Gold House’s Post

What are your thoughts on this framework? Businesses play diverse roles in innovation ecosystems, with varying levels of impact and influence. This framework categorizes their contributions from the transformative power of emerging startups to the established presence of major corporations and R&D firms. Do you think this model accurately captures the dynamics of businesses within innovation ecosystems? Are there nuances or roles missing that could better reflect reality? Share your thoughts below!

How to approach due diligence with emerging managers? Tips & tricks from Rodrigo Ferreira, Investment Director at Vinthera. 1/ Strategy. Define your unique USP. How do you stand out in front of founders? Think about it. Why should founders take your money? Are you a specialist or a generalist? If you are a specialist? What specific field are you picking? Why? What is the added value you add to founders? Will your presence in their cap table have a meaningful impact? 2/ Portfolio Construction. Something that is very often overlooked by GPs. Understand the different dynamics that play there and how much ownership has an impact. What about you? How do you approach due diligence and the performance of an emerging manager? Join the conversation in the comments section. 🔽 #venturecapital #startupfunding #angelinvesting #Europe

With new #carbon budgets published today by the Climate Change Advisory Council, Ireland needs to reduce emissions by 67% by 2040. How can we do this fast, and at scale? By connecting agile startups with large-scale industry infrastructure. Exactly what we're doing in the 2050 Accelerator at Dogpatch Labs. Applications for #sustainability-focused startups are closing soon. Tag a founder below 👇 or reshare with your #startup networks.

How to approach due diligence with emerging managers? Tips & tricks from Rodrigo Ferreira, Investment Director at Vinthera. 1/ Strategy. Define your unique USP. How do you stand out in front of founders? Think about it. Why should founders take your money? Are you a specialist or a generalist? If you are a specialist? What specific field are you picking? Why? What is the added value you add to founders? Will your presence in their cap table have a meaningful impact? 2/ Portfolio Construction. Something that is very often overlooked by GPs. Understand the different dynamics that play there and how much ownership has an impact. What about you? How do you approach due diligence and the performance of an emerging manager? Join the conversation in the comments section. 🔽 #venturecapital #startupfunding #angelinvesting #Europe

📽 One of the quarterly traditions of the Research Team at MAGNiTT is the quarterly webinar, which is always an update on how the VC space in Emerging Venture Markets (#Africa, #Middle East, #Southeast Asia, #Pakistan & #Turkey) is performing. 🚀 One of our recent upgrades to this tradition is: The webinar presentation is available for download here: https://lnkd.in/dvWQtU68 ⤵ Below is a Sneak Peak to one of the interesting benchmarking/comparison slides we use! #VCTrends #VentureCapital #EmergingMarkets #StartupEcosystem #InvestmentInsights #MAGNiTT

Robin Rowland OBE, operating partner at leading sector investment firm TriSpan, the current backer of Rosa’s Thai, Pho, Mowgli and Thunderbird Fried Chicken, talks to Propel’s Mark Wingett about the current landscape – trading and investment, taking learnings from his 35 years in the industry. Quick quotes: "Twenty years I have been in private equity, I bring knowledge around people and property... I try and bring a bit of pace... the speed you can move a business is key... we recalibrate every six months... I would sacrifice the number of sites for quality of sites." "We tend to invest in £2million EBITDA business, consistency of earning, ideally sustainable like-for-likes, is it a business that we would be proud to be associated with?" "We look at 50 companies a year and whittle it down to 25... we have done 11 deals in six years." "America is at least six countries in one, we look for an outstanding product in a local market." "The world is much smaller than you might imagine in terms of investment... the UK could be quite attractive in a few years as investors are looking for some stability." Read the full programme from Propel's Summer Conference here: https://lnkd.in/eXSvDrbd

As the chefs say, "Le produit, le produit, le produit." Closing a funding round is like preparing a gourmet meal—you need the perfect blend of ingredients and a magic touch from the chefs, i.e., the founders. In my humble view, seed-stage founders should aim to craft a well-rounded syndicate for the most diversified and rich support: • Begin with an anchor investor who has solid skin in the game, provides guidance on legal matters and more. • Mix in a country-specific VC for that local expertise. • Add an industry specialist investor who brings deep vertical value. • Include curated angels from relevant sectors for that extra flavor. • Garnish with a VC like FEBE, with an entrepreneurial background, to top it all off. 😄😉 From my observation, in Asia and Europe, seed-stage funding rounds typically involve a maximum of 2 to 3 VCs, usually consisting of one lead investor and a co-lead or syndicate partner. In contrast, the US often sees 4 to 6 investors in early-stage rounds, reflecting the trend of multiple parties contributing to a round, each adding strategic value and capital. Fellow founders and VCs, how do you assess the dynamics while building your rounds?

Talking about governance and scale-up founders: the good, the bad and the ugly! Yesterday, I had the pleasure to attend the Nordic Buy Out Forum and to listen to the keynote from our The Visionary Company, Board & VC CEO Raja Skogland talking about her key lessons from investing into over 100 start/scale-ups and 🦄 across Europe. My key insights and take-aways mainly were: ❇️ creating hype and glamour around fund-raising can divert energy towards unhealthy focus. Instead of "chasing investors money, they should be chasing the client's money in the first place". ❇️ investors have a responsibility: chasing quick wins over long-term sustainability failure to provide adequate guidance also because they lack understanding of their early stage companies' challenges, can deteriorate its success. ❇️ good boards and good governance are critical: quality board members, with the right skill and network to provide sufficient support for the founders to grow and scale can be a game changer. Bad boards can also be a game changer 📉 and is a red flag to watch for. Thank you Wiersholm for having invited us, and created a space for many interesting conversations. #CorporateGovernance #BoardOfDirectors #Governance #investing #NordicBuyOutForum

Securing funding in the food tech market can feel like climbing Everest. But James Caffyn, Partner at Lever VC, reckons the tide’s turning. As these groundbreaking technologies go mainstream, investors are lining up to join the party. Curious about scaling your food tech business? Learn more here: https://lnkd.in/dW9krxQc