Last weekend to register!!

RVC’s Summer Pitchfest

Tuesday Aug. 14th | 5-8:00 PM | Denver SBDC 1445 Market St. Denver, CO 80202

Meet the companies!

Available Via Livestream

Ascent360 provides cloud-based software that enables highly targeted, multi-channel communications direct to prospects and customers. Our secure, scalable software aggregates all inbound data including promotional, transactional (PoS/eCommerce), product registration, etc. via a web-service feed.

Cherryvale Farms is a fast-growing natural foods brand with thirteen products across three product lines: baking mixes, microwave mug cake mixes and whole grain snack bars. Proudly plant-based, Cherryvale Farms products are free from animal ingredients, boast clean nutrition labels and feature family-friendly flavors. Stocked in nearly 4,000 stores nationwide, the brand sees strong YoY, same-store sales in top retailers like Whole Foods, Sprouts and divisions of Kroger, while continuing to innovate with delicious, novel plant-based foods.

FitBot- Personal training is moving online and trainers are struggling to take advantage of this massive emerging opportunity. The percentage of trainers offering remote training services has grown from 10% to 33% in the past 7 years. Fitbot has already helped thousands of trainers save time and make more money through remote training, and with 300,000 trainers in the US and 1 million globally, we’re just getting started.

iEldra has developed a Smart Activity Monitoring (SAM) platform uses non-invasive sensors to track a person’s Activities of Daily Living (ADLs). These sensors provide input to our proprietary SAM software to establish individualized, typical levels of daily activity. We call this a “routine” for each person being monitored in their individual home. This “routine” becomes the benchmark for establishing when the person may need assistance from family, friends or caregivers who may receive the alerts.

Tersa Inc. was born out of a hatred for traditional laundry methods like ironing, machine washing and dry cleaning. We saw the need for a supplement so that we could spend less time washing, and more time living. We create high end garment steamers designed for affluent professionals and marketed to their favorite hotel destinations. We offer the first automated garment steamer as well as traditional hand held models to fit into any room.

Upsuite is an online B2B marketplace that makes it easy for corporate teams to find the best coworking spaces. Unlike other alternatives, Upsuite provides complete verified inventory in local markets so that teams can find, compare, share, and tour spaces. Our vision is to empower teams to do their best work together.

Zay Products- It’s no wonder why 130 million downhill skiers around the world look forward to taking their boots off at days end. Ski boot companies have failed to address key fundamental elements of their design and produce a cold, stiff and un-comfortable ski boot. Zay has a patented solution that will change the way skiers, from recreational to elite, think about their boots. Join the revolution as it spreads from the US to Europe and on to the explosive Chinese market.


Available Via Livestream





























What’s it like to run a company that can raise $17M in a flash? We recently asked P2Binvestor’s Krista Morgan just that after they closed a huge round in a combination of equity and debt.

Image result for p2bi logo

“It’s just another day,” she said. However, you might find her in a different state on a day she lands a meeting with a major potential partner. “I oddly celebrate my victories when they start instead of when they close,” she told us. We sat down with Krista to learn a little bit about her journey with one of the Rocky Mountain Ecosystem’s favorite startups.

You’ve dodged going to a traditional VC almost altogether. Round after round you’ve found a hot opportunity with Angel groups and individual investors. What inspired you to take this unique investment approach?

We were informed this path to raising capital wasn’t intentional at all. Like many female entrepreneurs, Krista tried to raise a traditional Series A round, but was repeatedly turned away. Now with 8 rounds of funding totaling over $33M, the lending platform has brought in numerous private investors, plus New Resource Bank and Amalgamated Bank as financing partners, to mobilize swaths of capital into flexible lines of credit for growing companies. So far, the return to Angel investors for debt or equity financing has proven to be the right move in Krista’s eyes. While the raises have been fairly modest, Krista has proven the capabilities of intelligent capital strategy.

In light of your own difficulties, how do you feel about the statistics that shows female founders receive almost no venture dollars, yet have proven to be a 12x better investment than all-male teams?

“Are they, though?” she retorted. “I would argue that statistic is flawed. The only women who get venture funding are the best connected, and probably the best entrepreneurs. If we only fund the best, of course the results are going to be better on average.”

Krista believes that, in funding parity and equality of opportunity, we will likely see equality of outcome. Some female founders will go on to run tomorrow’s innovative giants, but many will fail and learn important lessons. As an investor in the Women’s Investor Network, Krista is aligned with WIN in pursuing a future of more experienced female entrepreneurs who can be investors in good faith.

“I’d love to be able to raise a ton of capital and just flood the market,” she told us. “A lot of the people who moved into our space moved too fast or broke too many things.” Krista notes that, as a founder, she has a lot more reason to stick around than many other CEOs. Careful capital raising means her stake in the company’s success is still substantial. Unlike some of the second movers, P2Bi’s lights are still on and shining bright. This can be an important lesson for those looking to follow the Facebook motto “move fast and break things”.

