5 Reasons Your Pitch Stinks (When Your Startup Doesn't)

before and afterYour pitch is often the first impression your company will make with an investor. The company can be amazing and if your pitch is still rough, your company looks rough too.

When you are in front of VCs or angel investors you know it can make or break your fundraising efforts. Combining two of the most challenging things someone can take on (entrepreneurship and public speaking) your presentation can be anywhere between enlightening and embarrassing for both you and everyone in the audience. Here are some ways I see people screw up the pitch of otherwise good startups. This isn’t an exhaustive list, just the most exhausting things I see on a regular basis. 

I’m only talking about the pitch itself here; assuming that you have a company with a real product, a solid team, and traction in the market. You know what you’re asking for, your valuation is reasonable and defensible, and you don’t look like an idiot. Perhaps you even have over a million dollars in revenue and strategic partnerships in place – even those companies can mess it up. Whatever the case, you’ll probably have a short 5 -15 minutes on stage, and only a few slides (at most) to make a first impression.

Don’t blow it! Be mindful of what the audience is here for, and you have a much better shot at closing your round. 

Here are 5 ways to screw up your pitch: 

  1. Too narrow of a talk. Frame the problem you’re solving and why it’s important, and go from there. Hold off on the technical aspects – while they may be easy for you to talk about, it’s not so easy for someone who hasn’t heard of your startup to understand. Most of the time, scientific or detailed answers are best left to the Q&A, or (even better) one on one with the prospective investor after the pitch. Get out of you own head, and make sure you put your idea in context of the problem you’re solving and the ecosystem in which it operates.
  2. Forgetting what investors do. Keep in mind that they are investors, so they want to hear about the investment. Unfortunately, that sense in that isn’t as common as it should be. Know what investors want to accomplish, and learn from CEO’s who have raised and exited successfully before. Understand your valuation and think about the exit, because that’s how investors get paid, and many entrepreneurs forget that. Talking about the cool idea you have without any numbers to back it up might work with an unexperienced angel or a rich uncle, but it won’t work with people who know what they’re doing. 
  3. Acting like you’re in business class.  Avoid industry-specific jargon and MBA-speak. Your audience is smart, but it’s your job to make sure they can understand you. They may have already heard 20 pitches that day, with the same acronym in 3 different contexts, and once you lose their attention it’s very tough to get it back. Also, trying to appear impressive with something other than actual accomplishments may give the audience a signal that you’re not coachable, which is a big red flag. Investors also won’t care about your 50-page business plan like a marketing professor would – be concise (in large font) in your deck and save the business plan for due diligence.
  4. Not practicing enough. It’s okay to feel nervous about the pitch. It is not okay to ignore what makes you nervous. The single best thing you can do to reduce fear is by practicing what you’re going to say, many times over. Practice on your own, in the mirror, and in front of real people. I joined Toastmasters when my career led me to frequent public speaking, and it’s the best thing I could’ve done to improve my presentations. Public speaking wasn’t brand new to me (I had probably spoken to over 1,000 people in public at that point) but the difference I saw was dramatic. I’m still not an expert, but it was a steep and useful learning curve. Not all CEOs will have the time to join a public speaking group, but you at least need to dedicate ample time to practice.
  5. No feedback. Learn all that you can from your practice. Record yourself on video and watch it – it’s probably humbling. Feedback from other people is extremely valuable as well. Toastmasters does a great job of this (on the technical speaking points) and it’s one of the most best parts of the program. Rarely in life are we given honest, realistic feedback (even if it stings) so soak it up when you can. Ask knowledgeable people in the industry like angels or other CEOs to watch and critique both your business and the presentation. If you’re able to get a pitch coach to work with you through the process, be thankful and take advantage of it.

Overall, make an effort to be more aware of what your investors are looking for, and how you communicate most effectively on stage. If you’ve gotten to the point where everything else in your business is solid enough that the only thing holding it back is the pitch, consider yourself lucky. This isn’t an easy process, so learn as much as you can. Then go out, get more feedback and practice, and keep polishing!

 

Article by Tim Harvey, regular contributor for Rockies Venture Club blog. 

 

 

RVC Academy: Due Diligence

RVC Academy – Due Diligence 

Register for Angel Capital Summit 2013

by Thought Leader: Lauren Costantini, Ph.D. from CID4

When: June 25, 5-7pm

Where: Shift Workspaces, 383 Corona Street, Denver

Investors,

  • Ask the right questions to uncover the risks that could jeopardize your investment.
  • Learn to devote a short 10-20 hours of due diligence and discover what you need to make a smart decision.

