StartupNorth

Category: Startups

  • Indochino goes big, raises $4m in capital

    We first covered Indochino when they launched back in 2007. To say I was excited would be an understatement and anyone who knows me knows I have been advertising their stuff to anyone who will listen since then. The news has finally landed that they have closed a $4million round led by Madrona Ventures.

    Indochino is also one of the original Boris Wertz Deals™ and was further backed by Wertz’ Burda Digital relationship.

    More than anything we have seen Kyle and the team remain true to their vision over the years and while I am sure they have hit their share of bumps along the way, they have never wavered in their dedication to their concept.

  • DFAIT Technology Growth Initiative Business Bootcamps

    Departement of Foreign Affairs and International TradeDFAIT is sponsoring the Technology Growth Initiative (TGI) Business Bootcamps Spring 2011 to help Canadian companies go-to-market in specific US markets (Boston, Denver, Los Angeles, New York, Palo Alto, San Diego, San Francisco/Silicon Valley and others). The program provides startups with access to webinars, a one day bootcamp session and direct connections with VCs and local entrepreneurs to share experiences and find funding.

    The one day bootcamps are being help in April and May 2011 from Halifax to London. The bootcamps are interesting, they provide entrepreneurs the opportunity to pitch and get feedback from trusted experts (yeah right I think I served as an “expert” in 2009 ;-). But it is a great opportunity to get a different set of eyes on your pitch. And it plays to the old adage, “how do you know when an entrepreneur is dead? he stops pitching”.

    Registration for One Day Business Bootcamp

    • Halifax: April 27th, 2011 – Cleantech and ICT
    • Quebec City: April 28th, 2011 – ICT
    • London: April 29th, 2011 – Cleantech, ICT, Life Sciences
    • Toronto: May 2nd, 2011 – Cleantech, ICT, Life Sciences
    • Ottawa: May 3rd, 2011 – Cleantech, ICT, Life Sciences

    There is also the upcoming April 6th, 2011 11:30EST seminar with Mike Grandinetti (he’s also a TechStars mentor) focusing on “Lean and Mean Startups”.

    April 6th: 11:30 EST (Upcoming Webinar – Soon)

    1. Lean and Mean Start-ups – Presented by: Mike Grandinetti, Managing Director, Southboro Capital, Boston.
    2. So you think you are ready? – 10 things you need to know before presentation day – A candid talk on presentations gone horribly wrong and how you avoid that – Presented by: Coby Schneider – Miller Thomson & Others.

    These are great opportunities to learn about expanding into specific US markets. The DFAIT team brings key players to local markets and makes it easy to establish relationships that allow companies to grow. There are lots of opportunity to criticize some of the efforts, but the team at DFAIT have run this program for the past few years with varied success. It’s worth the time of startups actively looking to expand their customer base (this means that you’re beyond seed stage, you probably have customers, you have a product, you’re looking for a scalable business model) to explore how DFAIT can help.

    The event is co-hosted by our sponsors and friends at KPMG are corporate partners helping DFAIT and startups. There are a lot of cross-border issues concerning corporate structure, financing, taxation and other where KPMG can leverage their experience to help early and growth stage companies.

  • Going over the falls together in barrel

    Editor’s Note: This post was written by Jesse Rodgers. Jesse is the  CEO of TribeHR, the Director of the VeloCity Residence at the University of Waterloo, organizer of StartupCamp in Waterloo and an allround great guy.

    Jesse stopped by my offices in Toronto to chat about sales, marketing and PR (convenient of @jevon to write about the same topic recently). Jessementioned that the TribeHR team had left Waterloo and were holed up in a hotel room in Niagara Falls. They were living together, working together, writing code and being more productive than they could with the distractions of family, friends and the strong community in Waterloo. I was amazed at the commitment of the team to step away from their personal lives and get the next version of TribeHR built before they head to SxSW for the Small Business Party. You can read the update or watch the caffeine and other stimulant-driven vacation summary. There’s lots startups can learn about improving productivity by going on vacation together.

    Barrel to go over the Falls

    Over the month of February the TribeHR team has been taking advantage of low hotel prices in Niagara Falls and turned a suite at the Hilton into our office (we were at the Marriott, but the Hilton is $20 less a night and has king size beds). The goal for this little retreat to the romantic city of Niagara Falls: get TribeHR polished off, implement our new user interface, get our go to market strategy figured out, and start executing on all cylinders.

