How to get a job as a Venture capitalist

I get an email or two a week from folks wanting to be a Venture Capitalist. Usually its to ask for introductions to a VC firm or to forward their resume. Most of these folks have a technical background and some have an MBA. Since most people sending the email dont ask me how they could really get a job at a VC firm, I thought I’d outline that for them.

There are broadly 3 operating roles in a VC firm – General Partner (GP), Associate / Principal (AP) and Operating partner (OP). There are other roles such as Venture partner, but those are fairly rare. Limited Partners LP’s) are not part of a VC’s fund’s operating roles, they are investors in a VC fund.

Most VC firms have between 2-5 GP’s, and 2-5 AP’s and 1-2 OP’s. (source: PDF)

GP’s take the most risk, since they raise the fund from institutional investors so they tend to get the highest salaries and profits the firm makes from the investments. To be a GP you should have enough capability to raise funds (the most important aspect) and deploy those funds to provide a better return (which is: invest in startups and ensure they have great exit). Most GP’s (over 60%) I know have a degree from a top notch school (think Harvard MBA, Stanford MBA or in India IIT and IIM). Please see list of VC firms (below) in India. My analysis of GP’s in those firms indicates unless you have been an entrepreneur before with a successful exit OR from a IIT / IIM, with over 10+ years of experience OR you can raise money from other investors, your chances of being a GP are very low (less than 10%). Unless you can raise money to be a fund on your own, you will have to spend 10+ years being an AP and then graduate to being a GP.

AP’s are usually junior folks, and of the ~120+ AP’s in the list of firms below, more than 69, (> 50%) are from IIT, IIM, McKinsey backgrounds. So if you are a fresh grad or someone with 2-5 years of experience, and not from a top school, your chances of getting into a VC firm as an AP are not high. Its not impossible, but there are only 400+ firms in India and so a max of about 1500 AP positions, which means a best case of about 700 (<50%) positions. The good news is over the last 5-10 years the % of IIT, IIM grads as AP’s has dropped from over 80% to less than 60%.

Operating partners are usually CFO’s or Legal advisors, so your technology background wont qualify you for a role there. More likely a legal degree or a CPA / CA certification is required.

So how do you get a job as a VC if you are not from a top school or you dont have ability to raise money?

1. Be an entrepreneur first: Most VC’s who are not from top schools end up being one because they made money for the VC firm that invested in them. If you are an entrepreneur and you raise money from a VC firm, and then have a successful exit, the chances of you becoming a VC improve dramatically. Surprisingly, even if you dont have a successful exit, your chances of getting into a VC firm improve many fold. If you had a successful exit however, you can possibly raise your own fund, and write your own ticket.

2. Help rich investors make money: As I point out before a key part of being a VC is the ability to raise money. Most folks who I get emails from are like me (15 years ago). I did not have the network to raise funds at that time and neither did I have a lot of money myself to start a VC fund. Raising money from other rich people involves them trusting and knowing you (they are friends, family, etc.) OR you having made money for them before. I suspect like me, most of the folks emailing me dont have very rich uncles and aunts, so the best strategy is to help rich folks get richer. This might include introducing them to startups which need investment and then exit to make your investors a profit, or making money for them via the stock market and generating enough returns to both satisfy them and to make a tidy sum for yourself.

3. Work yourself into that role: VC’s dont recruit by going to campus interviews or by posting on job boards. If they do, be vary, and run away. Most good VC’s I know only hire from their network or trust a executive search firm to help them get the right AP candidates. Get to know and help executive search (Kornferry or Stanton Chase) recruiters get other candidates (for other roles) and keep your name on their radar. They might come to you when a VC job comes up.

The other approach is to network with VC’s so they will let you know when their firm has an opening for an AP. To be on their radar, help them source and talk to great entrepreneurs and send them good quality companies to invest in. Alternately if you have an uncle or aunt at a VC firm, you can get that AP role fairly easily.

Of course the easiest way to be a VC is to bankroll the fund with your own money, if you have that much money, then this post is largely useless for you.

List of VC firms (sorted by no particular order), where I have a connection, so if you want an intro, I can help you.

