¿Cómo se puede construir una carrera exitosa en capital de riesgo sin experiencia en finanzas?

The one piece of advice that has served me well is "become a person of value". If you have a specific area of expertise or experience to share, don't wait until you become a VC. Find founders you like and help them the best way you can. That will naturally both earn you respect from founders and as a second order effect, bring you into the orbit of VCs in the space. Help the VCs as well. Share deals you find interesting and provide your perspective. Do the job before you have the job.

One of the best ways to pivot and get into the VC industry would be to: - Develop industry knowledge and a deeper understanding on how technology is changing that particular industry - Network with founders and VCs from different stages/sectors/regions to understand the different skillset/tools needed in each - Learn the basics of the VC industry (I personally found the Kauffman Fellows course super helpful!) I think most importantly, getting into the VC is a choice you have to make because you're passionate about technology and how it can be a game changer and be open and willing to learn every day, that is what will keep you motivated when the less glamorous parts of the job will be required ;)

In venture capital law, success without a finance background is not only possible but rewarding. As a VC lawyer, I've learned that practical knowledge, a deep understanding of business intricacies, and a solid legal foundation are crucial. VC law goes beyond numbers; it's about grasping each deal's intricacies through hands-on experience. Becoming a VC lawyer demands a blend of financial acumen, practical expertise, and legal proficiency. Immersion in the business, effective promoter engagement, understanding technicalities, and adapting to legal changes are key to navigating this dynamic field successfully. In VC, the devil is in the details, and a lawyer armed with practical knowledge and legal acumen can make all the difference.

I don't have enough room to cover all of the people who DIDN'T have a finance background who went into VC, but let me list a few of them. Hopefully it serves as inspiration! - Ben Horowitz, a16z - Leo Polovets, Susa Ventures - Rebecca Kaden, USV - Cyan Bannister, Founders Fund

What's exciting about venture capital is the absence of a predefined career roadmap. There's no set path or a fixed formula for moving up the ladder. Instead, it's a field where you have the freedom to carve your own trail, and find your own authentic way to success. To thrive, it's crucial to know your strengths and master them to perfection. And don't work on the weaknesses early on, you can get them to OK levels later.

Read "Venture Deals" and "Secrets of Sandhill Road". After that google all the legalese or financial sounding acronyms you don't immediately understand. finally ask people smarter than yourself about anything you can't figure out with 20 mins of googling. If you approach finance with curiosity and teach yourself everything that doesn't make sense, you'll quickly begin to stand out as knowledgable. You'd be surprised how many people just repeat something a lawyer or peer said once about regulatory limits or performance benchmarks.

To succeed in VC, you need to understand how to read income statements, balance sheets, and cash flow statements. Learn valuation techniques like discounted cash flow or comparable company analysis. Familiarize yourself with common deal structures, such as equity, debt, and convertible notes, and comprehend the implications of terms like liquidation preference and anti-dilution. Enhance your skills through resources like Coursera's finance courses, reading "Venture Deals" by Brad Feld, or analyzing real-world case studies from platforms like Harvard Business Review.

Just grab a couple of books, maybe enroll in a brief 1-2 month program, and you're good to go. That's all you need. You can effortlessly expand upon that groundwork on the job. All it takes is that simple foundational knowledge and curiosity to keep on learning in the field.

The absolutely worst traits you can have in private equity or venture capital is a finance or technology background. Having one, if not both, of these is a nightmare as all you bring to the table is known-knowns. Entrepreneurship and successful start-ups must place the art of the possible well ahead of the knowns. Everyone knows finance and technology, so treating these traits as differentiators is simply table stakes. As a digital strategist, you must understand solution architecture, design, and monetization models. As a product designer, you must understand research, solution architecture, and visual design. Once we clearly understand every permutation of who, doing what, where, and how, we can ship it to development for execution.

You don’t need to be a master of finance, but it is always important to know the basics. Learn about venture finance — SAFEs, the financial and legal terms. Cap tables. Basic dynamics of modeling out ownership based on a check size, and how dilution impacts ownership over time with assumptions around future rounds. Also learn about business finance — market sizing, unit economics, reading and building a simple P&L, LTV/CAC, and cohort analysis. Read books and blogs, listen to the podcasts, but more importantly, DO the work! You will learn more as you see live deals within angel groups, syndicates, helping a VC as a scout/intern, etc.

Get out there and build connections! Find your preference and lean into it. That might be online on a social platform: writing, DMing, and building community. That might be offline at in person events: networking, hosting, and bringing people together. Pick something and stick to it until you slowly develop a reputation of helping people. Focus on helping and giving above all else to start! Make deposits into your ever growing network more than you take withdrawals. Over time, your goodwill shall compound and put you in a strong position.

The roles in VC funds vary, you do not need to be an analyst or otherwise financial person. The general rule of do what you love applies here as well- build your skillset around what you are strong in. That can include finding teams for deal flow, mentoring the portfolio teams on operations, building partnerships with strategics, fundraising and LP relations. Not saying you should not understand the numbers, just that all the roles do not revolve around them.

1000% agree with this as well. I notice the better fund managers are out there meeting A LOT of companies and also talking to A LOT of experts to get perspectives.

You should allocate 50% of your time over your first decade to building relationships and molding your reputation. This is not a straightforward endeavor, but more of a gamble with uncertain results and a lengthy feedback cycle. Yet, it's an investment that unquestionably pays off. To ace this game, it's all about experimentation, exploring various avenues to distinguish yourself, until find your authentic self

The only things that really matter are relationships & experiences. And the best of both cost nothing. Sharing amazing experiences with those closest to you is as good as it gets. This seems obvious, yet we look for joy in all the wrong places. Help others and the more opportunities will unfold!

