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Ask A Founder: Startup Lessons Learned from Work Truck Solutions’ Kathryn Schifferle

Kathryn Schifferle, Founder and CEO of Work Truck Solutions, turned being a woman in work trucks into an oversubscribed $2.1 million round.

We sat down with Kathryn as she shared what her fundraising journey was like, the startup lessons she learned, and her advice to fellow founders, especially women. Here is what she had to say:

HK: Tell

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KSchifferle1Kathryn Schifferle, Founder and CEO of Work Truck Solutions, turned being a woman in work trucks into an oversubscribed $2.1 million round.

We sat down with Kathryn as she shared what her fundraising journey was like, the startup lessons she learned, and her advice to fellow founders, especially women. Here is what she had to say:

HK: Tell me a little about Work Truck Solutions. How did you come up with the idea?

KS: I was publishing a professional magazine in the work truck industry, when it became apparent that the industry had challenges, the greatest of which was the lack of final data on a finished truck. For background, a truck has two big parts – a front end and a back end – typically not manufactured by the same company. Once a truck was finished, no one was keeping track of what that vehicle had become, and so you couldn’t search and find a finished vehicle online. At first I couldn’t believe this was the case, but then I saw it was a big enough problem that a solution had to be provided.

What is your background? Have you ever started a company before?

I am a serial entrepreneur. I started six different companies before Work Truck Solutions, and had actually not planned on starting another. However this challenge was so big and complicated, and just so darn interesting, that I was pulled into it once again.

Did you do anything differently this time around, it being your seventh startup?

This was a different kind of startup for me. Rather than being passionate and compelled, I was slow and methodical. I had the mindset that if it’s meant to happen, it will, which made the entire startup experience incredibly unique. And fortunately, it worked amazingly well. In fact, internally we coined a trademarked phrase for when the right thing happens at the right time with the right people: truckma.

But, I believe that a lot of our good fortune has to do with the way we approached this opportunity. With my previous ventures, I saw an idea and decided I was going to make it happen. I would press, push, leverage and beat my head against the wall. My attitude then was very different. It was all about convincing people I was right. This time, I saw a complex problem and felt I owed it to everyone to listen to their side and need. It quickly became apparent how this solution could help everybody – all stakeholders – in different ways, and I felt it was my responsibility to respond to the market situation. It was much more collaborative which really created an environment of trust. And because of that, I was able to use a fundraising technique where people I liked and respected introduced me to people they knew and respected.

What has been your fundraising journey to date?

When we started the company in 2010 and were just a prototype and an idea, we were all internally funded. Then in April 2012, we raised a seed round of $400,000 from local friends, family and professional acquaintances. We used the investment to take the prototype out into the market and run it up the flagpole. We discovered that it needed major adjustments, so we took that feedback and launched with a much improved product in January 2013.

In the middle of that year, I realized in order to scale we needed to raise another round of capital. However, the deal we were working on ended up falling apart because our deal lead changed in the middle of negotiations. Then in 2014 we went through a really rough period where we didn’t know how much longer we were going to make it. Fortunately, I found a couple of believers who were willing to do convertible notes. That gave me what I needed to hit the road to try to raise a Series A round for $1.5 million.

When I first went to Silicon Valley, there were two negatives to our situation: Number 1. I’m a woman, and Number 2. it’s work trucks. Not very sexy. Then, I was introduced to Golden Seeds and suddenly I had two advantages: Number 1. I’m a woman, and Number 2. it’s work trucks! Very different from their typical woman entrepreneur’s product. So they came on as our lead investor. If you haven’t heard of Golden Seed’s reputation for due diligence, they are extremely thorough. And as a result, it was very time consuming and the round took months to close. However, it was worth it in the end because after presenting at all of the Golden Seeds locations, plus others, we ended up being oversubscribed at $2.1 million.

In addition to Golden Seeds, we had a number of other angel investors in the round from Belle Michigan, Harvard Business School Alumni Angels, North Bay Angels, Sacramento Angels, among others. It is a diverse but very smart investment collection.