DFJ http://www.dfj.com/cgi-bin/cgi-networkportfolio/search.cgi
IUVP http://www.iuvp.com/portfolio.htm
Bessemer Venture Partners http://www.bvp.com/Portfolio/Default.aspx
Saif Partners http://www.saifpartners.com/portfolio
Cannan Partners http://www.canaan.com/home/companies/india/
Venture East http://www.ventureast.net/Portfolio.html
India Innovation Fund http://www.nasscom.in/Nasscom/templates/NormalPage.aspx?id=53252
Nexus Venture Partners http://www.nexusvp.com/companies.asp
Inventus Capital http://www.inventuscap.com/portfolio.html
Helion http://www.helionvc.com/portfolio.htm
Footprint Ventures http://www.footprintventures.com/portfolio.htm
IDG ventures http://www.idgvcindia.com/global_portfolio.htm
Ojas Ventures http://www.ojasventures.com/portfolio.html
Naukri InfoEdge http://www.infoedge.in/ir-financial-fys.asp
Accel http://accel.com/company/sector.php?sector_view=122100
Nirvana Ventures http://www.nirvanaventureadvisors.com/
Everstone Capital http://www.everstonecapital.com/
Epiphany Ventures http://epiphanyventures.in/team.asp
Seed Fund http://seedfund.in/investees/
Silicon Valley Bank http://www.svb.com/india/
India Internet Fund http://www.indiainternetfund.com
New Silk Route http://nsrpartners.com/portfolio/sector
Sequoia http://www.sequoiacap.com/india/early
Lightspeed Partners http://www.lightspeedvp.com/Portfolio/Default.aspx?i=1&t=0
Greylock http://www.greylock.com/portfolio/portfolio/
Benchmark http://www.benchmark.com/companies/
KPCB http://www.kpcb.com/portfolio/portfolio.php?communication
General Atlantic http://www.generalatlantic.com/en/companies/region/4
Ascent Capital http://www.ascentcapital.in/
Reliance Venture Asset Management http://www.relianceventure.com/portfolio.html
Intel Capital http://www.intel.com/about/companyinfo/capital/portfolio/index.htm?country=india
IFCI VC Funds http://www.ifciventure.com/Success%20Stories
Matrix Partners India http://www.matrixpartners.in/portfolio.php?category_id=8
Kitven http://www.kitven.com/port.htm
Rajasthan Venture Fund http://www.rvcf.org/portfolio.html
Norwest Venture Partners http://www.nvp.com/NVP%20India.aspx
Clearstone Venture Partners http://www.clearstone.in/content/html/portfolio-location.htm
ePlanet Capital http://www.eplanetventures.com/team
Artiman Ventures http://www.artimanventures.com/team.html
Indavest http://www.indavest.com/portfolio.html
Sherpalo http://www.sherpalo.com/portfolio/index.php
Catamaran Ventures http://www.catamaranventures.com/
Battery Ventures http://www.battery.com/portfolio/international.html
Qualcomm http://www.qualcommventures.com/team
Blume Ventures http://blumeventures.com/
Mayfield Fund http://www.mayfield.com/
Andreessen Horowitz http://a16z.com/
First Round Capital http://www.firstround.com/
Union Square ventures http://www.usv.com/
Khosla Ventures http://www.khoslaventures.com/khosla/default.html

Monday morning thanks to 3 people that keep me blogging

Short post – mostly thanks.

I took a conscious decision to blog more and attend fewer events this year. So far, I am keeping the blog end of the bargain.

I have found that to have the discipline to do something frequently you have to get people to help support you. Three people have done that by consistently commenting frequently and most importantly giving me alternative perspectives and made me think.

Ravi Srinivas, Vikram Janardhan and Sangeetha Bajaj – thank you very much.

Thanks you to I look forward to writing half baked posts, just so I can get some reaction.

Unpluggd: a Quick take on Uber Labs

I was the first speaker on the Unpluggd series a few years ago. I have very fond memories of the event, which was held at Honeywell offices. A little over 50-80 people joined us at a fairly small lunch room converted into a hall.

I attended the latest Unplugged on Saturday at MLR convention center. The first thing that came to mind when I walked up the steps to the auditorium was “You’ve come a long way baby“.

First off, kudos to Ashish, Kunal and Pratyush and the many others who worked tirelessly behind the scenes to get this to happen.