    If it works, we will be a stronger team (who can put up with each others snoring) and will have made some awesome progress. If it fails, then we know our team isn’t as good as we thought.

    Other cities we thought about were Montreal and Toronto. Toronto would have far too many distractions for us so we had settled on Montreal (we would have loved to work out of the Knotman house). The problem there was that those of us with young kids would be too far away to head home if we had to. So here we are in Niagara Falls, in a tiny hotel suite, working our asses off.

    Room with a view in Niagara Falls by TribeHRIn terms of work hours put in, when you do this, it’s pretty crazy. While in a hotel room, assuming you ignore the casino across the road, you work from around 8am to 12am, take out eating time, it is around 14 hrs or so of ‘work’ per person. It is a crazy amount of focus and the results are great, at first. Once all the easy stuff is taken on, we then have to address the bigger problems and we start to slow down. But we can work through it and it’s a heck of a lot easier when you have completely removed yourself from your routine.

    At the end of week 2 we have learned the following:

    • It takes 5 min to turn a hotel room into an office but the wifi sucks, the tv can’t use a PS3, and anything but pizza is way overpriced.
    • Not having kids wake you up at 6am doesn’t mean you won’t be awake at 6am.
    • The US side of the falls gets a rainbow in the afternoon.
    • The Starbucks coffee is never hot, Tim Horton’s wins
    • As a team we can take each others grumpy moods and swear it out until everyone is laughing again.
    • Hotel chairs spin really well, and provide a great distraction near the end of the day

    Why have we done this? Because we are still a very much a bootstrapped startup with plenty of distractions (wives, kids, other commitments) in Waterloo, and if we are going to get anything done while things are still so early, we have to immerse ourselves and get to work. It’s uncomfortable and exhausting, but it’s productive, energizing and we love it.

  • Sales, Marketing, PR and Support in Startups

    Fred Wilson wrote a few posts about marketing in startups. He really put his unvarnished opinion out there and circled back with a bug report. Sometimes when you put your opinions on paper your expose your blind spots. Fred had a few (saas, b2b, etc) that he acknowledged in the bug report.

    Howard followed up with a great post about his experience with Stocktwits. Three years in and he is just starting to look at broad acquisition channels. It makes sense because once you have the product in the right place then you can pour some fuel on the fire. Sometimes it takes 3 years, sometimes it takes more.

    A few weeks ago I was having a conversation with Mike McDerment, the co-founder and CEO of Freshbooks. I asked him about their sales operation. I wanted to know about their inside sales operation but his response was “well, our support department is our sales department”. Ok, who is your support department then? — “everyone“.

    In the following days I had similar conversations with Ali at Well.ca and Dan Debow at Rypple. They all have different configurations but the theme was the same: We are doing this ourselves.

    Sales, Marketing, PR and Support are not seperate functions in an early stage startup. Your team DNA has to be created to allow you to execute on all of these disciplines internally and to continually improve related processes. Your developers need to be integrating marketing tools in to your product and they must understand the marketing process to do that. Marketing needs to live and die by the product and in the beginning it needs to BE the product.

    That is where I see the difference between great founder/CEOs and those who misunderstand the role. A great CEO knows that it is more painful to build these skills inside the house rather than outsourcing them, but they understand that the long term benefit is more than worth it.

    In the beginning everyone is a generalist. To some degree everyone must understand everyone elses capabilities. This creates an environment of trust, respect and transparency. Development is necessarily linked to marketing, sales, support and other functions. Making sure that this happens is difficult. It is some of the hardest work you will ever do as a leader because it means exposing your own weaknesses. It means that you too have to learn from those around you. You must become a pupil again.

    Build for speed of execution, the rest will come. Hustle is a big word. A startup with hustle is one that can execute rapidly, find weaknesses, and then execute again.

    At one of my previous startups we had raised a decent amount of capital. We had enough that you could theoretically fix any problem with money. We could have just outsourced a problem and voila— fixed. I had a partner who had been through it before though, and he knew that wasn’t the long term solution. So we built every important competency internally and it was HARD. It caused a lot of frustration and it slowed us down at times, but he put our feet to the fire and made sure we even got a little burned. In the end I believe it paid off in multiples. We got fast and efficient and when we did separate the roles out more clearly it was painless and that was years into it.