Interestingly, Belle Michigan not only invests in women run startups, but also only allows women to invest in their fund. Their goal is to teach and educate female angels. When I went to go pitch them, it turned out that one of the three general partners is from the automotive industry and she completely understood what we were doing.

How did you decide how much funding to ask for during each round?

I really believe it’s a combination of science, creativity and magic. I created a projection spreadsheet that at one point was so huge and complicated we had names for it. I was trying to predict all of the different places I could see revenue coming from. I think that if you are an entrepreneur you should take the time to do develop multiple business models.

And then, of course, the other part was figuring out how much of the company I was willing to give up. I had already been very generous to the people who had helped with the initial product build, employees, etc.

Were you looking for specific traits in your investors?

I like smart money, which I define as people who bring something other than just cash to the table. They must have one or more of the following: knowledge of the industry, connections in the industry, knowledge or connections in peripheral things that might relate to the industry and/or they understand the type of work we are doing (building SaaS).

What has been your most triumphant moment during fundraising?

The Harvard Business School Angels hold workshops where founders bring lunch for three to four investors while the investors provide the founder with guidance and advice. I was driving back from one of these workshops in the Bay Area after two of the investors I had just met with decided they also wanted to invest, when I realized I was going to be oversubscribed.

I am very competitive, and at that moment, I finally felt that people wanted in. People were going to be fighting over the last space, in a sense, and that was a really wonderful, fun realization for me.

What about the worst moment?

The sad moment was when the deal fell through in 2013 on that first term sheet we signed. Even though now I’m glad that didn’t move forward, I was very crushed at the time.

Do you have advice for female founders who are trying to raise money for their startup?

Definitely. I never knew there were groups like Golden Seeds, Astia, or Belle Michigan that only invest in women-run companies. It made a huge difference for me. This sharp group of investors has done a ton of research showing that women-run startups are better at multitasking, they have less ego involved, etc. I would strongly recommend to a female founder to try to get introduced to one or more of these groups because it turns what could be, not always, but could be a disadvantage into an advantage.

What general advice do you have for entrepreneurs just starting their fundraising journey?

First of all, remember investors are your friends. They are not your enemies, and they are not somebody you want to be opposed with. You should always think of it as a collaboration. Unfortunately, I see it happen quite frequently where people get in the wrong mindset about this. A deal should be good and make sense for both parties.

Secondly, I realized when I was pitching last year that there was a sweet spot in my presentation that really started getting investors more interested. It was “My Goal is the Exit.” This is not my first rodeo. I’m older, and my goal is to take all that entrepreneurial pain from before, compress it into a few years, and have an amazing exit. Well guess what. That happens to coincide perfectly with the investor’s goal. So many founders are excited about the product, the customers, the building it, the having it, and the running it, that they forget that if there isn’t a plan for some kind of exit down the road, the investors don’t get their money back. And if the investors don’t get their money back (plus hopefully a lot more), there is no reason for them to invest.

Source: http://blog.gust.com/ask-a-founder-startup-lessons-learned-from-work-truck-solutions-kathryn-schifferle/

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MEDIA RELEASE: SAVCA Responds to Medium-Term Budget Policy Statement

The Southern African Venture Capital and Private Equity Association (SAVCA) agrees with the concerns raised by Finance Minister Tito Mboweni and the current economic outlook as outlined during Wednesday’s Medium-Term Budget Policy Statement (MTBPS). While SAVCA welcomes the transparency around the long-term effects of the COVID-19 pandemic and the continued strain which the fiscus is…

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The Southern African Venture Capital and Private Equity Association (SAVCA) agrees with the concerns raised by Finance Minister Tito Mboweni and the current economic outlook as outlined during Wednesday’s Medium-Term Budget Policy Statement (MTBPS).