There were between 500 and 600 people at the event and it was buzzing. The first event had 2 sponsors, and Honeywell sponsored the location. This event had standing (or sitting in the aisles) room only even for the last talk in the day and top notch speakers and sponsors.

I was very impressed with both the quality of the 10 companies that presented (disclosure: Vinita, my wife presented her company GitGrow at the event) and the quality of the speakers.

One company in particular, UberLabs talked about their product gazeMetrix. One word – awesome.

No other words.

I have been to 5 demo days in India and over 11 in the US. This product in any of those demo days would have been among the top 3. The quality of the idea and its execution was crisp.

The entrepreneur in me says – just fund this entrepreneur. The investor in me says – get ready for a tough slog for the next few years. The product is good, but the challenge is going to be distribution. B2B companies targeting India alone struggle even with the best products. Targeting US (the primary market) for this out of India is always a challenge. What they will end up doing I suspect is to go Westward (like InterviewStreet, Orange scape and others).

That’s no necessarily a bad thing, but I just wish we had more early adopters both in the consumer and business side to help companies like Uber Labs thrive in India without having to leave India.

Rant alert! How Silicon Valley is becoming more like Bollywood

There are many things I like about Silicon Valley. The things that need work though, is that it chases the shiny new thing faster than the fashion industry. Of course there’s nothing wrong with that, but its the me-too”ness” that bugs you after a while. Kinda like Bollywood.

Take storytelling for instance. Every incubator and startup now has a “storyline” that they adhere to. Similar to Bollywood.

The Bollywood stories are boy-meets-girl variety garden romance, or the 5 different variations of someone’s been wronged.

Silicon Valley now has their “storyline” – “I was doing <something inane> and I faced <this really silly problem> so I decided to build <this toy> because I am passionate about <something they really are not passionate about>.

Take this from ex Admob founder Omar

“The idea originated when my wife was shopping for a coffee table. She spent of bunch of time browsing the web, collecting her options in a gmail draft, and then sent me an email of blue links that I was supposed to click on one by one to form an opinion. By the time I got to the fourth one, I had forgotten what the first one looked like, what the prices of any of them were, and certainly had not checked reviews or anything else that would help me give her a more informed opinion. At the same time, my family was planning a vacation with a group of friends, and all of our decisions from hotels, to activities, to areas to visit, were all being made in roughly the same way.”

The pez dispenser story is so 1999 was my thinking, but every startup’s got the same story going. Scratch your own itch is what its called.

Here’s another one from Pair

We had a problem. We had just moved to Mountain View, but our girlfriends were still in Canada. We tried using text message, and Facebook to stay in touch, but we really felt like there should be a better way to stay in touch with our partners. We realized that we were sending over 90% of our messages to a single person using tools that were designed to send messages to everyone you know. There didn’t seem to be a better way. So we made one 🙂

There’s nothing wrong with it per se, but its very cliche and sounds construed and fake.

What’s your take? Is it lame or does it really “make the company more human and personable”?

Startup Idea: Blackbox flight recorder for startups

How do you figure out which events matter and which dont in your startup?

Some events in your startup journey are obviously huge. First version of product shipped. First customer payment. First hire. First funding (maybe). Others are more innocuous. They slide by many times without any fanfare. Like the first time a customer logs a complaint. There are many cynics who might say

“Yes, because if every second of your <startup> life isn’t documented then it doesn’t really exist, right?”

Yet those same cynics might not understand that most entrepreneurs dont know which seconds are important and which ones are not. Most of these are better evaluated in hindsight.

What if you could “record” your startup’s seconds? Automatically?

You actually can, if you use the Cloud – since everything in on the cloud its easy to record.

What’s needed is a “black box flight recorder for startups“.

It helps you “login” to all your cloud services and automatically categorizes these events into buckets.

Then it helps your figure out what triggers something.

It can be a huge help for incubators.

It could also help create a framework for decision making.

So, please – build one already.

Big disruptions in the recruitment industry

There are 2 interesting links today that are worth reading. One from Pando daily says Angel List is helping match 600+ potential hires to startup companies each week. That’s a huge number.

“Rather than operating like a normal job board, it matches people who failed to raise money or whose startup didn’t work out with companies that have yet to raise money.”

Second, an article on LinkedIn about how recruiters now use LinkedIn as their primary sourcing tool.