    Every startup comes to a point when they need to start separating and segregating some functions, but that should happen when you are done experimenting and you are ready to execute more broadly and deeply. We all grow up but it is dangerous if it happens too soon. The scale and timing is different for every startup. It is what Howard is doing and it is what we all have to do someday.

  • Rewardli in first 500 Startups accelerator class

    The first cohort to join 500 Startups accelerator has just been announced. Included is a Canadian team led by George Favvas who is working on a project called Rewardli. Not many details on the startup yet, but the focus is “helping small business owners leverage their social graph in interesting ways.”

    George had this to say: “We are incredibly excited to be a part of the first batch of startups to go through the program. Dave McClure is obviously a very visible leader but there is an entire team behind him, not to mention a network of over 100 mentors who actively help and hold office hours in the accelerator. Unlike YCombinator, all 500 Startups accelerator companies share physical office space in Mountain View, which I think is a good idea as you can sense the energy just by walking into the room. There are events, talks, and workshops which often focus on the core themes of design, data and distribution. At the end of the program, we expect to have iterated enough to have a minimum viable product that addresses a real pain point, and raise a round of follow on financing.”

    Update: Real Ventures is participating in the seed round as well.

  • Chango closes a $4.5m Round B

    Chango has announced today that they have closed a $4.5 million B round that includes their existing investors as well as lead participation from Rho Ventures (Canada) and iNovia. Roger Chabra lead the deal for Rho and this represents his first placement since joining Rho Ventures last year.

    Christopher Dingle has also joined Chango from his role as EIR at iNovia (although he seems to have joined in October, so I am just catching up it seems). Notably absent from this round as well as the Series A is MantellaVP, who seem to be participating in the form of sweat equity but not in the form of capital placements as Duncan Hill is actively operating on the management team. Perhaps I am unclear as to Mantella’s model, I thought they were operating as a traditional fund but perhaps their model is changing. That could make sense as both Duncan Hill and Robin Axon have a lot to contribute in terms of operating capability.

    Chango is an AdWords style platform for display (banner) advertising which is focused on low-latency ad targeting and serving across networks. As inventory has become realtime they are able to distribute highly targeted ads across that inventory. This sort of targeting was not possible in past models and Chango seems to be utilizing capital to stay ahead of the curve as more players enter the space. Chango also has the unique ability to automatically generate the banner ads being served.

    The most important aspect of this deal is that Canadian capital is being put to work to power a high-potential company that otherwise likely would have closed a US focused deal. This type of growth capital was much less active just up until recently and it represents the critical role that iNovia, Rho and others are going to play in the Canadian landscape in the coming 5 years. The health of these funds is critical to our ability to create value based in Canada that can attach US and international markets with a comparable amount of resources. Albert Lai famously made a splash about the lack of growth capital in Canada in 2008 and it is my hope that the situation is now changing.

  • StartupVisa – The Canadian Edition

    Photo by http://www.flickr.com/photos/eduardozarate/3910529487/in/photostream/
    Photo by Eduardo Zarate

    Canada is a great country. One of the defining characteristics are the forward looking immigration policies that appeal to educated potential immigrants.

    Danny Robinson (@dannyrobinson), Maura Rodgers (@maurar), Boris Wertz (@bwertz) started StartupVisa.ca as a response to the StartupVisa.com created by Eric Ries, Dave McClure, Shervin Pishevar, Brad Feld, Paul Kedrosky, Manu Kumar, & Fred Wilson in the US. The goal is to modify existing Canadian immigration policy to expedite the process for entrepreneurs and change the “minimum net worth of C$300,000 that was obtained legally” to include provisions for “Canadian funding of $150,000”.