While SAVCA welcomes the transparency around the long-term effects of the COVID-19 pandemic and the continued strain which the fiscus is under, it is clear that there is a long road ahead to ensure the economy recovers. The private equity and venture capital sectors stand ready to support all efforts for economic recovery through their investment and interventions in companies outside of the listed sphere, and mainly in small and medium-sized businesses seeking to grow and recover.

These sectors can provide much needed relief to ease government spending and increase job creation through attracting local investment to the asset class and foreign direct investment into the country. This will not only assist with closing the funding gap which the country currently faces, but will also allow the economy to climb out of a downward economic spiral, as investment can be directed to where it makes the largest impact.

Amendments to Regulation 28

SAVCA welcomes the announcement made that the government has initiated a process to review Regulation 28 to make it easier for retirement funds to increase their investment allocation into infrastructure. It is a step in the right direction and SAVCA and its members stand ready to serve to support government with this process.

The 2020 Private Equity Survey reported that R25.4 billion was invested by SAVCA members in 2019, with the top two sectors being infrastructure and energy. Investments made into infrastructure accounted for 34.7% of the total investments, indicating the increasing role private equity plays in infrastructure investments.

In June, SAVCA released a position paper on Regulation 28 speaking to the current restrictions in place which constrain the investments which pension funds can make into private equity as an asset class. The SAVCA paper proposed recognising private equity as a separate asset class and instead of the catch all “alternative investments” category and over time increasing the 10% allocation limit which is currently in place.

We do not view Infrastructure as a separate asset class, but rather cutting across multiple asset classes, including private equity. government’s proposed amendment may increase the allocation of funds into infrastructure, but we should not lose sight of the significant role which private equity can play when it comes to investing directly in the real economy and supporting small and medium-sized enterprises (SMEs) in their growth and recovery post COVID-19.

SMEs have been particularly hard hit during this crisis but are also fastest creators of new jobs, which could underpin the country’s much-needed economic recovery and growth. SMEs should not be excluded from the conversation about economic growth.

Loop Structure Constraints

We note that the full ‘loop structure’ restriction has been lifted to encourage inward investments into South Africa, subject to reporting to Financial Surveillance Department of the South African Reserve Bank (FinSurv) as and when the transaction is finalised.

This reform will be effective from 1 January 2021 for companies, including private equity funds, on the condition that the entity is a tax resident in South Africa.

SAVCA has for many years engaged with National Treasury and the SARB on the negative impact that restrictions on ‘loop structures’ have particularly as it relates to the ability for high growth South African companies with global growth prospects to internationalise and expand their offering and indeed to raise foreign capital.

These companies are often required by international funders to establish a foreign-domiciled holding company from which to operate their international business and through which foreign investors are prepared to fund their investments in the South African company.

We are therefore pleased to see the removal of the restrictions on ‘loop structures’ but are concerned about a requirement for the foreign holding companies to be tax resident in South Africa, if that is what is intended by the statement in the explanatory memorandum, that this “reform will be effective from 1 January 2021 for companies, including private equity funds, provided that the entity is a tax resident in South Africa”.

For most jurisdictions in which a holding company would be domiciled, such as the United States where much of the global venture capital and growth capital derives, and for most investors, this requirement is quite simply a non-starter.

In our view, there is little or no benefit to exchange control reform if this requirement is made as there will be no material take-up and the dampening effects on entrepreneurial activity in South Africa will continue.  SAVCA is fully supportive of retaining benefits to the fiscus and are of the view that tax regulations sufficiently protect South Africa in the transactions described above.

In fact, by enabling founders and their private equity or venture capital investors to remain invested through the full growth journey of South Africa’s talented entrepreneurs, the returned proceeds on an eventual realisation at full value will bring much needed flows back to South Africa for reinvestment. We also create the stories that encourage the next generation of entrepreneurs to aspire and take the risks to build businesses in our country.

We would therefore urge government to review this stumbling block which will hinder more foreign direct investments into high growth businesses with the ability to create significant capital gains, reinvestment and jobs in South Africa.

