Comments on: The CEO vs. Venture Capitalist

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By: DV Henkel-Wallace

DV Henkel-Wallace — Tue, 11 Apr 2006 11:46:47 +0000

I would agree with Mr Shah. Right now my lead investor is willing to give me practically infinite time. That is, if I call I’ll get a call back the same day — usually with an answer to my question. And the answers have a higher percentage of “hits” than “misses” than I would have guessed.

But I reckon it’s because he’s _not_ on a huge number of boards — right now. But he _has_ been. That’s bad news for younger VCs: it’s hard for a newer VC to be able to have the same depth of network as an older one, pretty much by definition.

In my experience both as a board member and CEO, the amount of help the CEO gets is a signed quantity — higher magnitude is not always helpful. I know I have unfortunately been on both sides of the zero point as a board member. Board members can’t always know which is which — and being on too many boards means they won’t know enough about the company to get it right!

By: Computerworld Blogs

Computerworld Blogs — Tue, 11 Apr 2006 06:41:09 +0000

JBoss under the Red Hat brim (and a couple of dags rapping)

Strewth, cobber! It’s IT Blogwatch, in which Red Hat buys JBoss for heaps of cash. Not to mention a couple of dags rapping [badly] …

By: Shifting Gears

Shifting Gears — Mon, 10 Apr 2006 17:38:47 +0000

The CEO vs. Venture Capitalist

Personally, Iï¿½m not too worried about how many boards my VCs sit on. As long as they have time to…

By: Dharmesh Shah

Dharmesh Shah — Mon, 10 Apr 2006 11:30:29 +0000

As a counter-point to the VC argument that sitting on more boards increases the size of the network and thereby increases the value to the CEO (portfolio company), I would offer the following:

1. This assumes that sitting on boards is the most effective way to expand the network that might be useful to portfolio companies.

2. This also assumes that the best “value” that can be delivered is the size of the VC network.

I’m doubtful of both the assumptions below. I would further argue that the dominant factor in how much value a VC can bring to the startup is how much time they can allocate to helping the CEO (in whatever way appropriate). This time is inversely proportional to the number of board seats the VC has. So, one could argue that the higher the number of board seats, the lower the value.