P2Binvestor is going into its seventh year. What’s next for loans, for P2Bi, and for you, Krista?

“What’s next for P2Bi is what’s next for me,” she told us. “I’ve got to hit my goal on number of bank partners for the year while continuing to grow our client base.” One could argue Krista is as driven as ever in her pursuit to make P2Binvestor a household name in the lending space. We asked her about who she is now compared to when she started the company. “Krista in 2012 was tequila, dogs, and searching,” she said. “Krista in 2018 is tequila, dogs, and P2Bi.” Today might just be “another day” according to P2Binvestor’s CEO and co-founder, but her drive and determination is gradually moving the company towards bigger things in the future of fintech.

P2Binvestor has worked with RVC since 2014. RVC has participated in 5 of P2Bi’s raises and have been glad to watch them grow in an industry that helps mobilize capital. P2Bi helps pre-banking companies secure asset backed loans to help them reach their goals by working with banks and accredited investors. P2Bi has grown to $32.5M in valuation since their Seed round in 2014.

We all know a handful of busts in the venture capital world. Whether the lesson to be learned is for the entrepreneur or the investor, every failure is a learning opportunity. Bigfoot wrote an article in May about some of these lessons.

Closing a venture round is the dream, right? As Founders, it’s how we know we’ve arrived, primed for our Techcrunch cover.

This transforming event is why we pull our aspirational all-nighters, scour CrunchBase for the latest capital raise news, and espouse mighty, world-altering visions.

After all, with that first, third, or fifth round of venture funding, we’re well on our way to the Unicorn Club!

Let’s start with remembering what a unicorn is: a privately held startup valued at over $1 billion.

So, how does one get into the club? Well, it’s generally based on the amount of venture capital you’ve raised.

A billion dollar private market valuation shakes out from the private market investors that need to justify a valuation in order to make their investment.

Unicorns are a rarity in statistics and reality.

Unicorns are a rarity in statistics and reality.

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The venture capital game is binary and with this amount of VC behind you, the path is to either get huge or die trying.

Unicorns die when they have to move beyond raising money and actually build a sustainable business.

Framed this way, our obsession takes on an unhealthy connotation.

Turns out, no amount of capital solves fundamental flaws in a business that, when unresolved, drive it to the graveyard.

Let’s look at two cautionary tales of one-time high fliers that recently flamed out and see what lessons we, as Founders, investors, or employees can learn from their falls from grace.



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Let’s start off with a bang. There may be no better recent cautionary tale than Theranos, a one-time DECACORN. That’s right, this company (or shadow of a company) reached a peak valuation of TEN BILLION DOLLARS. Now, the company and its CEO and President have been charged with massive fraud by the SEC.

The Facts

Capital Profile

  • $1.4B in funding from over 10 rounds
  • Two private equity rounds totaling $547B, a secondary market sale of $582B
  • Investor Lemming Effect, based on a hope, a prayer, and a promise of revolutionary technology that was never developed and deployed

Shut Down Date: Potentially within next 2 months if cannot get lifeline capital

Time to Shut Down: 4.5 years post first private equity fundraise, 14 years post-founding

Lessons to Learn

  • Complexity kills

For years, Theranos promised revolutionary technology that would simplify and speed up the blood testing process. It’s admirable to tackle a big, hairy problem, but it turns out that radically improving chemistry is really challenging and takes forever. Remember this as you: 1) consider problems you want to tackle and 2) consider adding complexity (more people, more process, more product features, more capital) to your business.

  • Be suspicious of vague communications

Specifics and details matter, especially when dealing with a highly-specific problem set, such as blood testing. We’re not talking about provisioning servers and pushing CRM code to a repo here. Stakeholders must hold those in executive positions responsible to implement and act under a framework of governance and fiduciary responsibility. Eschewing this responsibility is a major red flag.

  • Set realistic expectations

It feels like Elizabeth Holmes and Theranos set themselves up for failure. Why couldn’t they have come out of the gates setting reasonable expectations around their technology and build up to being the massive market disruptor they and their investors envisioned themselves becoming? Maybe they did and just failed in executing, or maybe they promised the moon, took a lot of money from other people and delivered nothing. Let’s remember to underpromise and overdeliver.



A WiFi-connected juicing system

The people need JUICE! The people must not have to clean on their cleanse! Who are these people and how did they ever justify a peak valuation exceeding a quarter of a billion dollars?

Juicero made it almost five years, taking about three and a half of those to get their product to market. Ultimately, they ended up in the venture capital graveyard.

