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Artiman Ventures reviews innovation, start ups & lifecycle for venture funding


This presentation by Amit Shah shares his insights on venture funding; Artiman reviews their focus on disruption and the stages in the lifecycle of a startup company. He describes the reasons for a start up as well as the different phases in the lifecycle of the start up. – PowerPoint PPT presentation

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Title: Artiman Ventures reviews innovation, start ups & lifecycle for venture funding

Innovation, Startups, Life
  • Amit Shah

What is Venture Funding?
  • Riskiest money Equity without security
  • Money that your relatives will not lend you
  • A bank lends when you dont need it
  • Types of Venture fund
  • Seed
  • Like the individual / team
  • Early
  • When it is a concept Mid
  • Product ready some customers interested
  • Late stage funds
  • In revenue need money for expansion

Artiman Investors Entrepreneurs
U.S. Investment Team Amit Shah Yatin
Mundkur Tom Dennedy Akhil Saklecha Ajit
Singh Tim Wilson
  • Venture Investing Experience
  • Collectively managing 900M invested in 140
    seed/earlystage companies
  • 88 exits with aggregate realized return of 3.3x
  • 11 IPOs and 32 acquisitions
  • Entrepreneurial Experience
  • Co-founded 10 startups in the U.S. and India
  • 6 successful exits with aggregate value of gt 1
  • ZeitNet, PipeLinks, Equator, Daksh, Ross,
    Kaleida, Clarity, Airgo, BioImagene
  • Operating Experience - public and private
  • Cisco, Rockwell, Siemens, AMD, ATT, Lucent,
    Cabletron, Digital Island, FireEye, Airgo,
    Clarity Wireless, Adaptive, Compaq, Qualcomm, HP
  • Technology Background
  • Played pioneering roles in seminal industries
    Server Computing, Networking, Voice over IP,
    IPTV, Digital Consumer Electronics
  • 26 US patents

India Team M. J. Aravind Ramesh Radhakrishnan
US Operations Team Ida Ng
EIR Frank Thibodeau Adam De La Zerda Mahmood
Panjwani Atul Sharan
Investment Strategy
  • Concept and Early Stage
  • World class entrepreneurs with ideas
  • Lower cost basis, providing significant ownership
  • Ability to impact company strategy
  • White Spaces
  • Potential to dominate markets
  • No identifiable competition, with at least a
    12-month lead on technology or market
  • Lower execution risk and outsized returns
  • Scalable Business Models
  • Develop technologies cost effectively
  • Scale the business efficiently
  • Fundamentally change economics of target sectors
  • Leverage India
  • Long-standing network and deep deal flow
  • Same disciplined screen as in Silicon Valley
  • To build companies that cannot be built in the US
    BioImagene, Guavus, Cellworks

  • Best ideas have come from outside industry
  • Intersect expertise in one market with another
  • Think out of the box
  • Do NOT be a hammer in search of a nail
  • Intersection of experience, market understanding,
    ability to
  • Execute
  • Is it a business?
  • Feature, Product or Company?

Artiman Focus on Disruption
  • BioImagene (Acquired by Roche)
  • Changing Standard of Care in Pathology
  • Cellworks (
  • Designing drugs the way computer chips are
  • Aditazz (
  • Designing building Facilities the way computer
    chips are designed and fabricated
  • Zspace (
  • Non-invasive testing for Cardio-vascular diseases
  • Invensense (
  • Motion Processing for consumer devices
  • Prysm (
  • First American TV company in 30 years

Why? O Why a startup?
  • The trigger for doing a startup
  • My boss sucks I dont like my job
  • He/she made it why cant I?
  • Always wanted to do a startup
  • Caution
  • Not sexy most likely foolhardy
  • Very, very hard work with incredible ups/downs
  • Enjoyment is in hindsight

Still want to do a startup?
  • Create a Business Plan
  • Not an excel spreadsheet or a word document or a
    powerpoint presentation
  • An innate and clear understanding of what you are
    going after
  • Remember
  • if it is in the press it is too late
  • Truly understand the market dynamics