Entrepreneurs,

  • Empower your deal by gathering your due diligence materials before investors even ask for them.
  • Close your deal faster by supporting your lead investor.

Taught by Lauren Costantini, Ph.D. from CID4. CID4 is a not-for-profit organization committed to Economic Development Through Innovation Advancement in the life sciences industries, by providing investment capital and management assistance. Lauren also serves on a number of Advisory and Executive Boards for early stage companies.

 

 

What alternatives do you have when banks can’t or won’t lend you money?

There are still lots of options available and one is “alternative lending.”  There are several types of alternative lending options available and one is the Cash Flow Loan.

Cash flow loans work by setting your line of credit based on your monthly revenues.  If your company does $100,000 per month in business, then the cash flow lender may give you a 1x line, meaning that they will lend up to one time your monthly sales, $100,000 in this case.  Your payments are made by EFT withdrawal on a daily basis.

In some cases such as companies with recurring revenue like SaaS companies, the multiple may be as high as 5x monthly revenue.  Recurring revenue commands a higher multiple because the streams of cash flow are more reliable than one-off sales that many companies have.

Cash flow loans carry a higher interest rate than a normal banking loan, but they can be a good alternative to selling equity in your company which is pretty expensive in the long run.  Some companies may use cash flow loans as a part of their valuation strategy to get themselves past key milestones to the point where they can raise equity at a higher valuation than they could have without that growth.

Come meet Jon Engleking from Guppy Tank, an alternative lender, at the RVC Banking Strategies for Startups event Tuesday evening June 11th from 5:00-7:30.  We will have great networking, lots of angel investors in attendance, a panel with commercial banking, venture banking and alternative lending viewpoints.Register for Banking Strategies for Startups

http://rockiesventureclub.wildapricot.org/Default.aspx?pageId=1349467&eventId=696972&EventViewMode=EventDetails

What is the difference between a “venture bank” and a regular “business bank”?

You may be familiar with the typical business bank. Names like Vectra Bank, Wells Fargo, Chase or KeyBank may come to mind. These banks loan money based on your demonstrated ability to pay them back with interest out of current cash flows. There are many options these banks use including lines of credit, overdraft protection, SBA loans and more.

Venture Banks are a unique type of bank that offer services primarily to venture capital backed firms. Silicon Valley Bank and Square 1 Bank are two great examples.  They get most of their clients through venture capital deals and VCs often make having a relationship with a venture bank part of their investment requirements. Venture banks serve venture backed companies that may not yet have sufficient cash flow to service a traditional loan. They build upon the relationship that the company has with its VCs and make loans for equipment, accounts receivable or other purposes.

Venture banks also differ from traditional business banks because they will typically have warrants for the purchase of stock in addition to a traditional interest rate. Warrants allow the venture bank to be compensated for their risk by sharing in the upside their companies enjoy when they have an IPO or are acquired by a larger company.

To learn more about venture banking and business banking and what they have to offer, and to meet some of the leading venture and business bankers in Colorado, be sure to attend the Rockies Venture Club “Banking Strategies for Startups” event Tuesday June 11th at 5:00. Register for Angel Capital Summit 2013

Investor Pitch Deck Series #6 – Customer ROI Slide

Dear reader,

This is the sixth of many blogposts in a series that I’m calling the Investor Pitch Deck Series. I am creating a post about each investor pitch slide, why it is important, the common errors, and how to communicate that you have what it takes to achieve your goals for this company.

Posts in this series

(note, this is NOT a suggested order for sides in your deck)

 

 

 


The mantra for this series is, “Above all, make sense.”


 

The Customer ROI Slide

The customer ROI slide is a new take on the old business model slide. By the end of this slide, your audience will feel confident that your user will use your product, and your payer will pay for it.

 

User: The person or business who uses your product.

Payer: The person or business who pays for your product.

 

With traditional consumer goods, the user and the payer are the same person. However, with many business models, the user and the payer are totally different entities and you have to acknowledge both for your investor to really GET your business.

Think about your toothpaste at home on your bathroom sinktop. It’s a simple product. It’s pretty basic. Do you buy the same kind every time you run out. Do you switch between brands? Why? Your investors will need to know why potential users will switch from whatever they are currently using (or not using) and start using your product. This value to the new user is called the User’s ROI or Return On Investment. Users are not investing capital; they are investing the energy required to make a change in their habits. Identify the User’s ROI and your venture capital or angel investors will feel much more comfortable with your product.