The Facts

Capital Profile

  • $119M in funding from 16 institutional investors, Series C
  • $70M Series B (3/31/2016) and $28M Series C (4/1/2016)
  • All capital raised before the product went to market

Shut Down Date: 9/1/2017

Time to Shut Down: 17 months after Series C

Lessons to Learn

  • Don’t be a solution in search of a problem

Part of Juicero’s product appeal was it’s single serving juice packets that made juicing simple and required no clean up. Sure, cleaning juicers sucks. But, is it really a top of mind problem for a significant portion of the population? To generate an equivalent amount of revenue to the capital it raised, Juicero needed to sell ~72,000 juicers to people who were going to consume 3 $8 juice packs/week for a year. Turns out, that market’s likely not out there.

  • You must match price to perceived value

Juicero’s pricing scheme required an upfront $400 a juicer (reduced from the launch price of $700) and ongoing spend of $8 per juice pack. That’s a significant capital investment into juicing, which feels possible for the 1%. When people discovered they could extract the juice from the pack without the machine, the company’s days were numbered. Good news for Soylent I suppose!

  • True differentiation and improvement are necessary to disrupt

Stripped of its sleek design and wifi compatibility, at its core, Juicero was a cold press juicer (excuse me: a “cold-pressed juicing system”) just like any other. In reality, it was a status symbol, a talking point. It was a Concorde in a market that didn’t really need it. Thus, it was not a sustainable business.

  • Hubris is blinding

Please read “A Note from Juicero’s New CEO” four months pre-shutdown. I understand that many of us Americans have a problem with our relationship with food often going for convenience, pleasure, and price to quench our hunger pangs. Now, I have no clue how to solve this. But my first and best thought would likely not be a $400 juicer.



The “kinder, gentler community platform

Ok, Imzy was nowhere close to a unicorn, but, hey, they’re an early-stage venture-backed company whose shut down we decided to analyze. Imzy made it about a year and a half, making it to a beta launch. Ultimately, they ended up in the venture capital graveyard.

The Facts

Capital Profile

Shut Down Date: 6/23/2017

Time to Shut Down: 8 months after Series A

Lessons to Learn

  • Markets don’t form around ideals

Imzy was unable to find its footing in the online community space. The Founders came out of Reddit and idealized a nicer Internet. To their credit, they realized somewhat quickly that their desire to provide a troll-free utopia for the sharing of ideas and passions was just not something a massive amount of people were going to flock to.

  • Imzy was a vitamin. Strive not to be one too

Yes, this is cliche, but it’s true. The Founders had an idea for an itch they wanted to scratch. The CEO was an entrepreneur who sold his previous company to Reddit. So, chances are, he dreamed up a problem while at Reddit and just couldn’t bear not willing it into existence. That’s admirable, but also dangerous. Turns out people will put up with some stuff they don’t like (i.e., trolls and profanity) if the core experience is satisfying their need.

  • B2C communities are incredibly hard businesses to build

This is not a surprising shut down. Scaling an online community from scratch is no joke, just ask the Founders and investors behind and what was that other one? Oh yeah, MySpace.


This was not meant to be a slam piece. There’s no shortage of those already out there.

These companies are in the spotlight, with bright lights shining on their flaws, unfortunately for them. Fortunately for us, that scrutiny gives us the opportunity to gain new levels of understanding of both how incredibly hard it is to build a market-changing business and what it takes to keep your startup surviving and thriving.

You need to be more than just passionate, smart, and idealistic.

You need more substance than loads of capital supporting your effort.

Then, you need to build a product that a market truly understands, needs, and values above and beyond the competitive set.

You need to price and package that product appropriately, making it the obvious choice for customers



This article was originally published by our friends over at Bigfoot Capital on their blogBigfoot Capital provides growth capital for SaaS businesses that have achieved initial revenue scale ($30K-$150K MRR) by selling to SMBs. Our ongoing capital investments range from $150k-$750k to support efficient growth and help Founders retain the lion’s share of their equity and upside. Beyond capital, we have built relationships with specialized services firms across sales and marketing, product development, and operations to help you scale beyond your current human resources. Want to learn more? Visit or schedule a time to chat.

The holodecks of the Star Trek universe once captivated millions of people’s imaginations. For the unfamiliar, holodecks were rooms that became any setting you wanted, from a dojo to a sprawling valley in Austria. While today’s reality bending technologies don’t quite reach the same level on integration, advances in the industry are shaking things up. Google’s Tilt Brush turns your room into a personal graffiti studio while esi-group is building a tool for industrial product pitches. The virtualization of fabricated reality with digital tools isn’t anything new. Nissan’s Gran Turismo Academy trains pro gamers to be pro drivers using the realistic racing game Gran Turismo. This year, the advantages of virtual reality training has landed the programs alumni a ban from Britain’s premier racing tournament. NASA started using early virtual reality with flight simulators in 1959. The turning point bringing this technology to the masses has been the analogous VR/AR headwear.

The initial push into consumers lives were Google Glass and the Occulus Rift headset, but the move has slowed down since the HTC Vive. Everyone from Samsung to Dell has some version of the VR headset. As the race for smaller and smaller transistors heats up, we’re likely to see the landscape change. Google Glass was premature to market, lacked positive consumer sentiment and because of ithat ultimately failed as a flagship of the augmented reality sector. However as our smartphones become more powerful and various wireless technologies come into greater maturity, we are likely to see new attempts at the eye wear of the future.

