data) to learn from experience. Otherwise you just repeat your mistakes.

I receive over 500 proposals every year through LinkedIn, FaceBook and other networks. But hardly 5% are worth a 2nd look. No tool or software is as good as we are. It's easy for people to create innovative ways to beat software. But it's not easy to beat human intuition & perception. The decades of experience we build up, the domain expertise we earn and lessons we learn from our investments are the most powerful tools we can employ.

Always take demo sessions and workshops from database providers. Ask vendors to automate your business process as efficiently as possible. Always be on the lookout for new database providers.

One rule most effective VCs follow is to give a 30-minute Zoom meeting to Founders coming from warm intros from trusted sources only. However, this methodology tends to stifle diversity. I’d add a vertical-based approach: outbound calls to all the players in a target vertical.

For each specific sector, visualize an ideal opportunity and make a scorecard accordingly. Then score and rank each opportunity with the ideal opportunity.

Your investment thesis provides the basis for prioritisation - the factors which make a deal important/urgent for you. Score, if that works for you. I find it simpler, easier and faster to just make the decision and act. Scoring is a delay, although if you score, it can be good for retrospective analysis to learn from experience. Knowing how to have efficient meetings is essential. Trying to crowd a bunch of short meetings together may seem a good idea but, if you then have to meet with those same people again it is likely time wasted along the way. Lots of first meetings, far fewer second meetings. I give a first meeting enough time to know if I am interested, why I am interested and where I need to dig deeper to move to commitment.

Be aware that people who need money for their company will tell you everything they expect you want to hear. You learn a lot more just by contacting the sales department and ask for information. Just use your real name and company do not fake anything. Just say you are interested in the company and the products and services they sell.

Effectively managing time is crucial for venture capital investors. Allocate dedicated time blocks for deal sourcing, evaluation, due diligence, and portfolio management. Regularly review and optimize your workflow to ensure efficiency and maintain a healthy balance between deal flow and time allocation.

A good M&A advisor can take away a lot of the heavy lifting eg valuation/modelling etc Using advisors (legal or financial) is a good way to provide a buffer between investors and the vendor/management team - allowing the Principals to maintain a positive relationship even as challenges arise (which they always do at some point) during the due diligence/legal process

If you have the financial, organisational and temporal resources and/or are embedded in a team then yes, delegate/outsource/share the workload. If you don't have those resources, or you don't like waiting for others (classic high performance founder) you can do it all yourself. You'll still be constantly learning from others, maintaining relationships with experts, and using necessary services, e.g. lawyers. Your own work style, investment decision framework, stakeholder requirements, e.g. investment committee, and stamina will determine the best path. For most people it is sharing but, for the very top performers it is often a largely solo charge at a pace few others can match.

I always travel one or two days earlier than my first meeting. The time I have for myself I use to get to know the culture and to research the business of the company in need of capital on the spot. B2C or B2B is the same, check stores and meet the competition.

Try to add consultants and third party service providers at each stage. However, always have an in-house resource to coordinate and collaborate.

- diversify deal flow channels: source potential deals from various networks including universities, cities, accelerators, fellow VCs, friends or industry experts - systematize interaction records: methodically log every engagement, whether it's meetings, online interactions, articles, or cap table information - implement a time-allocation system: classify startups into categories based on how much time you'll dedicate to them - 5mn/1 hr/1day/+. Aim to place 60% of startups in the '5-minute' category, based on factors like your investment thesis, the startup's stage, product or team - always provide feedback: what goes around comes around!

The life of an International venture capitalist is top sport. So your first priority is your own health and condition. You must be in a top condition. The family at home is priority number two. You can not focus and concentrate on your job when the homefront is distracting you from the business. Venture capital is the business of managing expectations. Identifying key priorities and people and manage the expectations of your own company and shareholders, the key people of the startup, scale up or distressed venture and your own expectations.

In my personal experiences, venture capitalists need to find deals quickly, but the real challenge is to not lose sight of the big picture. Innovation that really changes things usually goes against the grain and needs more than a quick look. In real life, the trick is to manage time without ignoring instinct and greater engagement, which are what bring out hidden gems.The real test is to bring everything into a system without losing the depth of finding. When time is limited, it can be hard to do quick but thorough evaluations in the fast-paced world of venture capital. It's important to keep in mind that cognitive biases can cause people to pass over unusual but hopeful startups.