Now about the Payer’s ROI. It’s graduation season so I’ll use a college analogy about parents who send their kids to college. Parents are paying for the education, but not directly using it. Of course there is a benefit for Mom and Dad. By paying for college, their kid is more likely to get a degree thereby lowering the odds that they will move back into Mom and Dad’s basement bedroom. How do the parents choose which school to send their child to? The Payer’s ROI often a complicated answer when they are not also the User. The Payer wants a good deal financially, but they also want a perceived value for their dollar that has nothing to do with direct use of the product.

Other examples of payers who are not users:

  • Insurance Companies
  • Companies that pay for advertisements
  • Companies that purchase the data collected from free software
  • Governments who provide free public services
Your goal with this slide is to uncover who your users are, who your payers are, and why these entities are willing to use and/or pay for your product.

Cringe Factors

Cringe Factor #1 – You have a few paying customers and they aren’t increasing in number over time.

Why this makes us cringe:  Status quo, apathy, and disuse are the reasons that products die.

How to do it right:  Your investors want to be reassured that you are a realist. A realist knows that a new product, no matter how sexy, inexpensive, functional, or perfect, will not become instantly adopted by the world. There are plenty of products out there that consumers are happy to use for free, but will abandon when a financial transaction is required. If you are in revenue, you must show your potential investors a trend of increasing paying customers over time. If you cannot show this positive trend then you must have a good reason for a lack of increasing adoption. Alternatively,  you can devise a way that you can monetize your product without the user having to pay.

 

Cringe Factor #2 – You aren’t clear about WHY people will pay for your product.

Why this makes us cringe: Investors are afraid that no one will be willing to pay for your product.

How to do it right: Make the Payer ROI very clear in your pitch. If your product is faster to install and cheaper to run than the current solution, then you have a great argument. Visually show your audience that a payer can currently expect to pay $2000 a pop for the current solution and would only have to pay $800 for yours. Further, you can install yours in minutes instead of days.  We want specifics with the Payer ROI description. Beat us over the head with your Payer ROI.  Don’t leave it to the imagination.

 

Cringe Factor #3 – You aren’t clear about WHO pays for your product.

Why this makes us cringe: Many products are free to users these days. (Thanks, Google!) So, who are you planning to get your revenue from. It’s not always obvious.

How to do it right:  Even if you are selling a product directly to users, be explicit about who pays for your product. You can go one step farther and discuss your price point. It’s a lot easier for investors to picture a successful transaction when they understand whether the cost of the product is reasonable.

 

Example Customer ROI Slide

 

One of the simplest ways to show customer ROI is to create a graph of potential savings that a customer might experience if they were to switch to your product.

If your user is not going to pay for your product, you will need to describe a non-financial ROI. It’s not enough to have a better product. People need a very compelling reason to change their habits.

 

 

 

Article by Nicole Gravagna, PhD, Director of Operations for the Rockies Venture Club as part of a series on the elements of an investor pitch deck. The next in the series is ….


BioCare Thinks Infrared Light Heals People

Jon Weston is convinced that his company’s product can help take away pain, help the body heal twice as fast in some cases, and even save lives. It is particularly interesting to see a former pharmaceutical executive get so excited about a non-drug, non-invasive therapy that helps people use less medication. After I saw him pitch, I had to find out more.

I was first introduced to BioCare’s product when Jon presented at the Angel Capital Summit in Denver earlier this year. He showed the LumiWave, a powerful and safe near-infrared light therapy used to relieve pain and promote healing in many tissues in our bodies. The device uses rectangular pods of LEDs a couple of inches wide to emit a frequency of light, which provides pain relief, increased blood flow, and even the growth of new blood vessels when applied to an injured area. This means that in addition to relieving chronic pain like arthritis, it can cut healing time by more than 50% in some injuries – and in other cases can re-start healing where the body has been stagnant in an injured state for years. The science is fascinating, but too involved to go into on this site – check out my explanation here. (coming soon)

I had heard of (and played with) infrared light therapy before, since my father, a MD in Michigan, had been using another device in his practice for the better part of the last year. He’s been finding profound and sometimes unexpected success, especially in curbing or curing a variety of chronic ailments for patients who weren’t responding effectively to traditional medicine. My mom tried it on her arthritic hands, and the pain all but disappeared after a few weeks of sessions. My dad calls pretty frequently to talk about the latest treatment or a cool new medical device, but it meant more to hear my mom talk about how a light therapy took away pain that has invaded her life for years.

