Dan Lupu - Venture Partner Earlybird Venture Capital, Early Stage Investor and the one who discovered UiPath, spoke at Breakfast with Founders, an event organized by GapMinder VC and Creandum, about some of the mistakes entrepreneurs make:
✅ Given the nature of investing in technology, I have seen more failures than successes. Usually, investors tell you what to do, but they tell you what not to do in the global market or starting companies. Sometimes, this might help people more than telling them what to do.
✅ I think that one of the mistakes is that startups get pushed to expand to the mythical US market. Sometimes, investors go for that for the right or the wrong reasons, and many times for the wrong reasons. And I saw it happening over and over. US expansion can be outsourced to a third party without personal involvement from the existing team and, more importantly, from the leadership and the founders. Founders like to travel to the US but want to avoid living in the US. When they get there, they meet some brilliant US salespersons, and after they recruit the sales guys, the founders find out that these guys need to meet their quota. If you start doing the math, you realize that you must pay 100 people, and only 60% meet 80% of the quota. Your commitment and spending on the US market need to be clarified. You end up with a considerable cost base in a no-return situation. Because you need to meet your numbers to get additional funding, which is the death trap. Many get to go there.
✅ Another mistake I've seen is that many companies from the region come with a very technical team. CEO, CTO - everybody is technical.
And especially if you get some funding, the investors will push for revenues. All of a sudden, you start thinking about hiring a CRO. Usually, you get access to people from a different region who speak the language better than you and who have more life experience, and you end up paying them a lot of money. You pay them much money and look at them as if they were a God—the God of the building market. And there's zero supervision and zero questioning about plans. Six months down the road, you realize that the plan didn't make sense, there was no supervision, so there was no reward, and the company ended up in a challenging situation.
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