“LinkedIn enjoys a vast sweet spot between those two extremes, helping fill high-skill jobs that pay anywhere from $50,000 to $250,000 or more a year.”

Search agencies now get less than 2% of Adobe’s business in the Americas. (Compared to 20%)

I love it. Larger companies are going to LinkedIn to bypass recruiters and smaller companies are being introduced by more effective job boards. Granted this wont work for 100% of the companies, but it will work for 80% of a certain type of roles.

So what happens to the traditional recruiter?

The same thing that SaaS did to enterprise sales people. The quality sales people who built relationships will be enormously successful. The mediocre ones will be relegated to a inside sales position with vastly different jobs. They will focus on nurturing their prospective employees instead of spamming them with job descriptions.

Hiring for startups will never be the same again for sure.

How to A/B test your job description and hack your way to hiring success

The last post on hiring for startups touched a nerve with many recruiters, many who emailed me on why I was negative about their profession. I did not intend to throw them under the bus, but the post came off reading that way. So, to my recruiter friends, apologies. I could have been more judicious with my choice of words. I assure you though that my words are not worth their weight in gold, so many startup entrepreneurs will still call you to help them with their recruiting. To those that claim spamming is helping, please stop.

Onward and upward.

This post is about hacking your job description. Or in the new age way of putting it – A/B testing it.

I had to hire 3 engineers for our new startup. The first step I took was to send an email to a few good fellow entrepreneurs and friends.

Version 1.0 < or bachelor #1>

I told them:

“Ideal candidate will have 3+ years experience in web or mobile technologies. Should be a hands on developer (PHP, Ruby, MySQL, Java or Python)”.

After 2 weeks and 30+ emails later I got 4 resumes from friends of friends. They were “technically sound” according to my network and within my budget but were mostly out-of-towners.

I phone screened two of them to find them fairly challenged in terms of their communication skills, and the remaining two wanted me to assure them a job before they made the trip to Bangalore (I was willing to pay for their trip, but not assure a job until I met them and interviewed them).

Version 2.0 <or bachelor #2>

I added “Good communication skills required. Position is in Bangalore.” And posted it on my twitter profile, LinkedIn and facebook account.

3 more resumes landed on my inbox, but none of them were even a close fit. One person said in their email, he was a test engineer and wanted to move into development and the second was a ASP/.NET developer who “could learn PHP quickly”, but had been in Windows development for the last 3 years. The third sent me an email, saying ” I am currently 25K salary, looking for 40% hike”, in his 3rd sentence, without any questions about either the job, the company or the technology.

Version 3.0 <or bachelor #3>

I decided the simple useless job description I wrote was just that – useless. I had forgotten the cardinal rule – Sell yourself, sell the job, sell your company.

So I did a ginormous makeover. I posted version 3 on hasgeek – I titled the role “developer in residence” not tech lead.

Worked like a charm. I got 4 very high quality candidates asking for what a “developer in residence” meant. Two were very qualified, professional and very good fit for the role.

I did not stop at version 3, but went to a refined “pitch the value, not the features” version.

Version 4.0 or <bachelor #4>

I added the following and posted version 4 on hasgeek.

“We have a complete 12 quarter hands-on program outline for you to feel ready to start your own company, which we will invest in to get you best prepared for entrepreneurship.

Job perks

  • Catered lunch every friday.
  • Ability to network and meet venture investors and angel investors in special invite-only events each month
  • A working 12-quarter program to give you all the experience necessary to be an entrepreneur”

Worked even better. The posting intrigued enough people to deliver even higher quality resumes. I thought I was overreaching because and got 2-3 over-qualified folks for a “lead developer position” re marketed as “developer in residence”.

What I learned:

1. The most important part of your job description is the Job Title. Its obvious, but I see far too many “PHP developer needed” or “Web hacker wanted” and “Javascript Ninja Hatori” titles, which gets you a certain type of person. Usually that person is not the first 25 developer hires in your company. Be creative, but dont overreach.

2. Your job description is the first impression for 90% of your potential candidates. The next impression is a Google search with your company’s name. You control the first a lot more than you control the next impression. Realize that people will read your job description and decided quickly if its worth Googling your company. What you say and how you word it says a lot about your culture. Does it have many typos? Are you using cliche’s like Ninja, hacker, Superman, etc. because you cant really describe the person with a simple engineer title, etc.