While that device certainly helped people heal well, they have some limitations. They’re not as easy to use, and not cheap, either – the units he’s purchased have cost over $2,000 per light. BioCare’s product was entirely different from the other infrared treatment devices I’ve seen (and dramatically less expensive) so I had to take a closer look.

I gave Jon a call to hear about it in more detail, and we were able to grab coffee by DU, where he got his MBA, and I got my bachelor’s degree. He is a molecular biologist by training; a former pharmaceutical executive who spent years bringing products from R&D to market for companies like Searle (now Pfizer) and Gambro. While some of these medications went on to do very well, he’s convinced that infrared can be safer and more effective than traditional drugs for some problems. A number of years ago he met BioCare co-founder and Chairman Sherry Fox, who worked with her late husband (a biomedical engineer with 15 patents) to develop the initial technology for the LumiWave. Jon came on board as COO in 2005, and stepped into the CEO role in 2009.

It’s no secret that medical device companies need a longer runway than other startups due to the intensive R&D process. Techstars CEO David Cohen joked at a Silicon Flatirons event this week about a “17 year accelerator” if they were to have one in the biotech industry. Many investors aren’t comfortable with or don’t understand the R&D process, so thankfully BioCare has been able to bootstrap the company so far. Before opening it up to investors, they wanted to make sure the biggest risks were taken care of – the technology was sound, real units were selling and being used extensively, and strategic partnerships were in place. They’ve also had the chance to acquire patents, an over-the-counter FDA clearance, and they’re sailing toward the next approval level. Their patents and years of progress in these areas provide particularly high barriers to entry for even large medical device companies.

While IP is great, it doesn’t make money… well, until it actually makes money. That’s why it’s so valuable to have product sales and revenue while rounding out the R&D process. Aligning with lean startup practices, they signed high value, paying customers (who generated real market feedback) as early as they could. They’ve made some pivots, and their open-mindedness has allowed them to find some of the fastest growing sectors of their potential market.

It can be both a blessing and a curse to have a product that can be used so widely. Pinpointing not just the largest markets, but the ones most motivated to act on their literal pain points was of key importance. Perhaps the most common use of infrared light therapy is for the treatment of osteoarthritis or other types of chronic pain, like my mom had, so that was BioCare’s first major application. While the chronic pain segment may have the largest number of people and dollars in it, Jon saw early on that the only way to really make a difference there is with widespread adoption by the health insurance companies, not known for moving quickly and fairly preoccupied with legislative items at the moment.

While the insurance companies are still moving toward adopting infrared, he wasn’t going to wait for permission. The sports medicine and physical therapy industry was another reasonable market choice, and once they tried, he saw considerable traction here. This segment is especially motivated to pay for faster healing times, especially at the highest levels of competition, where there is also often significant pain with injuries. Thankfully for BioCare, the U.S. Olympic Training Center in Colorado Springs was only a short drive from Denver, and the Olympians took to it very quickly. The effects were so dramatic and positive that the Manager of Sports Medicine and Training for the US Olympic Centers offered to be on BioCare’s advisory board. She’s joined on the board with others who have volunteered after seeing the device in action – a few top orthopedic surgeons, three professors of medicine, and a trainer for the US Naval Academy, among others.

While sports medicine seems to have done very well for BioCare, they’ve kept an eye out for other substantial markets on the horizon. The most exciting and revolutionary development recently is the treatment of injuries that are less obvious and often more damaging – traumatic brain injury. As a neuroscience nerd, this was particularly riveting for me. More of the science here (coming soon)

For the treatment of traumatic brain injury (TBI) BioCare is partnering with Cerescan, an industry leading, Denver-based brain imaging company. I was able to tour Cerescan with CEO John Kelley, who told me they have tested literally a team’s worth of NFL players for the diagnosis of TBI, some after suicide attempts. There is another group terribly affected by TBI – our nation’s military. BioCare and Cerescan joined with the Tug McGraw Foundation for the Invisible Brain Injury Project to study just that. This project will continue remarkable pilot testing they’ve done with veterans so far.

