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Kevin O'Connor, ScOp Venture Capital, On Startup Success and Investments

socalTECH

This morning's interview is with Kevin O'Connor , a longtime investor and serial entrepreneur, who is now running venture capital investment firm ScOp Venture Capital. Kevin sold his last company, Santa Barbara-based Graphiq, in July of 2017 to Amazon, but has a long history of successful companies, including founding DoubleClick.

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The Changing Venture Landscape

Both Sides of the Table

On the one hand, you’re over paying for every investment and valuations aren’t rational. That used to be called A-round investing. The biggest change for us in early-stage investing is that we now need to commit earlier. However, to be a great VC you have to hold two conflicting ideas in your head at the same time. of the fund.

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Non-millennial Bootstrapping – These 50-Something Entrepreneurs Rejected VC $ And Nailed It

InfoChachkie

I have been watching ProductPlan for several years, as the founders are both friends and pillars of the Santa Barbara Startup Community. Without taking a dime of outside capital, the company has achieved impressive success in a competitive, SaaS market segment, landing companies such as Nike, Intuit, NASA, AutoDesk and PBS.

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Maximize Your Exit By Not Selling Your Company

InfoChachkie

We boiled our alternatives down to the following: IPO – To bolster our negotiating position, I engaged an investment bank to explore the public capital markets. Do Nothing – Taking no action was the potent competition faced by Citrix. Additionally, we were concerned with our deal becoming shopworn by not initiating a bidding process.

Company 100
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Interview with Mark Suster, GRP Partners

socalTECH

Mark has also been quite active mentoring entrepreneurs, We caught up with Mark to hear about what kinds of investments GRP is looking at nowadays, his view on the software-as-a-service market, and how best to approach him with a pitch. We invested in Overture, which was sold for $1.2

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Why Taking Some Risks in the Sales Process Can Improve Results

Both Sides of the Table

Assume competition and assume within the buying organization you have enemies. I built my first software company in the early days of SaaS and there were few models to go by. It is the opposite of what SaaS is supposed to be. We said to customers, “We only sell SaaS and we think that’s the right solution for you.

Sales 150