3. Dont say too much, because people dont read too much. Most job seekers I found, only read keywords like PHP and sent me their resume. They did not read anything else. I mentioned “should have worked in a product company (not services company)” before in a branch version of the JD, but I ended up getting many resumes from folks who worked only at services companies.

4. Each version of the JD attracts a different crowd from a different job board. If you are posting on hackerstreet, or hasgeek – think and focus on being a little more creative. If you are looking for technical marketers, pluggd.in is pretty good and for fresh grads, yourstory worked best for me.

5. Describe the perks of the job. If possible please make it human by adding a P.S. at the bottom. People read the P.S. More people read the P.S. than you think. Make the P.S. memorable, or make it sound like a prize given for the one that had the patience to read the entire posting which you spent hours writing (or a few minutes copying and pasting from some other JD).

Next post – how I phone screened and what worked, what did not.

P.S. I do read and reply to every email, and I do like getting email, but I always prefer comments on this blog.

Hiring for startups: one perspective on what works in India and what does not

Early this year we needed to hire good engineering talent for our new startup. Unlike larger Indian companies who hire by the thousands and train by the hundreds we needed 3 people. A lead developer (backend: python, php or Ruby), a front end engineer (Javascript mostly) and a junior backend and database developer.

I had a 3 month goal for 3 people. I also decided not to hire any recruiters (I had used recruiters before), not for the money, but I had been warned about perverse incentives, aggressive, pushy people who try to close on sub-par candidates and poaching of your existing staff. A story that I learned about (turned out to be true), was that a recruiter was helping a company hire 2 developers and after those 2 were hired, the hiring team of 3 folks were placed by the recruiter in another company within 3 months.

I started at earnest looking primarily for people in my network. I have a reasonably large network in the entrepreneur community and was convinced by many that it was the best way to hire developers. I also avoided hiring from larger Indian companies (for developers) since many of them dont enjoy startups after they learn about the longer hours and pressures of shipping product.

This is not a blot against the individuals, but more the reality that many of these large companies have a very low bar set by their customers. Product release cycles for most IT organizations (that outsource work to India) ranges from 6-9 months. Multiple conference calls to “nail down requirements”, a process which takes 3 months, are normal.

The “network” included emails, twitter & facebook posts and linkedin status updates with the job description, the perks of the role and our company’s culture. A week later I got 3 resumes, and none of them were even a close fit.

I did get spam messages from Sutralite, Naurki and a freelance recruiter.

Plan B was to attend many developer events and network to meet qualified candidates. I got more people pitching me to invest in their company than possible candidates. I attended 3 events and the total number of people at those events was close to 300+.

Plan C was to post the job on some technical, developer friendly forums. I started with hasgeek. I have been a fan of their events and a couple of entrepreneurs mentioned their job board as a good one, so I posted my first job description.

I was fairly pleased with the results. I got 11 resumes in total, 7 were good quality and fit the JD reasonably well, 1 was over qualified (and expensive), and 3 were not a fit.

I did get a spam message from Sutralite again.

Plan D was to post on Pluggd.in. It was not a featured job listing. I got 1 resume for a totally unrelated position (marketing) that we were not hiring for.

I did get a spam message from Sutralite again. Different person. I emailed back and asked the individual to stop spamming me. Got no response back.

I also got another resume from a person who was a recruiter for a mid-sized company offering to “help” me recruit from her database for a “fee”. She claimed to have access to a large database of good quality developers (obviously rejects from that company’s database). She did not send me her email from her company ID, but a simple google search revealed who she was.

What I learned:

1. Recruiting from your network is hit or miss. If you need to hire a specific set of people by a particular time, there’s no choice but to spend money either to buy a database, hire a recruiter or to pay a lot of money for referring candidates. The other approach is to pay-it-forward. Build your networks way before you need them.

2. There are a lot of startups that claim that they exclusively hire from their network. Many also claim they “attract” very high quality candidates because of their unique culture or work environment. I have visited those companies and met their people. I did not find anything different or unique and also found that most people hired there were recruited by consultants. Dont believe that myth.

3. If you are a startup and you dont have an aggressive hiring strategy – which includes spending money on multiple means to recruit, then dont plan on scaling or growing fast. There’s value in growing slow and steady, so your culture assimilates everyone, giving room for hiring mistakes.