The Money
  • Most businesses should not raise venture money
  • Do you really know why and how much money you
  • Who do you raise it from?
  • Customers, partners, friends and family, angels,
  • Government (Darpa, SBIC,)

The VCs
  • They are evil dumb do not understand my
    business trying to screw me
  • - All true
  • - No different than a marriage
  • How well do you know the person?
  • - Look beyond the sexy early days and to the fat
    middle age and can you live with it?
  • - Ecosystem

  • Actually doing a startup
  • Phases
  • Primordial
  • Middle Ages
  • Industrial Revolution
  • Deliverance

  • Concept
  • Early fools
  • Extreme Energy
  • Some lucidity

Middle Ages
  • Newer Skeptics converts
  • Energy / focus correlation
  • Outside thoughts
  • Confusion

Industrial Revolution
  • Scale
  • Technology ready for customers
  • Sales and Marketing starts ramping
  • Internal Challenges
  • Job function confusion (mix of newer v/s older
  • Communications
  • Hallway conversations dont work
  • Processes (unfortunately) needed
  • Fallout
  • People dissatisfaction
  • Inability to scale
  • Some dont make it thru transition

  • Customer interaction starts
  • Initially Skepticism
  • Goes to piddly stuff
  • Some more selling and it becomes maybe
  • If persistence, the customer converts

Start-Up Check List
  • Establish business entity
  • Engage a lawyer/be cautious going solo with
    online resources
  • Corporation is the entity of choice if you plan
    to raise money for the business
  • Establish initial ownership of company with
  • Fed/State registration, business license and
  • Secure Key Personnel
  • As shareholders, consultants or employees

Start-Up Check List (cont.)
  • Secure work space
  • Clean up the garage, lease an office, come to
  • Open bank account
  • Obtain necessary insurance
  • Workmens comp
  • Medical
  • Liability
  • Implement Accounting System
  • Popular Quickbooks is adequate
  • Select payroll vendor (Paychex, ADP)

Business is Never as Planned
  • You will have to Refine your Business Plan
  • Annual Strategy Plan
  • Annual Operating Plan
  • Annual Financial Budgets

Artiman Tool Kit
  • Templates and sample documents covering
  • Annual Operating Plans
  • Board Meetings
  • Financial
  • Human Resource
  • Legal

Artiman Tool Kit Index
Artiman Tool Kit Index Artiman Tool Kit Index Artiman Tool Kit Index Artiman Tool Kit Index Artiman Tool Kit Index Artiman Tool Kit Index Artiman Tool Kit Index Artiman Tool Kit Index
Description Format   Description Format
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2 AOP2 Sample AOP Time Line Excel   22 HR2.1 Form of Empl, Conf. Inf. and Inv. Assign. Agt Word
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4 AOP4 Product Planning Template Word   24 HR4 Separation Release Letter Word
5 AOP5 Sample Project Responsibility Owners Word   25 HR5 EE Termination Check List PDF
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11 Board6 10 Immutable Rules for Exec Presentation PDF   31 Legal1 Sample VC Term Sheet Word
12 Fin1 Financial Package Excel   32 Legal2 Sample Non-Disclosure Agreement Word
13 Fin2 Company Cap Table Excel   33 Legal3 Sample Note Warrant Purchase Agrmt Word
14 Fin3 Expense Report Template Excel   34 Legal4 Sample Note Word
15 Fin4 Insurance Benefits Cost Schedule Excel   35 Legal5 Sample Warrant Agreement Word
16 Fin5 Sample Cash Investment Policy Word   36 Legal6 Sample Mgt Rights Agreement Word
17 Fin6 Sample Fixed Asset Capitalization Policy Word   37 Legal7 Form University License Term Sheet Word
18 Fin7 Sample Travel Expense Reimbursement Policy Word   38 Legal8 Document Creation/Retention Review PPT
19 HR1 Sample Employee Handbook Policies Word   39 Legal9 Fenwick Start-up Legal Resource Presto PDF
20 HR1.1 Sample Company Handbook Word