To showcase, Write regularly. Writing is a lost art that has too many benefits to list. It’s been a life-changing & cathartic practice for me. Writers are never bored. It's important to know that you don’t have to be a good writer to write... What you write means nothing, the *process* of writing is everything. Start with just 5 minutes a day with your morning ☕️ and see what happens.

Show your passion early on in every conversation you engage in. You orchestrate the dynamics of your conversations and relationships, and it's crucial to begin on a high note. Your passion should get people excited, so that they want you by their side and know that your passion has the potential to shift mountains for them. With genuine passion, you'll show people that you have an insatiable hunger and curiosity to learn more. Learning is exponential. I've always learned 50% of what I know, the previous year.

Showcase your niche mastery, sprinkle it with achievements, and add a dash of charisma. Make people think, "I need this person on my team." Pitch Your Passion, Not Just Numbers: VC is about more than spreadsheets. It's about the fire in your belly. Convince them you bleed innovation, and they'll overlook your lack of a traditional finance degree (if that's the case).

Two pivotal traits define a successful VC: curiosity and passion. Curiosity extends to people and their ventures; inquisitive minds make exceptional listeners, driven by a desire to learn. Passion, on the other hand, fuels your drive, keeping you ever-alert and prepared for any challenge. Managing a portfolio of diverse companies, each with unique demands, can be demanding, even keeping you up at night: being passionate is not just a requirement; it's a necessity.

Curiosity, passion and hard work are a must for any VC. Earn the right to play in the game by helping founders with your knowledge, track record and experience, without expecting anything in change. As VC in a still nascent industry, you need to continuisly create value and we fight against the inherent risks and odds of building startups, and aint an easy endeavor. We do not get out by outcompetition, we collaborate and we are building a better future.

Feedback and metorship is a bidirectional synergic relation betweet investors, angels, founders and operators. Everyone learns and grows from it. Like a parachute, it works only if you are open.

The value of mentorship and feedback in VC isn’t just about acquiring knowledge; it’s about developing a mindset that is open to learning, adapting, and thriving in a complex and ever-evolving field. Engaging with mentors and seeking feedback is also a way to build a professional network. These relationships can lead to future collaborations, investment opportunities, and insider knowledge. Some mentors can provide access to resources such as exclusive industry reports, invite-only events, or introductions to key players in the VC ecosystem.

Finance is just one piece of VC. Even if the numbers work, there are many other skills sets needed to successfully run a VC firm so don't discount yourself. Whether you have a background in finance or not doesn't matter as much as you may think, especially in the existence so many financial software based risk management and planning tools to crunch numbers for you and produce into visualized projections. Here's a couple platforms I'd check out: 1.Carta is great for cap table management, equity management, and portfolio tracking. I use Carta for my firm. 2.InsightSquared offers visualization and analytical tools to provide financial and operational data where VCs can truly make informed investment decisions. #vc #venturecapital

Unlike other industries (eg banking, consulting, PE), there are typically no set recruiting timelines for VC. VC firms typically add new investors as they are closing a new fund. As a result, it's essential to build your network within VC many years before you intend to break into an investing role.

It is very helpful to be mentored in the VC onboarding by a partner. VC has a specific language and also rules of the games that you have to learn and understand. VC is finance driven and it is helpful to have a good understanding of finance

Take a risk. The path to VC is a crooked road. I was completing my MBA, but no employer would touch me: my African experience was discounted; I was an ex lawyer; and had limited investing experience. I was also someone that anxiously fumbles through job interviews. My goal was to work at Bertelsmann Capital where I had ~10 interviews & spent 3 days at HQ in Germany, being wined and dined — only to be told 2 weeks later that I was a little “too exotic”. Without thinking I spontaneously replied that they had “made a mistake” — and that I would work for free for 3 months and prove them wrong. My 3 month tryout turned into 7 years at Bertelsmann. Often you need to take a risk — and persuade the VC to take a risk on you.

VC is a « contact sports ». Be social, be resilient, enjoy the ride. VC is about innovation, not just bottom line, EBITDA, financial performance. You have to be ready to fail, to manage « human » conflicts, and face opposition (competition, regulation, etc.).

Consider what attracts you to venture capial. If you're aiming to be in a partner track, then you'll have to learn finance as well as having or developing a sector expertise. You also should have some startup experiences. There are many other positions at VC firms that you can do otherwise. Personnel is needed for both the firm itself and its portfolio companies. Experts in sectors or technologies as useful in due diligence. Associates can be hired under the wing of a partner if you are hard working, very curious, and willing to learn the ropes. Administrative jobs in the finance department or in support roles for the organization. As others point out, network with those in the industry and with VC backed startups!

As a philosophy major & VC professional, I think it's beneficial to evaluate a project on many levels. Even when the metrics are there, a diligent approach is significant to ensure all points (including counter points) are taken into consideration. Although not always seen as a sign of virtue, I think one should also acknowledge that he/she may not know all the things deemed necessary to evaluate a project. "Knowing what you don't know" is a small virtue in its own regard, it can only get bigger if you have the drive to learn more about that topic.

Be the disruptor, not the disrupted. Spot trends before they become hashtags. Show them you're not chasing the future; you're dragging it into the present.