The military experience often adds a dangerous element to a volatile situation in the brain – the high prevalence of PTSD upon returning from service. The number of deaths from combat is horrifying and significant – and the increasing number of veterans who take their own life is a sad, and unfortunately frequent tragedy. It is made worse by being poorly understood, with few effective treatments and no real cures available – so far. In the initial round of testing, they’ve seen remarkable success with every patient they’ve tried it on. One particularly moving story involved a vet with TBI, PTSD, and a few recent suicide attempts. After a brain scan confirmed his neurological issues, and then a number of weeks in treatment, he was off all of his psychiatric medications. He had a follow-up scan, and then went back to work for the first time in a year and a half. Other participants have had similar stories, and while this treatment still needs to be validated in a study with a larger sample size, all signs are pointing in the right direction.

If these treatments continue to work so effectively, how much value will someone place on getting their life back? What will the family think as they watch a loved one go from nearly dead to “feeling like their old self again”?

I see a fair number of startup pitches. Most have at least pretty good ideas, and nearly every entrepreneur projects a hockey stick-shaped growth. A few have the chance for real traction, and it’s rare to find a company that claims such a big impact on the real quality of life for its customers. Biotech is hard to launch, but when it works, it can return big. It will certainly be interesting to follow BioCare as they attempt to change the world by healing the people in it.

 

 

Valuation for Early Stage Companies

RVC Academy: Valuation of early stage companies

workshop to learn how to price early stage companies

by Thought Leader: Peter Adams, MBA

Executive Director, Rockies Venture Club

Free to Keystone Members

  • Tuesday, May 28, 2013  5:00 PM – 7:30 PM
  • Shift Workspaces 383 Corona St. Denver CO, 80218


Register

This class is designed for both investorand entrepreneurs to learn valuation side by side.

  • How can you assign value to a company with no income and no assets?
  • Does discounting future value work?
  • What is the role of risk quantification in early stage valuation.
  • Find out how an inflated valuation can deflate a company.
  • Learn how to use valuation methodologies for negotiation.
  • How to make valuation a “transparent” process, even when all parties don’t agree.
  • Learn FOUR different valuation methodologies you can use for early stage companies.

Meet and learn with other Rockies Venture Club participants in a relaxed environment. We will enjoy refreshments while we outline the tricky topic of valuation.

Includes a FREE one week subscription to ValuSource on-line business valuation tool $147.00 value.

http://www.valusource.com/Products/BusinessStakeholders.aspx

Colorado Angels Have Unfair Advantage Investing in Cleantech

Colorado has a lot to offer cleantech entrepreneurs, from targeted grants, to easy access to NREL’s technology commercialization resources, to cleantech focused entrepreneurial programs at top research universities, to name just a few. There is no more supportive place in the country to launch a cleantech company, which gives local angels a distinct advantage when investing in this growing, and complex, industry. Colorado knows about investing in cleantech.

The only way the community could do more to support cleantech would be to scour the country for experienced, successful entrepreneurs, bring them to Colorado and immerse them in the local cleantech ecosystem, then provide guidance from industry experts as they develop business ideas around one of the numerous innovations emerging from local government labs and universities. Enter the Cleantech Fellows Institute, a Colorado Cleantech Industry Association (CCIA) program established to do exactly that.

The Institute kicked off in 2012, with a class of 5 Fellows who had considerable entrepreneurial experience outside the cleantech industry. The Fellows knew how to start a business, but they didn’t know cleantech, so they spent 175 curriculum hours listening to 160 speakers, and took almost 30 cleantech related tours, to come up to speed. Each Fellow undertook a capstone project centered on a new cleantech business idea, and in the Institute’s inaugural year this exercise led to the creation of two seed-stage companies and one non-profit.

Under the direction of Executive Director Steve Berens, the Institute is now accepting applications for its second class of Fellows. This year the program is undergoing some changes based on lessons learned from the first class, including an expanded international component. The program will include a week during which delegates from around the world descend on Colorado to participate in the Institute’s activities and make connections between the cleantech communities in Colorado and their home countries.

Clearly, Colorado is putting a lot of effort into stacking the odds in favor of the Fellows and the cleantech companies they hope will emerge from the Institute. The VC community has taken notice, as evidenced by the 19 venture capital partners the program has brought on board to date. However, there is room for additional engagement from Colorado based angels, who have an advantage in their ability to participate throughout the process since the Institute is based in their own backyard. Interested angels can send an email to mailto:info@cleantechfellows.comto learn more and sign up for regular email updates.

Even with all of the support Fellows will receive through the Institute, cleantech remains one of the most challenging industries in which to start a new venture. The Cleantech Fellows Institute provides access to critical knowledge and a great support network, which will reduce risks in my opinion but it certainly doesn’t come close to eliminating them. The real determinant of the program’s ability to spawn successful cleantech startups is underway right now: the Fellows application process. The quality of the Fellows accepted into the program will have the greatest influence on how successful it is, and the ability of local angels to get to know the Fellows over the course of the program is an opportunity that should not be missed.