COVID-19 Loan Guarantee Scheme

Regrettably SAVCA members report that since the last regulatory changes to the Covid-19 government loan guarantee scheme, there has been little or no uptake or changed behaviour by the banks after the regulatory changes.

The intended relief and stimulus has not found its intended recipients. In many instances businesses are no longer even applying as they have little confidence of receiving the necessary support on terms suitable to the environment in which they are operating.

Personal surety remains largely required and growth businesses which invest capital for growth have been summarily excluded from the relief. Many of these businesses will survive but the stimulus and relief needed to drive an actual recovery and growth – this opportunity has been missed. We note that National Treasury intends reviewing the scheme again following consultation with the Banking Association and South African Reserve Bank.

We are however concerned that consultation has not been embraced with the intended recipients of this relief and the channels that customarily support these businesses.  Lending criteria has not changed and we see no reason why it would.

We are of the view that National Treasury should consider new approaches like alternative lenders and private equity and venture capital as a new channel, more capable of making the necessary risk-return trade-offs and focusing on the future and not just the immediate recovery of a loan.

Private Equity assisting with positioning South Africa as a Financial Centre

The MTBPS also outlined further measures to assist South Africa in becoming an investment and financial hub for Africa. SAVCA is in full support of this drive and believes private equity and venture capital could significantly contribute to the hub. The benefits that private equity and venture capital can bring to the table are as follows:

•            Job creation on the basis that the ecosystem around private equity in South Africa is extensive, with a strong legal services industry, audit and due diligence services, consulting firms and back office services. These complement other competitive factors like a low-cost business environment, English language and availability of skills domestically;

•            Providing a competitive asset holding structure in South Africa would slow down the flow of entities that are registered by South Africans in other jurisdictions by providing an attractive alternative at home, which can attract back some of the activity that currently occurs offshore. In time, South Africa can build its intermediation role in investment flows from the rest of the world into assets on the rest of the continent and beyond;

•            It represents no cost to the fiscus nor investment requirement from the government, but would result in economic growth and job creation.

SAVCA continues to make itself available for any engagements with government in order to assist with helping to uplift the economy and help mitigate the negative long-terms effects of the global Covid-19 pandemic which our country is facing.

We volunteer our time, resources and access to broad swathes of the economy beyond the listed base of companies and would be pleased to contribute to the Operation Vulindlela on fast tracking structural reforms to bring practical contributions to the forefront as it relates to the real economy and growing SMEs.

About SAVCA                                                                                                                                              

The Southern African Venture Capital and Private Equity Association (SAVCA) is the industry body and public policy advocate for private equity and venture capital in Southern Africa. SAVCA represents in excess of R185 billion in assets under management through 170 members that form part of the private equity and venture capital ecosystem. SAVCA promotes the Southern Africa venture capital and private equity asset classes on a range of matters affecting the industry, providing relevant and insightful research, offering training on private equity and creating meaningful networking opportunities for industry players.

For more, visit our website: http://www.savca.co.za/

Follow us on Twitter @SAVCAssociation and LinkedIn

Source: https://savca.co.za/media-statement-savca-responds-to-medium-term-budget-policy-statement/savca-in-the-news/

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Two weeks left to score early bird savings at TC Sessions: Space 2020

NASA just made history by landing a spacecraft on an asteroid. If that kind of technical achievement carbonates your glass of Tang, join us on December 16-17 for TC Sessions: Space 2020, an event dedicated to early-stage space startups. We’ve launched early-bird pricing, and $125 buys you access to all live sessions, plus video on […]

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NASA just made history by landing a spacecraft on an asteroid. If that kind of technical achievement carbonates your glass of Tang, join us on December 16-17 for TC Sessions: Space 2020, an event dedicated to early-stage space startups.

We’ve launched early-bird pricing, and $125 buys you access to all live sessions, plus video on demand. Don’t procrastinate. Buy your pass now before the early-bird reenters Earth’s atmosphere (and prices go up) on November 13 at 11:59 p.m. (PT).

