Thomas Wisniewski

Your sourcing game is the lifeblood of a syndicate Notably Zachary & I have very different sourcing models as do different funds. Funds like Summit are notorious cold calling machines to find great deals. Some funds like Proof built their model as a co-investment / pro-rata fund and work with VC funds directly to source the best opportunities. Another fund we’re close with leverages their deep technical network founders to get introductions into the companies on the bleeding edge of tech. Zachary's sourcing is almost entirely done through partners including other syndicates and VCs; while mine is similar, I do leverage a bunch of deals through direct relationships and VCs in the ecosystem. Point being there is not one size fits all for sourcing. Notably your sourcing may evolve over time. Zach hesitated initially on starting his own venture firm because candidly he didn’t understand how to source. At his prior fund he worked at, his sourcing was built primarily around a lot of cold emailing. When he started Calm that was his primary avenue for deal flow as well - unapologetically emailing any company that looked interesting and filtering/diligencing from there. It worked and he got some extremely strong access through cold and warm introductions. But the model evolved, quite organically, with now his sourcing done primarily through ongoing partners. How did it evolve to this? Well it turns out that there are a lot of network effects built into this ecosystem. The more you’re involved in finding and executing investments, the more people you meet, the large reputation you get, the more people that want to work with you and so on. And that’s more or less how Zach shifted to a network driven firm. In general I’d play to your strengths when it comes to sourcing deal flow. Do you have deep talent networks - if so leverage those. Are you a sales / hustling machine, then perhaps cold/warm introductions are your best bet. Do you have extreme value add - find the best companies that need your skills to win deals. Do you have a media presence and public brand - leverage it to build PR for founders you invest in. Whatever your strength and value adds are - play to them. -- Powered by Sydecar and Forge, Last Money In Media is the most actionable venture capital newsletter. Written by Zachary Ginsburg and Alex Pattis, the global syndicate leaders with 800+ SPVs invested.

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VC exits next 10 years - much fewer IPOs - much smaller strategic M&A - PE will become the norm I explain in this clip how it will affect VC Full episode: https://lnkd.in/gaJ-TWZE

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Successful ventures that have achieved Product-Market Fit and have scaled their operations will probably face this new reality: 𝗧𝗵𝗲 𝗻𝗲𝗲𝗱 𝗳𝗼𝗿 𝗹𝗶𝗾𝘂𝗶𝗱𝗶𝘁𝘆 𝗳𝗿𝗼𝗺 𝗽𝗿𝗼𝗳𝗲𝘀𝘀𝗶𝗼𝗻𝗮𝗹 𝗶𝗻𝘃𝗲𝘀𝘁𝗼𝗿𝘀. As explained by Mark Suster, this liquidity is most likely to come from Private Equity firms, who have the expertise to evaluate companies based on long-term fundamentals, much like the approach taken by Warren Buffett (rather than the speculative one from crypto-traders 😉). Valuation is not a one-time event but a dynamic process that follows a chain-like logic, where each link is interconnected. An irrational (high) valuation early in the chain can have significant repercussions later on, leading to fewer financing or liquidity options - as professional investors will not accept it. You may avoid this by establishing a clear valuation roadmap that demonstrates a consistent risk/return rationale for each type of investor, from business angels and venture capitalists to Private Equity firms and the Public Market, spanning from the first funding round to the eventual public offering. #EntryPriceMatters #ValuationRoadmap #PrivateEquity

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Well done, Frank. Would you consider posting these as articles on LInkedIn too? I lost access to Twitter (X) and have not been able to get any help from their support desk - I know a few others who have had the same experience. This is a topic Lisa Morales-Hellebo and I think about a lot as we build REFASHIOND Ventures: The Industrial Transformation Fund.

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This article could not come at a better time for me and my fund (Danta Fund ). After attending a recent Summit where I felt the industry of #startups and #vc has become too generalist and differentation is hard to find, I now know to include Danta Fund as (per the article below) a " Non-Consensus Alpha". 💪 It sounds pretentious, yes, but the description fits sooo well. Danta Fund is a specialized #agtech fund that provides #smartmoney to our founders. We are not only writing checks: we CONNECT, we MENTOR, we BUILD. 💥 As a recent colleague from another specialized Non-Consensus Alpha emerging fund told me (Andres Baehr from SAVIA Ventures ): we, specialized emerging funds need to find a way to thrive among the sea of VCs. It's like going back to when we were thinking about what to study in uni: -what am I great at? -what do I feel passionate about? -how can I make a difference in this world. #vc #truepassion #ikigai

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The Game-Changing Power of Business Acquisitions What if you could achieve in three years what would typically take a decade? This is the power of acquisitions. By acquiring a larger company, one business can scale its revenue from a couple hundred grand to $100 million in just three years. Key takeaways: Leverage: Use the acquired company’s infrastructure to accelerate growth. Force Multipliers: Identify opportunities that offer significant returns on investment. Strategic Advantage: Acquisitions provide a competitive edge and faster market entry. Acquisitions are not just about expanding your business—they’re about transforming it. Entrepreneurs, CEOs, and business leaders should leverage acquisitions to achieve unprecedented growth. Ready to explore this game-changing strategy? Connect with me to discuss how you can harness the power of acquisitions. #MergersAndAcquisitions #BusinessGrowth #EnterpriseValue #StrategicGrowth #AcquisitionStrategy

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The words Private Equity have been distorted with the passage of time. The truth is PE done well is not only a value creation platform but also a force for good. We back good businesses, good teams, and together we build. More on Traub Capital Partners in this short video.

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What do you do when a radical new technology puts your main product right in the crosshairs of disruption? Listen to David Okuniev — co-founder of Typeform | Ask awesomely — discuss the challenges of innovation within existing structures. David shared a game-changing insight: Radical innovation is really, really difficult to do inside your own product. He emphasized the need to break free from the constraints of familiarity and embrace change from outside the box. Henrik Werdelin and I have both seen our fair share of this in our respective careers. What struck us most was how David leveraged structure to overcome the innovator’s dilemma. By creating a culture of experimentation and providing space for bold ideas, he propelled Typeform beyond incremental improvements. What other hacks have you seen or employed to help your organization overcome the innovator’s dilemma? Share your stories below! 👇 And if you want to dive deeper into our conversation, click the link in the comments to catch the full podcast episode!

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