Next post – how to word that job description so you can increase your chances of success.

Related post & ht to Elaine for triggering the thought – The recruiter honeypot.

Flipkart Forbes story: Most startups are like toddlers, cute for 15-30 min, but messy and noisy otherwise

I love kids. I have 4 of them. They are so sweet and fun when guests come home that most folks claim I have it easy.

They dont know the half of it.

If you have ever been with toddlers (or even been a baby-sitter once, you’ll relate to this), you know they can be “Oh so cute for 15 min in front of strangers and give you hours of tantrums later.

Startups are the same.

Great on the outside, messy in the inside.

Well behaved when people are visiting, painful to deal with when the guests leave.

Quite as a mouse when grandparents are baby-sitting, but tear the house apart otherwise.

Then when everyone else realizes they are being kids, they express shock. That’s the story with Flipkart’s Forbes piece.

Flipkart is a 5-year-old company.

Do they have culture issues? Possibly.

Do they have growing pains? Definitely.

Are they trying to figure out what they want to be when they grow up? Sure.

Will they go through more pain before they grow up into “role model” that everyone expects them to be? Absolutely.

I have only heard the podcast and am still to read the entire piece.

Here’s what I believe the story will have <Begin conjecture>

1. Flipkart has management challenges in scaling up and has alienated a few folks who were not part of the original team.

– Happens. Is that a call for the company to “go under” – not sure.

2. Flipkart is obsessed with great customer service, so their prices are higher. Competition provides better pricing.

– Lame. If you have a business model that’s predicated on better service and hence you command a premium price, there are customers who will come. May not justify their valuation, because growth might stall, but there’s a market for great customer service – FOREVER.

3. Flipkart has nose-bleed valuation and some VC’s are shying away from paying those valuations.

– Lame. I dont know a single VC who likes large valuations. This is an absolutely useless point.

<End conjecture>

Do I think the journalist did a poor job?

Nope, he’s just chasing PageHitsVille.

Post my facebook discussion with Rashmi:

4. Flipkart’s acquisition of Letsbuy was driven by the VC’s and was a total waste.

– Sure. Total waste is your point of view, but I called the synergies a few months ago. It was smart for Flipkart to get the customers and more importantly the relationships and the purchasing power from larger numbers.

Bangalore Startups Group and the Big data meetup

I attended an awesome mixer and startup meeting late afternoon yesterday put together by Bangalore startups.  Umashankar, Rashmi and Subhendu had organized a technical Big data developer exchange.

First off, just having over 100+ developers in a room (with a VC to boot- Rajesh from Ojas) was great. There were multiple levels of maturity about big data and Hadoop in particular (Zookeeper, Pig scripts, etc.) but this was an awesome start to more technical meetups. I think the format was in beta but it was good to see the energy in the room.

I am a big fan of the unconference in particular, so for developer meetups, this is one of the best formats is my perspective. This one in particular would have been best suited for it.

There were 3 talks – one by Karan from Microsoft, another from Vara & Khadim of Search enabler and 3rd by Vikranth of Data Weave. All three were excellent, hands-on perspective from developers, by developers and for developers.

I personally thought Vara stood out. The most impressive part of the presentation was the confidence that there are folks in India doing excellent work on niche (but growing) and arcane areas, some of it very cutting edge. Vara actually builds his own servers (from cheap components), and has built a suite of tools to automate their imaging, provisioning and maintenance built on open source components. I thought they could offer that as a service to Indian entrepreneurs because even though Amazon is easy, its a tad expensive for Indian startups. Their infrastructure is at least 30% less expensive than Amazon was their perspective and best suited for companies hosting for Indian and neighboring markets.

Their stack had Lucene and Nutch (for crawling and indexing), pig scripts and Zookeeper on top of HDFS. There were over 30 open source tools they have used for the infrastructure management.

My biggest takeaway was that many of these folks are not too far away from contributing back to FOSS community. When I talked to many of the developers to find out why contribution to FOSS was low from India, their personal experience was the lack of confidence that their “code was not up to the mark”.

I think there’s an excellent opportunity for this team or another to build confidence by hosting and running FOSS contribution hackathons. If anyone’s up to it, I’d love to contribute with space, food or some freebies.

The personal blog of Mukund Mohan