As with last month’s outlook on nanotechnologies and advanced materials, which have some heavy implications for the VR/AR industry, VCA team member Ethan Harden has prepared an outlook on the future of augmented and virtual reality. His report goes in depth about the future of these technologies, their mediums, and the mix of revenue streams projected to grow in this industry. You can download the outlook here.

Ethan is a Sr. Financial Analyst at Stantec, a Top 10 design firm awarded by Engineering News Record. He works as a financial consultant primarily serving water and wastewater municipalities across the country. His focus is to provide value to his clients through technical financial planning, cost-of-service, plant-investment fee and affordability financial modeling.

Ethan’s enthusiasm to work in a fast-paced, volatile and varying environment has led him to venture capital to employ the full business acumen he has developed. He is looking to immerse himself in venture capital to gain the knowledge and understanding of the fundraising process in order to be prepared for his next opportunity.

He holds a degree in Finance, Marketing and a Masters in Business Administration from the Daniels College of Business at the University of Denver.

Hello RVC members, my name is Justin and I am a summer intern for RVC. One of our primary objectives for this summer is to provide an update on RVC portfolio companies for members. This week, I’m bringing you an update on Silvernest. Finding a roommate is important, but it is never an easy task, even for open-minded college students with low standards.  As a typical cash-strapped CU Boulder student, I can rant about how expensive rent is and how difficult it is to find a good roommate all day long. The roommate situation and process are more challenging for the community age 50 or above. As people get older, they seek out supplemental income and companionship, and the housing situation for empty-nesters and baby boomers is currently a national concern. Nearly half of adults in U.S age 65 and older live in poverty and cannot afford to live in the nursing home. Public housing is not a viable solution either, as the average wait time exceeds a year. For example, the average wait time is more than four years for public housing in New York. Wendi Burkhardt understood that this is a critical issue that the government won’t be able to solve, which inspired her to co-found Silvernest to tackle this problem. Before starting Silvernest, Wendi held multiple executive positions in the tech industry and has years of experience in marketing and sales. Silvernest is the only roommate matching and home-sharing service designed specifically for the community over 50. It is a brilliant service to lighten the financial burden and to find trustworthy companions for the aging community. For a small fee, homeowners have access to 60 days of unlimited communication, matching and background screening for their potential roommate.


Silvernest hasn’t always sailed on smooth waters. Wendi and her team have faced numerous challenges and hurdles since the formation of the company. According to Wendi, it is very difficult to be a female founder in the startup world, since it is tough to raise capital as a female founder in a industry that is primarily dominated by men. This is a truth we see resoundingly supported by data, with female founders receiving just 2% of venture  dollars in in 2017. Wendi was able to secure funding through grit, perseverance, and tenacity, along with the help of her wonderful team. Another challenging process for Silvernest was building partnerships with non-profit organizations (NPO). Silvernest currently partners with multiple organization including Village to Village Network, an NGO that helps communities establish and manage their own aging in place initiatives called Villages. This is a great achievement for Silvernest, given that most NPOs tend to be  hesitant to partner with for-profit organizations status.


Silvernest received national recognition after their RVC Angel round in 2017. It now operates in all 50 states but markets actively in Colorado and California. Silvernest has been expanding rapidly and successfully raised more funding after the RVC angel round. It raised $1.3M back in 2017 and is currently close to finalizing an additional round of funding. Despite recent success, Wendi was very humble throughout the interview. She stated that the primary objective remains helping the boomer generation and that Silvernest will not deviate from its mission. Although Silvernest became very popular in the general roommate matching market, 90% of Silvernest’s subscribers are over the age of 50 with the average age of the renter being 40. Wendi also mentioned to me that the proudest moment for her was when Silvernest was one of 46 companies selected out of 1,000 by 500 Startups.


Silvernest is an amazing company with enormous potential. It is certainly a great way to find affordable housing and has an enormous social impact. Some of the houses listed on there make my Boulder apartment looks like a flaming trash heap, and yet they are in a similar price range. I am already better situated than most other Boulder students, as I am not paying $800 to live in a closet without AC along with five other roommates, and maybe three raccoons. However, we should never let good get in the way of being great, and based on what I saw at Silvernest, we can all live a great life. That is all for today, have an amazing day and enjoy the air conditioning in this hot weather! Most Boulder kids don’t have AC at their home, including myself, so crank up the AC for me!

Tic… Toc… Tic… Toc…

RT Custer and Tyler Wolfe had lost count of the tics and the tocs a long time ago. Three years and about 25 iterations later, the partners had created a fully adjustable assembly that allowed them to transform antique pocket watches into a unique wrist watches, bristling with authenticity and character. This was the genesis of Vortic Watch Company, the only company that manufactures watches, 100% made in the U.S.A.

