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The second meeting you have with an investor can have a few goals. This second meeting could be casual, or it could be around a conference table, where youโre repeating what you said in your first meeting to more people. An investor might be thinking, โI just want to know more so that if I do say no, I know Iโve done my research.โ Or they might tell you, โI want you to come in and pitch this to four other people.โ In the latter case, hopefully, the VC youโve already met with becomes a kind of sponsor for you at the firm. The investor whoโs sponsoring you will tell you what to expect. She might tell you a few things about the other people youโll be meeting, like, โJohnโs enthusiastic, Ella is skeptical.โ They will tell you to come in and pitch your deck or just to repeat what you said in the first meeting, and theyโll tell you how long the meeting will be.
If the investors want a third meeting, things are getting pretty serious. If you havenโt met with partners at the firm yet, you will now (these would be โpartner meetingsโ). Theyโre thinking, โAlright, weโre really interested, we think we want to make a deal. Weโve done our research, and now we want some answers to a few questions we canโt answer on our own. Like, โHow are you thinking about X company as a competitor? This is the issue thatโs kind of outstanding for us.โ Your job is to convince them youโve thought of everything. If youโre coming in to the firm for a third meeting, your sponsoring investor will tell you what to expect. If you havenโt delivered a formal pitch yet, you will now.
At later stages, the nature of these meetings evolves. For a company raising Series B, the VCs are going to ask deeper questions focused on numbers, your business model, and economics. โWe did some diligence on this and we want to dig into your financials and see how youโre calculating X.โ But at earlier stages, VCs are just trying to figure out how you think problems through.
At some point around the second or third meeting, the VCs will start doing more serious reference checks. Usually theyโll ask you, โWho should we talk to who can give us an honest take on your work?โ Have these names in mind, and make sure youโve reached out to these people to make sure theyโd be willing to receive a call or email from the firm youโve been meeting with. They could be past coworkers, past investors if youโve already raised a round, or mentors. They should not be college roommates (unless you started a company with that person!) or family members.
Investorsโ due diligence can also include talking with a few of your companyโs customers, if you have any.
โimportantโ Remember, investors have limited time. Theyโre meeting with dozens of founders every week. Having an investor ask for references can be frightening, but keep in mind that this is a good sign. Whatever time they spend checking your references, theyโre not spending researching other companies to invest in. The more time theyโre willing to invest in you, the more serious they are about turning that time into money.
Once you get to your third meeting, youโre going to have a sense of whether itโs going well. Your first task is to get the firm sold on working with you. Once you feel like youโre there, this is your opportunity to ask a lot of questions from the firm.
Some founders feel more comfortable saving all their questions for a third meeting. Others might wait until the investors have offered a term sheet, and respond with something like, โCool, I have a few questions. Can we hop on the phone?โ You want to make sure investors are excited about your company before you bombard them with details, but you should also feel free to ask questions at every meeting you take. Itโll show you know what youโre doing! Whatever your style, the most important thing is that you feel youโve gotten all your questions answered. Before you meet with anyone, itโs wise to have a list of questions you want answered from every firm, and check them off as you go along.
Some of these questions fall under the category of due diligence, focused questions about what it would be like to work with this firm. โWhat would happen in the case that one of the partners Iโd be working with whoโd be on my board leaves the company?โ โHow do you make a decision on a deal? Consensus from the team, or one person?โ Run through a whole set of questions. Not only will this educate you, but itโll show the firm that youโre thoughtful, reasonable, and serious.
Hereโs helpful phrasing for a couple of common questions you might ask:
When you want to test a VCโs interest to determine where to put your energy, you donโt want to sound desperate or pushy: โI know that youโre not likely to give me a strong indication at this meeting, but Iโd love to know if this is the sort of opportunity you could imagine taking. Iโll happily put in the work to persuade you over time! But would I be better off focusing my attention on other VCs?โ*
โAre you planning on investing in this space any time soon?โ This is a favorite tip from startup consultant Eric Friedman, who reminds us that this usually yields a good discussion about who the investors have seen in the space, and might lead naturally into whether they are interested in this very meeting.
โcontributeโ We will add more helpful phrasing for challenging moments in investor meetings. Are there questions youโve faced that you didnโt quite know how to answer? Let us know in a comment here.
As always, we recommend being nice. There are VCs out there who respond well to bravado, to founders who ask questions like, โWhy should I let you in my round?โ Some might see this as confident, others will think, โI donโt want to work with this person.โ There are other ways to build a sense of scarcity.
If the investors havenโt brought up any numbers by the third meeting, you should ask, โHey, I feel like weโre getting pretty far along. Can we talk about price so we make sure weโre on the same page?โ Before a firm makes a deal, you should have discussed what a good deal would look like to you and what youโre expecting with regard to valuation.
โcontroversyโ There is some disagreement on whether to ask for a specific number, or a range, when it comes to the investment dollars you want.
One side says to avoid giving a desired valuation because youโll end up having to back that up, or maybe an investor will decide too early that theyโre not interested. If you were to go this route and avoid specifics (something Rob Go of NextView Ventures advises, as does Paul Graham in his (somewhat outdated) 2013 piece โHow to Raise Moneyโ) and an investor pushes the point, you can say something like, โIโm not really focused on valuation. Iโm more interested in finding the right fit in a partner.โ
โimportantโ We strongly believe that if you cannot back up your desired valuation you simply arenโt ready to raise money. Hereโs our take:
Pick the number you think you need and be able to articulate a strong, rational case for why that number is right. You might go up by a million, you might take a little extra. But know in your head what valuation youโre expecting, because that affects how much money youโll take. Is the amount connected to reality? Ask your lawyer what theyโre seeing for seed deals like yours. Ask around for whatโs โmarketโ for a company at your stage (for example, for a company with a product, with customers and revenue, or a company thatโs reached product-market fit). When youโre raising a later round, investors you already have who are unable to lead your next round can give you good advice about what to ask for.
If you want some wiggle room or are reluctant to get too specific with investors, giving them a lower number than what you need can be a smart move. Among other reasons, a lower number makes you appear closer to your goal, which will increase the investorโs confidence in you and their urgency to invest in your company.
Finally, donโt expect a sky-high valuation. The odds of your company reaching a billion dollar valuationโso-called unicorn statusโare less than one in a hundred according to a CB Insights study of a thousand companies that raised seed rounds between 2008 and 2010.*
โimportantโ In any case, valuation shouldnโt be your main focus. Look for investors you can trust, who offer terms that wonโt destroy your business and your personal finances if times get rough. The right investor may be worth compromising on valuation or even the amount of money you raise. You want to like the VC that invests in you.* It may even be worth it to raise less money if youโre raising it from someone you like. Remember, you could be in a relationship with a firm and even a particular partner for 11 years or more before IPO!
For a lot more information on how to set a valuation, visit our section Determining How Much To Raise.
So you made it into the room. The room where decisions happen. Where financing is secured. Careers are made. Legacies begin. Wait, this is that room, right?
Not quite.
By the second or third meeting with investors from a firm, youโre going to a conference room, where a few people are going to sit around a table and welcome you to speak to them for a few minutes of your life. Your job is to show them that your company has a great story and the substance to back that story up.