More ways to save: Go further together with early bird group tickets ($100) — bring four team members and get the fifth one free. We also offer discount passes for students ($50) and government, military and non-profits ($95). Looking for out-of-this-world exposure? An Early Stage Startup Exhibitor Package ($360) includes four tickets, digital exhibition space, a pitch session to attendees and the ability to generate leads. Bonus savings: Extra Crunch subscribers get a 20 percent discount.

TC Sessions: Space is an unrivaled opportunity to learn from, connect and network with boundary-pushing founders, investors and officials from NASA, the Aerospace Corporation, the U.S. Air Force and leading space companies spanning public, private and defense sectors.

We’ve packed the conference with outstanding presentations, fireside chats and interviews. Plus, you’ll find breakout sessions on specialized topics, audience Q&As with Main Stage speakers and the expo area for partners and early stage startups.

Here’s a taste of the topics but keep an eye on the agenda, because we’ll add more speakers and sessions in the coming weeks.

Asteroid Rocks and Moon Landings

Lisa Callahan, vice president/general manager of commercial civil space at Lockheed Martin Space, discusses all aspects of scientific and civil exploration of the solar system — from robots scooping rockets from the surface of galaxy-traveling asteroids, to preparing for the return of humans to the surface of the Moon.

Sourcing Tech for Securing Space

Lt. General Thompson is responsible for fostering an ecosystem of non-traditional space startups and the future of Space Force acquisitions, all to the end goal of protecting the global commons of space. He’ll discuss what the U.S. looks for in startup partnerships and emerging tech, and how it works with these young companies.

Bridging Today and Tomorrow’s Tech

Corporate VC funds are a key source of investment for space startups, in part because they often involve partnerships that help generate revenue, and because they understand the timelines involved. SpaceFund’s Meagan Crawford and Lockheed Martin Ventures’ J. Christopher Moran discuss how these funds fit in with more standard venture to power the ecosystem.

TC Sessions: Space 2020 takes flight on December 16-17, but we’re starting our early bird countdown right now. Great savings disappear in two weeks on November 13 at 11:59 p.m. (PT). Buy your early bird passes today and celebrate your savvy shopping with a tall glass of Tang.

Is your company interested in sponsoring TC Sessions: Space 2020? Click here to talk with us about available opportunities.

Source: https://techcrunch.com/2020/10/29/two-weeks-left-to-score-early-bird-savings-at-tc-sessions-space-2020/

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Leon Black offers more details on ties to Jeffrey Epstein – Update

Apollo chief executive raised the issue after questions swirled about his relationship with the late financier

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Leon Black, the billionaire chief executive of Apollo, on Thursday, 29 October, offered a history of his ties to the late financier Jeffrey Epstein, his most detailed public account yet of a relationship that sparked renewed concern among his firm’s shareholders and fund investors in recent weeks.

Epstein was indicted last year on federal sex-trafficking charges involving underage girls.

On a call to discuss the private equity firm’s third-quarter earnings, Black said he wasn’t eager to speak publicly about his personal business, “but this matter is now affecting Apollo, which my partners and I spent 30 years building, and is also causing deep pain for my family.”

The Apollo chief reiterated that he paid Epstein millions of dollars annually to provide professional services to his family partnership and other family entities, “involving estate planning, tax, structuring of art entities and philanthropic advice” from 2012 to 2017.

He said there was substantial documentation of the work and that it was vetted by law firms, accounting firms and other advisers.

“There has never been an allegation by anyone that I engaged in any wrongdoing, because I did not,” Black said. “And any suggestion of blackmail or any other connection to Epstein’s reprehensible conduct is categorically untrue.”

Black also re-emphasised that Apollo never did business with Epstein, who died by suicide in jail in August 2019, the New York City medical examiner found.

The speech came after the three Apollo board members to who make up the New York firm’s conflict committee last week hired law firm Dechert to conduct an independent review into Black’s business with Epstein. Black said he asked for the review and is cooperating fully.