Vortic’s technology is ingenious.  By altering the actuator, the setting and winding system of the watch, Vortic has the ability to provide custom watch manufacturing and vintage watch restoration to those seeking a timeless style. Using this new technology, RT and Tyler conceived Vortic’s first line of rustic watches: the American Artisan Series.

As a sucker for branding, Vortic struck me while researching RVC Portfolio Companies during my first couple days as an RVC intern. I thought about the saturation in luxury watches with big players like the Swatch Group, Tudor, and Rolex. With this market dominated by Swiss manufacturers, these companies have established an international reputation for quality. The handcrafted designs are so immaculate that they can be seen on the wrists of professional athletes, cinematic idols, and world leaders alike.

So how can these guys, based in Colorado, compete with the foreign goliaths?

In an interview, I asked cofounder and CEO of Vortic, RT Custer, how the company plans to break into an industry already saturated with brands that are synonymous with luxury and success. Without missing a tic, RT explained, “The biggest thing that you see working for all watch companies right now is limited editions, which creates urgency for the customer and scarcity for the product,” which Vortic specializes in because every watch is different. The vintage look of each watch encompasses America’s rich history in manufacturing, when we built this country from the ground up. Each watch tells a different story because Vortic creates every one of their pieces as a “limited edition of one.”

It was this brand’s scarcity that attracted investors in the first place. The guys from Vortic originally were referred to Rockies Venture Club through an RVC member attending a 1 Million Cups pitch event. At the time, Vortic had what they called a “Version 1” of the product, and they were not quite ready for venture capital. Nonetheless, an introduction was made with RVC’s Director of Operations, Dave Harris. Later, RT attended an RVC “Mastermind” strategy group and the group unanimously recommended that RT put his venture capital funding ambitions on hold and pursue an SBA loan with RVC partner, Colorado Lending Source.  After 2½ years’ worth of tics and tocs funded by the SBA, Vortic was ready to get venture capital funding. They applied through RVC and ended up receiving necessary capital a few months later.

It is not out of the question that the luxury watch industry could be in danger with the rise of smart watches, but RT does not worry about that either. In fact, he believes that Apple may have just done them a huge favor by releasing the Series 3 model that costs up to $1,399. With these increasing prices for smart watches, Apple, in a way, is conditioning millennials to understand the cost of quality wrist wear. As these smartwatches become more and more like cell phones, they begin to compete against technology, rather than these luxury watches. RT actually sees a trend of smart watches becoming more and more like cell phones. In the near future, wearable cell phones could replace current cellular devices entirely, similar to 80 years ago, when wrist watches overtook pocket watches, but only time will tell.

The finance world lives on the mantra of “cash is king”. Why, you ask? Well, it’s because it’s a company’s cold, hard cash, not its reported profit, that determines the value of a business.

Profit is merely an accounting mechanism. Future cash flows actually pay the bills. And the investors. And, most importantly, the investors’ investors.

But, how does one going about creating this tsunami of future cash? You best believe it’s by buying your customers’ delight and loyalty, which manifests in continued purchasing and future cash flows.

After all, it’s their cash that is ultimately all of our king and your ticket to success.

Here’s a crazy statement…“customer-focused companies are 60% more profitable.” Ok, we’re talking about cash not profit, but you get the point.

Bottom line, focusing on your customers’ happiness is important to ensure steady cash flow.

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Here are 4 steps to generating future cash from customers:

Step 1: Get Customers

This is so obvious that it’s almost painful to type, but let’s be clear here: without customers, you have no one to buy your products. This likely means you have no sales and no customer-generated cash. This, in turn, means you’re beholden to other people (i.e., capital providers) who can provide you with cash. Problem is, these people like customers’ cash too, so the fact that you have none will turn them off. No accounting shenanigans, beautiful decks, or even talent will overcome this on an ongoing basis.

Step 2: Keep Their Business

Acquiring a new customer costs five times as much as keeping an existing customer. So, you better make the customers you’ve already gotten happy; else, you’ll spend more of their cash replacing them with new customers you have to keep happy. This is one reason churn is so painful. Another reason is the extremely dilutive impact it has on your company valuation as you miss out on the compounding magic of compounding recurring revenue growth and its contribution to your future cash flows.

Here’s a simple model we’ve built we’ve built to play with your bookings and churn rates and see the impact on your potential valuation.

Churn's Impact on Future Cash Flow

Step 3: Make Them Mouthpieces

80% of customer service related tweets are negative and critical. That’s a crazy stat. How are we that bad at servicing our customers? It’s probably because we think we’ve done the hard work by getting them to actually pay us. Our onboarding and activation flows are so dialed, they can take care of themselves. Troops, we must find more customers!