    Danny was giving me a hard time the other night because I have not signed or blogged about the StartupVisa.ca efforts (unlike Mark MacLeod, Financial Post, HackerNews, NextMontreal, TechVibes and others). I agree with the efforts in principle. I think changing the immigration policy to be more entrepreneur friendly would help Canada. My issues centre around the wording of the proposed changes. I am not policy writer, I am not a policy wonk. But it feels like the proposed changes do not meet the requirements of good policy. This is where the proposed US legislation feels more robust and complete. The provisions of the existing Entrepreneur program are great and include:

    • You must control at least one-third of the equity and actively manage a qualifying Canadian business for at least one year after becoming a permanent resident.
    • The business must have created the equivalent of at least one full-time job (1,950 hours of paid employment) for a Canadian citizen or permanent resident (other than yourself and your dependants)

    I would like to see provisions that include:

    • a better definition of “qualified Canadian funding” – we’ve seen attempts at this in the past including FedDev efforts for Southern Ontario, the goal is to specify funding sources to avoid potential immigration challenges of related to regulating potential groups of investors
    • further clarification about immigrant equity ownership as related to the investment dollars. Currently the criteria includes a definition of ownership of a Qualifying Canadian business as defined by meeting any 2 of the 4 presented criteria around ownership, net assets, sales, income or jobs. It is unclear how the impact of pre- and post- money valuations potentially have on the ownership requirement. My concern is that including further investment could dilute the entrepreneur and make them ineligible according to the sales or ownership criteria already defined in the immigration policy.

    I was also curious at the substantive change from $300,000 to $150,000. This reduction is fairly significant. The only reason I can think is that the proposed changes are about investment per person and not corporate investment. My guess is that this requirement is reduced given anecdotal evidence of current entrepreneurs and investment levels in their company from a single angel investor, i.e., this is the investment amount in the company divided by the number entrepreneurs to get $150,000. It’s just unclear how this number was derived.

    So I agree with the efforts of StartupVisa.ca crew even if I think their proposal is a little too simplistic to actually function and requires the support of policy and immigration wonks (of which I am neither). What can you do? Read the Open Letter Regarding Startup Visa Canada and if you agree endorse the petition.

    Endorse Startup Visa Canada Petition »

  • Reminder: DEMO + VentureBeat in Toronto on Jan 13

    DEMO Launchpad for Emerging Tech

    Rogers VenturesOur friends at Rogers Ventures are hosting a DEMO day with VentureBeat on January 13, 2011. This is part of a east coast swing that includes New York and Toronto. They are looking to finalize the presenting companies. If you are interested in being one (1) of the ten (10) companies make sure you apply to present.

    The great news is that even if you don’t/can’t pitch for the full day session there are still lots of opportunities. You can join the social happening at the Century Room on King St W starting at 7:30pm. You need to register to attend.

    It’s great that we’ve built a strong community of entrepreneurs, marketers, designers and developers in Toronto. It’s attracting world-class folks like Matt Marshall (@mmarshall) and Nate Werlin to brave the cold and snow (though still way less than NYC) and find great startups in Toronto. We even have DEMO alumni and DEMOgods like Scott Annan and Alec Saunders (though both are from Ottawa, hmmmm). It’s got me thinking we need to host another DemoCamp at some point in the near future. Stay tuned and I’ll see you on Jan 13th.

    Full details at VentureBeat.

  • A vendetta to get you up in the morning

    I always like to say that a little vendetta is healthy for a startup. A vendetta, or keeping frenemies as Mark Suster wrote, can be a positive way to differentiate yourself if you understand the bigger picture. It is risky as part of of a company culture, but when you believe in something enough you can use it to your advantage.

    Now, the term vendetta might be a little harsh at least by the letter of its definition. Perhaps frenemies is a little more more palatable.

    The best playbook on this is Marc Benioff’s Behind the Cloud and Mark covers the rest in his post (especially the advice: Do not actually think your competition is stupid), so I will only add:

    The bigger message has to be positive

    Mark Suster mentioned Marc Benioff in his post. If you dig in on how Marc has positioned Salesforce against the rest of the industry it can, on the surface, seem very confrontational. The truth is that every jab Marc takes seems significant because he draws momentum from his very positive and forward thinking vision for Cloud Computing/SaaS.

    Without that leadership then Marc might have been less endearing, but instead he gave more positive thinking and leadership than he did negative. That meant that when Salesforce did use negative tact (their logo is an example of negative messaging), then it was easy for the customer to understand where that negative message fits in to a larger picture. Without the bigger picture? It’s just negative.

    Know what you are not

    In my most recent startup we were stacked up against a handful of competitors during a “pitch day” to the executive of the customer. It was a “must win” deal for us but it was still a longshot because we were up against some well entrenched competitors who “owned” the industry. The truth is that we had harboured a quiet vendetta against these guys for ages and it drove us to understand their business as much as possible. “Competitive intelligence” was not something we did formally, but I realized at that moment that it had become a small hobby. We would research what the competition was doing, who they had doing it, and how their customers felt about it.