The moves were prompted by a New York Timesreport on 12 October that Black had paid Epstein at least $50m — more than previously known—in the years after Epstein was convicted in 2008 of soliciting prostitution from a teenage girl.

The article didn’t present any evidence that Black participated in inappropriate activity, but it sparked concern among some of Apollo’s public-pension fund investors and has weighed on the company’s shares.

Apollo’s shares rose briefly after Black’s statement but later fell about 1% in morning trading Thursday, 29 October.

Black, who co-founded Apollo in 1990, said he met Epstein around 1996 when Epstein was advising a number of prominent clients on estate-tax planning. The adviser had been named a trustee of Rockefeller University and served on the Council on Foreign Relations and the Trilateral Commission.

In his network were “luminaries I respected and admired, including several heads of state, heads of prominent families in finance, a US treasury secretary, accomplished business leaders, Nobel laureates, acclaimed academicians and noted philanthropists,” Black said.

The Apollo chief said he wasn’t aware of Epstein’s criminal conduct until it was reported in late 2006 that he was under investigation by state and federal authorities in Florida.

In 2007, Epstein signed a federal nonprosecution agreement, which has since been scrutinised, to resolve that investigation, pleading guilty the following year to two state prostitution counts. He spent much of his 13-month sentence outside prison.

After his release, Epstein went back to his financial-advisory work and once again began associating with prominent people from finance, academia, science, technology and government,  Black said. He said he didn’t learn the extent of the further allegations about Epstein’s conduct in 2018 until after he had already stopped working with him.

“Like many other people I respected, I decided to give Epstein a second chance,” he said. “This was a terrible mistake. I wish I could go back in time and change that decision, but I cannot.”

Whether Black’s explanation and the independent investigation will be enough to satisfy the firm’s jittery investors remains to be seen. Working to Apollo’s advantage is the fact that big pension funds, which typically need to invest large sums of money, have relatively few options for where to do so. And Apollo’s funds have continued to offer them strong returns.

Any defections among investors could theoretically threaten the firm’s goal set last year of reaching $600bn in assets over the next five years. For now, growth in the metric is chugging along. The firm said that assets climbed to $433.1bn in the third quarter, up from $413.6bn in the prior quarter and $322.7bn a year earlier.

Apollo chief financial officer Martin Kelly said the firm’s assets were durable even if the independent review of Black has an impact on fundraising. He noted that 60% of Apollo’s assets are in permanent-capital vehicles—pools of money that don’t need to be constantly replenished—and 90% are either in permanent-capital vehicles or funds with five years or longer from inception.

Kelly said the firm expects some of its investors will pause new commitments until the independent review has been completed. But even if Apollo raises no additional third-party capital this year, its fundraising of $18.4bn from third parties through 30 September already falls within its typical annual range of $15bn to $20bn, he said.

“We have incredibly long and durable relationships with our clients,” Apollo co-founder Josh Harris said on the call. “We’re deeply in contact with them, and obviously they are awaiting the results of the review Leon discussed.”

In response to an analyst question about how long the review would take, Apollo said it hoped the process could be completed by the end of the year, but that it was in the hands of the conflict committee.

Apollo also reported lower net income and distributable earnings for the quarter. It posted net income of $272.4m, or $1.11 a share, down from earnings of $363.3m, or $1.63 a share, a year earlier. The decline was primarily driven by a bigger loss attributable to noncontrolling interests.

Fee-related earnings were a bright spot, climbing 30% year-over-year.

Apollo invested a net $20.9bn across its various investment platforms during the quarter, a metric that reflects investments in vehicles beyond traditional drawdown funds.

The firm said it would pay a dividend of 51 cents per share versus 50 cents a share for the third quarter of 2019.

Write to Miriam Gottfried at Miriam.Gottfried@wsj.com

From The Wall Street Journal

Source: https://www.penews.com/articles/leon-black-offers-more-details-on-ties-to-jeffrey-epstein-update-20201029

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