I think we all fall victim to this top of funnel mindset. I think we’re suffering from it. We’re missing out on the engagement opportunity to build the relationships that make our customers comfortable to say, “You’ve got to give [your_company_name] a try. They’re amazing!” Which leads us to…

Step 4: WOW THEM

Answer their chats with empathy. Take their calls and listen to learn. Don’t direct them to your FAQ. Don’t point them to obscure features that might kind of solve their problem. Make them want to reach out to you, both because you solve their problems and your enjoyable to interact with.

There’s your funnel humanized. Next, we’ll delve into how to delight the customers who have chosen to give you their cash.

This article was originally published by our friends over at Bigfoot Capital on their blogBigfoot Capital provides growth capital for SaaS businesses that have achieved initial revenue scale ($30K-$150K MRR) by selling to SMBs. Our ongoing capital investments range from $150k-$750k to support efficient growth and help Founders retain the lion’s share of their equity and upside. Beyond capital, we have built relationships with specialized services firms across sales and marketing, product development, and operations to help you scale beyond your current human resources. Want to learn more? Visit or schedule a time to chat.

If you ask an engineer what stands between them and their dream, they’ll probably make a joke about debt. If you throw a pile of cash at an engineer and ask them again, the problem may be solved, or they may tell you, “It’s just not possible yet”. New materials have been at the forefront of every technological or industrial revolution in history. We title eras of history by the materials that defined them, from bronze to steel, leading up to today’s so called ‘Silicon Age’. Electricity and fertilizers shaped the 20th century’s population boom, and progressively lighter, stronger steel gave it further form. As we begin to outstrip the capabilities of the materials that made our achievements possible in the past, materials engineers are rapidly pursuing new, novel materials to drive our advancing needs. Case in point, 2017 was the year of graphene with its promise to reshape how we do everything from computing to water filtration. 2018 is shaping up to be a year of silicon, lithium, and cobalt as we sprint towards newer, better batteries; bioconcretes are looking to be the future of roads and construction. Questions then arise. What technologies will drive the next wave of growth? What are engineers building now that will shape our next major wave of new inventions? What will those markets look like in 5 years? Ethan Harden, an analyst on the VCA team at RVC, has created an Industry Outlook about nanotechnologies and the advanced materials they’re driving. You can read it here.

It’s that time of year again! RVC’s HyperAccelerator is back for a fresh, new, June 18th installment focusing on Impact Ventures. This is our sixth run of the gamut, this time with the support BSW Wealth Partners and the Colorado Office of Economic Development and International Trade.Take a look at these companies and see if you think they are all “impact” – doing good through social, environmental and economic development. We’ve spent a lot of time thinking about impact and what makes for a good impact investment, so we’re excited to work closely with this cohort of impact companies to push their programs forward with strategy and venture capital funding readiness. You can learn more about how we think about impact investing here. Join us at the Soda Pop Garage (2150 Market) on Monday, June 25th at 2pm for our Demo Day, where our freshly (hyper)accelerated ventures will pitch for you, the public. Register today!


Achroma plans to develop a blockchain powered loan platform to help remove underlying bias in the loan system. Using a blend of anonymity and data analytics, this FinTech/blockchain hybrid is hoping to help loan seekers feel sure that the system is working for them.


Brainitz is an EdTech company building a platform for teachers to create interactive videos. CEO Clint Knox is a teacher by trade and set out with the goal of streamlining the teaching process by giving students the teacher tools to help them teach outside of the classroom. Brainitz achieves this by integrating questions directly into video lectures.



EnVision Meditation uses scientifically backed techniques in order to guide users through daily 10 minute visualizations meant to provide empowerment and self improvement. The benefits are meant to reduce stress, fear, worry, and doubt, and increase confidence, motivation, focus and awareness. The company reaches users through its app of the same name.

MFB Fertility creates affordable medical devices and digital health solutions to help women better monitor their own hormonal cycles. The Ovulation Double Check is the FDA compliant, flagship product the company produces to help women understand when they are hormonally prime for pregnancy. MFB is now producing a take home device and an app that will help women monitor their hormones for purposes beyond fertility, such as detecting early stages of menopause. MFB Fertility is a recipient of the OEDIT Advanced Industries grant.

Starfire Energy utilizes clean energy sources to in order to produce ammonia. Using proprietary technology, Starfire makes this process easier to descale and ramp. The company hopes that it can produce nitrate to help power companies generate clean power storage and fuel.


Storion Energy. is developing and commercializing advanced batteries for the large-scale storage and delivery of renewable energy. Storion’s redox flow battery provides a blend of economy, performance, and reliability. Storion continues development of next-generation technologies to increase performance and drive down costs. Storion hopes to drive a shift in the energy industry by solving the long known ‘peak hours’ problems of renewable energy.

Synthio Chemicals is a developer and contract manufacturer of fine and specialty chemicals. The company uses novel continuous manufacturing techniques to produce specialty chemicals on a continuous rather than batch basis. Synthio is able to produce chemicals at a price and purity ratio drastically superior to competitors using proprietary tools and techniques. Synthio has broken into the pharmaceutical industry with intermediaries as their opening move. Synthio Chemicals is a recipient of the OEDIT Advanced Industries grant.


