Draper Fisher Jurvetson
Heidi Roizen is a Venture Partner at Draper Fisher Jurvetson. She has spent her life immersed in the Silicon Valley ecosystem as an entrepreneur, corporate executive, venture capitalist, educator and member of the boards of directors of private and public companies, trade associations and nonprofit institutions.
After receiving her undergraduate and MBA degrees from Stanford University, Roizen co-founded T/Maker Company (an early personal computer software company) in 1983, where she served as CEO from inception through its acquisition by Deluxe Corporation in 1994. In 1996, Roizen joined Apple as Vice President of Worldwide Developer Relations. From there, Roizen entered the venture capital world, serving as a Managing Director of Mobius Venture Capital from 1999 to 2007.
Roizen is also a Fenwick and West Entrepreneurship Educator in the School of Engineering at Stanford University, where she teaches the course Spirit of Entrepreneurship. She is a member of the boards of directors of TiVo (NASDAQ: TIVO), Prysm, TrustedID, ShareThis and XTime, and serves on the advisory boards of Springboard Enterprises and the National Center for Women in Information Technology.
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Last Updated: Tue, Sep 25, 2012
Roizen thinks that one of the biggest mistakes companies made in their hayday was considering VC money as their own. Entrepreneurs forgot they had to pay back their investments. If there is any value that gets created as a result of the entrepreneurs sweat and VC money, she says, then the VC's get the money back first.
It is important that the startup team have experience - a combination of grey hair and youth is good, says Roizen. VC's have learned that it is not wise to fund a team with only college students, but older people cannot get funding without youth. VC's are looking for a technology to exploit with a team of individuals comprised of young and experienced members.
Roizen talks about the importance of bootstrapping and maintaining control of the company in the early stages. Not only do entrepreneurs have to work for a living, they also have to make the money raised last for a longer time. When capital became easily available, Roizen notes that people stop making money the old fashion way: by working. If you make profit, you don't need other people to invest in your company, she says.
Responding to a question from Heidi Roizen, Stanford alumni panelists describe the challenge of exporting aspects of Stanford's entrepreneurial ecosystem. Sequoia Capital's Roelof Botha expresses the need for patience in developing interplay between academia, finance and industry, as well as flexible legal and financial conditions. Kit Rodgers of Cryptography Research also articulates why a willingness to fail is a crucial attitude for developing a vibrant ecosystem.
This special presentation features a panel of Stanford alumni reflecting on their personal entrepreneurial experiences at Stanford and in the vibrant Silicon Valley ecosystem. This conversation follows a presentation of remarkable results from the Stanford Innovation Survey, measuring the economic impact of Stanford alumni engaged in entrepreneurial activity.
This special presentation features a panel of Stanford alumni reflecting on their personal entrepreneurial experiences at Stanford and in the vibrant Silicon Valley ecosystem. This conversation follows a presentation of remarkable results from the Stanford Innovation Survey, measuring the economic impact of Stanford alumni engaged in entrepreneurial activity.
Heidi Roizen, managing director for Mobius Venture Capital, explains that Mobius Venture Capital has $1.5 B under management in current fund, $1 B in prior fund, and 100 active portfolio companies. There are ten VCs at Mobius who invest mostly in software, communication, wireless, next generation and web services, she says.
In an interview with Forbes magazine, Roizen projects what will happen in 2002. Mobius Venture Capital is excited to move forward. Since the bubble of 2001, companies that should have died have died, and those that are struggling are beginning to gain some traction.
Roizen believes terms are more important than a startup's valuation. One of the biggest mistakes entrepreneurs can make is to sell part of the company, think they've made a few million dollars, and then forget to factor in the investment from VCs, she says.
Roizen believes the biggest impact VCs can have is recruiting. At Mobius, she says, they have four fulltime recruiters to find the right people for all their companies. VCs also call the issues, and thus play a very critical role.
Roizen believes startups should have venture capital, but at the right time and used judiciously. She talks about the Barbell syndrome, where startups raise money for the first and last rounds, but not the rounds in between. It is very difficult to raise these middle rounds, which allow startups to treat money better.
Roizen talks about performance and limited partners in venture capital. Smaller funds on the most part are suffering. A large funds success depends on what a startup's past performance has been.
The most successful teams and ventures demonstrate passion and the ability to solve problems and create solid business plans, Roizen says. Yet, they were not in it to get wealthy. The strength of the team was their cohesiveness, she says.
Heidi Roizen explains the advantages of using existing profits to fund new ideas, as the resulting startup is not beholden to anyone else. She also states the importance of attracting venture capital, but only at the appropriate time in a company's development.
Roizen talks about the importance of customers. She shares a story where an entrepreneur identified a problem, took time to develop a solution, and got real customers to pay him to make the product.
Roizen believes the M&A market has always been a primary source of liquidity. She explains why big companies examine burn rate and ways to cut cost before they purchase smaller companies who may not be breaking even.
Timing is everything when starting a company, Roizen says. Mobius raised their money in a good time and now have a lot of gas in the tank, she notes. Some companies needed money in June 2001 when people were not answering phone calls. She considers this an example of bad timing.
Roizen provides tips for giving good pitches. First, focus on getting to the next step. The day you come in for an hour-long meeting, she says, plan on a 20 min. presentation (no more); get to the value proposition in 5 minutes; be articulate; manage the meeting; show experience and establish credibility.
Roizen gives an inside glance at what VCs hopes to invest in. Her company, Mobius, is looking to invest in various fields from nanotechnology to component level architecture, to systems and wireless space.
Roizen makes it clear that VCs will not give all the money up front. It is important for startups to set milestones, and develop a relationship with a VC, she says. At Mobius, VCs collect data on all portfolio companies on a weekly basis to best understand their companies. They do so to improve their companies' performance.