    The end result was that we knew exactly how to position ourselves to differentiate away from the rest of the competition. When the customer thought about the pitches they thought about us on one side and the competition as a cluster on the other. Our value vs. theirs was implied and we didn’t have to spell it out or waste valuable time in our pitch. We knew what they were and what we didn’t want to be. We just had to believe that it was how the customer felt as well.

    Don’t be a hater

    That is all to say: Don’t be a hater. Don’t make it personal. Don’t be vindictive. Love the game of it all.

    In the end: it is a game and if you don’t realize that you will be the first to run out of steam.

    This is all especially true in enterprise software where the customers (nee users) are actually being treated like crap by your competition. A little empathy goes a long way with them.

    A lot of people like to pretend they love their competition and talk a friendly game. That is fine, it is probably your best default position, but when the time comes to walk out of that corner and start landing punches then we all expect you to make them count. Your customers will respect it, your employees will respect it and more than any other: your competition will respect it.

    Just make it count.

  • Making 2011 a BIG year

    2011 is the year for us to find some winners and to make them explode on to the international scene. 2011 is the year for Canada to pull out of the pit and to hit the track hard. It is going to get a bit crazy and you have to decide for yourself whether that is a good thing or not.

    2011 is the year we capitalize on some of the hustle of the last 3 years and when we all focus on building some huge successes.

    For a lot of people 2011 is the year of winning big.

    Economic indicators continue to suck, but it doesn’t seem like anyone cares. Competition is heating up and everyone is ready for a good brawl. Year of gluttony. Present company excepted of course.

    Howard is going to Russia. As an EIR I have been practicing sitting back in my chair, putting my hands behind my head and saying “What’s your China strategy??” (that’s a joke BTW)

    The IPO market will not be back in 2011 though. Frankly, I don’t care.

    You are going to hear less editorial from us at StartupNorth in 2011 because we are going to be focused on the big wins. I am putting my money and time to work in startups that I think are going to KILL IT. Where are you focusing on 2011?

    2011 isn’t about kumbaya for me. It’s about making the best of a good time. We live in good times. I’m not throwing the baby out with the bathwater, but I want to see the baby put to work.

    This is the year to take your shot. Either exit or go big

    Opportunities in 2011 will be outsized compared to what we have seen and may be better than we will see again for another five years.

    The bears are all tired and the bulls will be back to buying. The “early exits” and “talent acquisitions” we have seen in the last 18 months will continue, but we will also be back to some really big opportunities.

    This is the year to take that leap.

    Whether you’ve been working on an OK business that needs scale, or you have a killer founding team ready to come together to attack a huge market, then this is the time to gather resources and to really focus on making it happen.

    Can you do it in Canada? Good teams are going to get funded. Good teams and big ideas. Before you start worrying about your idea, think about your team and how you are going to execute.

    This is the year to try that big idea.

    Whatever you are passionate about, 2011 is the year when people with big ideas will finally be listened to again. No more “that will never work” — it’s going to be optimism and opportunity. People are ready to listen to visionaries again and we need them. Whether it is social change, a new startup or a research project — this is your time to roll.

    If you have been sitting on the sidelines then it is time to get off your butt and make your move. Now or never.

    Losers will be lost

    For some reason people always think that it is the losers that win in “good times”. That’s a load of crap. Bad companies will always be bad companies. They aren’t going to get any further ahead in 2011.

    Focus is still the name of the game

    Smart entrepreneurs will not be focused on valuations they are going to be focused on working with winners, because the wannabes are going to be coming out of the woodwork. Smart VCs will double down on the markets that they know well. This is not the year to spread yourself thin looking for the next sexy deal, it’s the year to double down on deals you understand and that you can ride right to the end.

    Canadian funds need to avoid being used as “runway” in later stage US deals. DIG IN and focus on taking good opportunities from Seed to Exit. Making things is still worth more than buying things.

    I normally hate predictions, resolutions and anything “year end”, but this time I am too optimistic to hold it back. I am already waving goodbye to 2010 and as far as I am concerned it is 2011 already.