Convertible debt is commonly used in seed stage transactions, and for anything but friends and family, or a true 90 day or less bridge, I cannot understand why anyone would use these to fund a company, regardless of whether you’re an investor or founder – it’s equally bad for both.

Fallacies about convertible debt - peter adams

There are a lot of otherwise smart people out there who continue to support fallacies about the

 benefits of convertible notes.  I’ll walk you through the claims and show you how they are not only wrong, but are the exact opposite of many people’s beliefs.


Fallacy #1:  Convertible Notes are Cheaper than Preferred Equity Deals.

This belief comes from a shallow idea of the cost of a note.  While it’s true that the legal costs for doing a note are $2500-$5000 in many markets and the cost for doing a preferred equity round can be as much as $10,000 to $20,000, there are other costs to consider.

If the note is for two years, for $1 million at 8% interest, then the entrepreneur is going to have to pay $166,400 in interest.  Some will argue that this is rarely paid in cash, but it is still a huge amount of dilution for the company and represents a real cost to them.  So, when does it make sense to “save” $15,000 when it costs $166,400 to do so?

The other part of the fallacy of this thinking is that the note cost is the only legal cost.  In fact, the entire premise of the note is that it will convert into equity when the company has a priced round, usually of $1 million or more.  At that time, the company will still have to pay the $10,000-$20,000 PLUS the original $2500-$5000 that they paid for the note originally, That’s right – the founder is really going to have to pay for both, resulting in 25% HIGHER legal costs than just doing an equity round in the first place.


Fallacy #2: Convertible Notes are Easier than Preferred Equity

It’s true that a note is only a few pages and very few terms to negotiate and Preferred Equity requires changes to multiple documents; the term sheet, subscription agreement, changes to the articles of incorporation, etc., but in the long run, convertible notes can end up being much more complicated and require a lot of legal time to figure out the ambiguous outcomes.


Let me start by saying that “simple” does not mean “best”.  Leaving major terms and issues undecided and unaddressed helps neither the founder nor the investor.  I recently had a portfolio company that almost went out of business for no other reason than that they had used convertible notes injudiciously and they found themselves in default on multiple notes simultaneously.


Let’s just consider a simple case of convertible debt vs. preferred equity in two rounds.  Let’s ask ourselves, how many shares does each round of investors get and how many does the founder get?  (Note that this conversation doesn’t occur until conversion, so many founders, attorneys and investors don’t think about these until it’s too late.)

How Many Shares do the founders have after these three rounds?

How many shares do Round 1 investors have?

How many shares do Round 2 Investors have?

How many shares do Round 3 Investors have?


Convertible Note

10 million shares authorized and 1 million shares issued to founders at start.

Preferred Equity

10 million shares authorized and 1 million shares issued to founders at start.

Round 1:  $1 million convertible note, 8% interest, 20% discount, $4 million valuation cap.

Round 2: $2 million convertible note, 8% interest, 20% discount, $6 million valuation cap.

Series A Conversion with Priced Round: $5 million Preferred Equity with $10 million pre-money valuation

Round 1: $1 million preferred equity with $4 million pre-money valuation.

Round 2: $2 million preferred equity with $6 million pre-money valuation

Round 3: $5 million Preferred Equity with $10 million pre-money valuation

Round 1: Founders 1 million/ Investors 0

Round 2: Founders 1 million/ Round 1 Investors 0, Round 2 Investors 0

Round 3:  Founders 1 million shares

Round 1 Note holders convert at the better of 20% discount from the priced round or the valuation cap.  Since 20% discount from $10 million would be $8 million, they will take the valuation cap at $4 million.

But wait – we have to calculate Round 2 simultaneously.  They would also take the valuation cap at $6 million, since that’s less than the 20% discount at $8 million.

Now, the Series A investors get 33% for their $5 million on $15 million post-money, right?

Or, since the first two notes are now converting, this round is actually $1 million from Round 1 plus $2 million from Round 2 plus $5 million from Round 3, so the total is $8 million on $10 million pre-money.

So, how many shares do each of the investors get?

Round 1 is $1 million on $4 million cap, so they get 20%

Round 2 is $2 million on $6 million cap, so they get 25%

Round 3 is $5 million on $18 million post-money, so they get 27.8% of the company.