Jay Holman is Principal of Venture to Market LLC, a Boulder based consultancy providing go to market services for new ventures in the cleantech industry.

 

 

The End of the Rainbow: Bootstrapping a Business to Gold


Fundraising for start-ups is a popular topic these days. There is a lot of glory in receiving big money from investors. After all, there must be promise in your company if Angels or VCs are willing to invest.

Have you ever tried to reach the pot of gold at the end of a rainbow? Literally. Like, have you ever seen a rainbow and tried to walk or drive to the end of it? It’s impossible. The end of the rainbow is elusive. And its location fluctuates and often disappears altogether. This is a fantastic metaphor for fundraising.

An entrepreneur is sometimes more likely to  grow a company by financing it themselves and working hard to build their business from the ground up. What’s more, the bootstrapping entrepreneur will gain better control over the future decisions–something that may disappear with big investors on board.

Sure, some start-ups do gain a bit of notoriety when they become venture-backed, but at what price? If someone is going to give you loads of money, they don’t do so without expecting a lot in return. Fundraising is “really like celebrating someone going into debt. Even equity investors expect a payback.” Does a business founder really want to owe everything to backers?  If you have a strong notion of how you want to build your company, it can pay to make your way independently.

So what exactly does bootstrapping a business involve? Bootstrapping in business means building a start-up by using internal cash flow (as opposed to money from family, friends, or investors) and little to no external help.  This method of growth is undeniably slower than big investments up front, but the time and effort can pay off. As “angel investor and wine entrepreneur Gary Vaynerchuk has said, ‘My dad taught me that when you borrow money it’s the worst day of your life.’” The bootstrapper can obtain financial independence and pursue the mission of her start-up unabated if she is willing to go the distance. Nobody will be knocking on her door looking for a return on investment except herself.

What are some ways bootstrappers can keep the company afloat in this entrepreneurial journey? After all, it’s not easy by any means, and there will be perils around many a corner. Startups can grow by reinvesting profits in their own growth if bootstrapping costs are low and return on investment is high. The entrepreneur can also continue working otherwise to fund the new venture. Or the business model might require customer financing – asking for payment up front before the service or product is delivered. And of course, there are an unlimited amount of other creative solutions for bootstrapping, ones to be determined most useful on a per-company basis.

What are some examples of successful bootstrapping? You might see somebody with experience in start-ups creating a new business. Nick Denton is a good example –after leaving his first company, First Tuesday, this guy worked out of an inexpensive storefront to build Gawker, a company now valued at $150 million.  On the other end, you have Sophia Amoruso who worked inconsequential odd jobs until she earned profitability and $30 million in annual sales with her clothing start-up, Nasty Gal. She bootstrapped her way to success in five years of sales on Ebay.

All of this bootstrapping talk isn’t meant so much as a deterrent to fundraising as it is used to suggest an alternative method for more securely and independently building your business instead. Nobody can deny the allure of that pot of gold at the end of the entrepreneurial rainbow. I mean, who would say she doesn’t want her idea or product to hit it big in all senses of that phrase? It’s just that very few ventures will actually end that way so easily and without consequence. If you want control, financially and structurally, of your company, it just might be better to spend the time buying a pot, finding gold bit by bit to fill it, and then painting the rainbow yourself.

 

Stacy Gregg is an educator, runner, reader, and mom to two energetic pre-schoolers. She joined the Rockies Venture Club at the end of 2012 to support the communications side of the organization.

BizGirls Camp Open House This Week

BizGirls CampBizGirls Open House is this week as a part of Boulder Startup Week. Come visit Thursday evening 5:30-7:00 at the Boulder YWCA and hear Colorado School of Mines professor Joy Godesiabois speak about her research recently published in BusinessWeek about how Venture Firms that fund companies with women CEOs do better than the rest. We will also have Patty Laushman talking about her leadership lessons when she was thrust into a leadership role in her startup company.

BizGirls Camp is a one week leadership and entrepreneurship program for high school age girls. Each girl founds her own e-commerce company and as CEO guides decisions about marketing, brand, product, pricing, supply chain and finance. Girls receive ongoing mentorship after the camp from local women CEOs and entrepreneurs who help the girls grow their companies.

Register Here (Free)