The anagram:
Startups & upstarts.

A start-up is a beast unlike any other. Think about it; many begin with spending money (usually someone else’s) in an effort to finding ways to make some. And also plan ways of a potential divorce before or whilst planning a huge wedding. That’s super-curious. 

The sheer pace and focus on growth can drive the promoters and enterprise to star status, while equally allowing some important enterprise requirements to exist at idling speed, if that at all. There’s generally a scramble to make up for these pre-valuation and fund-infusion.

Investors are all too familiar with this, and prefer to park, even stay, where the thinking is right, where processes define work-flow. The logic that one in ten investments works and makes up for the other nine is merely a statistic, one brushed off the shoulder at a cocktail. If a a little attention can make two in ten work; well now that’s a clean two-hundred percent jump in success rate.

The right approach to governance helps create the foundations for a solid company; where solidity represents may agility within the enterprise, the market, and the operating world. Keep today’s world in mind.

Think of a mechanical watch. A particular wheel needs to be set in place in now to come into play after another fifty have been put in. This design must, quite literally, fit into and work like clockwork. Some gears manifest relevance once a month, or year, as they change. There’s a right time to put things in place, something that smart investors understand all too well. They’re right too. 

As a PE, VC, Angel; what are you looking for? You tell me it’s to add and ensure optimal value, whether to hold or exit. Value, either way. 

Have questions? Invest time in a chat.