The Founders get what’s left – 27.2% (1-.333-.25-.2)

That works out great, unless the Series A investor has negotiated $5 million on $10 million pre-money for 33.3% of the company.  That’s not technically how it should work since the post-money valuation is $18 million, not $15 million. The Series A investor might want to come in as if the first two rounds were equity and theirs would be the only new money coming in.  This is called “The Golden Rule” – he who has the gold makes the rules. In that case, what does Round 1 get? They should still get their 20% since that’s what they negotiated, and Round 2 should get their 25%. So, here’s how the percentages should work out in this scenario:

Founders 21.7% (1-.3333-.25-.20)

Round 1 20%

Round 2 25%

Series A 33.33%

Alternatively, the Series A investor might require that the investors in the first two convertible notes take the dilution hit instead of the founders.  Or they may figure out a way to share the dilution between early investors and founders. In these scenarios, the people who took the greatest amount of risk can be unfairly treated by later round investors who come in after the deal has been de-risked.

Believe it or not, there are still other ways that this scenario can be calculated and it gets even trickier if there is a carve-out for an employee option pool.   But the point is that there is a lot of ambiguity and this can result in higher legal costs and difficult negotiation after the fact.

Ok, so now we have to turn these percentages into shares.  For the first scenario, the only party to the transaction that we know how many shares they have is the founders at 1 million.  We know that they will own 27.2% of the company, so we need to find the number that 1 million is 27.2% of which will be the total number of issued shares after Series A.  Then we can just apply the percentages to see how many shares each party gets.

So, 1,000,000 divided by .272 gives us a total of 3,676,471 and the shares would be distributed as follows:

Founders = 1,000,000

Round 1 = 735,294

Round 2 = 919,118

Series A = 1,022,059

Round 1: Founders 1 million, Investors 250,000 (Note – investors own 20%, having invested $1 million with $4 million pre-money/$5 million post-money.

Round 2: Founders 1 million, Round 1 Investors 250,000, Round 2 investors 416,667 (Note – Round 2 investors own 25% having invested $2 million with $8 million post-money and 416,667 equals 25% of the total shares outstanding)

Round 3: Founders 1 million, Round 1 investors still have 250,000, Round 2 Investors have 416,667 and Round 3 Investors get 835,836 (again, 835,836  is 33% of the company since Round 3 Investors put in $5 million with $15 million post-money, so the calculation is easy)


So, between figuring out the math and negotiating all the ambiguities between the parties, doing the conversion on a convertible note is much more complex and challenging than just going through a vanilla Series Seed term sheet for Preferred Equity.  Anyone can read Venture Deals to learn about the terms and then work with their attorney to come up with a reasonably negotiated term sheet. That’s a lot easier than going through all the headache and ambiguity of converting complex convertible notes.


* BlockChain ICO Note:  one more complexity that is becoming more common is that companies are choosing to do an Initial Coin Offering (ICO) rather than going to Series A.  This can mean that the note never converts because there is no priced round to drive the conversion. Again – the complexity is much greater on convertible notes!


Fallacy #3 You can Avoid Valuation by Using Convertible Debt


Many people falsely believe that they can “kick the can down the road” on valuation by using convertible debt and then letting the Series A investors set the price and terms.  While this may make sense when friends and family are investing, angel investors who are investing for profit rather than family or friendship are going to need to have a valuation cap if they use a convertible note.  You may recall that in the examples above, the cap was always lower than the discount, so if investors had used an “uncapped note” without a valuation cap, they would have overpaid for their investment by millions of dollars!  For that reason, virtually none of the notes done today are done without a valuation cap, so there is still valuation work to be done to calculate what the cap should be.


While many recognize the need for a valuation cap on the note, many people do not understand how to calculate the valuation cap.  The formula for calculating the cap is easy:

Valuation Cap = Equity Valuation


That is to say, the valuation cap is calculated in exactly the same way that we calculate the equity valuation for a company when we do a preferred equity round.  


Venture backed companies grow as much as 2X in value every year – it would be injudicious for anyone to put their capital at risk to invest in a convertible note with a return of only 20%.  At that rate, the angel investing community would pack up their bags and go home when calculating the cumulative losses in their portfolios and lack of tax benefits.


I have heard no argument for why the valuation cap should be anything more than what the valuation would have been if it were an equity round.  If anything, it should be lower because of the lack of tax advantages for gains or losses to investors which can cost 20% difference in terms of after tax cash in the bank because of penalties for using convertible notes vs. equity.  (See Section 1202, Section 1244 and Section 1042 of the IRS code to understand the benefits to investors investing in preferred equity deals that are not available to convertible note investors.)


Valuation is a function of risk.  It makes sense that the value an investor pays should be tied to the risk AT THE TIME OF INVESTMENT.  Some get confused by thinking that the value should be set at the time of conversion, once the investor’s capital has been put at extreme risk in order to reduce risk for future investors and to increase value for the founders.  There is simply no rationale that says that value should be set at a future date when risk is lower and even less rationale to argue that a 20% discount off the de-risked value would be appropriate.



While I’ll grant that there are a few narrow uses for convertible debt today, the widespread use of them in the startup and seed stage investing community is dangerous and unjustified for both founders and early stage investors.  Attorneys should understand these fallacies and lead their clients to preferred equity deals that will better serve the needs of startup founders and investors.