Transcript Document

Finance Yorkshire
Welcome
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Finance Yorkshire
SME Fund Raising – do’s, don’ts and gotchas
• Graham Davies
– Investment Manager
– Finance Yorkshire Seedcorn Fund
– [email protected]
– 01226 323743
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Agenda
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The Funding Environment
Intro to Finance Yorkshire Funds
Types of Funding
Attracting Funding: Do’s and Don’ts
Business plans
What FY looks for
Questions
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The Funding Climate has Changed
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The Funding Gap has Widened
• Breedon Report (March 2012):
– Heavily regulated market – EU, FCA etc
– Funding demand from SME businesses massively exceeds
supply
– Funding “gap” estimated to be £26bn - £59bn for SMEs
– That means £1bn - £1.8bn per year in Yorkshire
• New suppliers of funding supposed to enter the
void left by the mainstream Banks…
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FY Funds Bridge the Funding Gap
• Commercial fund providing funding to SMEs based in Yorkshire
and the Humber
• Launched 2010 with £90m to invest by end of 2014
• Can also support inward investors to the region
• Funding is available for growth situations where there is a gap
in the projects funding requirement
• Does not compete with the funds available from the
commercial marketplace
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The FY Funds
• Seedcorn - New and early stage businesses with high
growth potential – normally technology or
knowledge-based
• Equity – established companies looking for
mezzanine and equity linked funding packages
greater than £100k
• Business Loans - £15k to £250k for established
businesses with funding gaps
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Case Study: Xeros Ltd
• Formed 2007
• FYSC invested Oct 2010 and
continued to support
• Julian Viggars Investor Director
• Raised £10m round in 2013
• Now employs 20 scientists &
engineers
• First product designed and
proven for launch (inset)
• Presence established in the US
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Loans Case Study – BCT Outdoors
The Company – manufactures tents for
youth groups, tour and adventure holiday
operators as well as garden marquees and
soft play equipment for individual as well
as large international clients.
The Solution - The company has used
the investment to print new brochures and
catalogues, purchase a branded vehicle for
deliveries, and improve its website by
adding an ‘e-commerce section enabling
customers to buy direct from the online
shop.
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Choose the Appropriate Type of Funding
80%
Crowd Funding Desired
• Uncertainty Return
IRR
• Amount
• Product
10%
Loans
• Security
• Payments
• PGs
• Liability
• Use of funds
Venture Capital
Private Equity
FY Seedcorn
Angel
Investors
FY Equity
Mezz
FY Loans
Friends
Crowd
& Family
Funding?
Banks
Grants
0%
Investment Risk
Established
Early stage
Start-up
Equity / Debt
• Potential
• Control
• Reporting
• Pressure
• Exit
Grants
• Time
• Uncertainty
• Match
• Distraction
• Fees
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Attracting Funding: Be Prepared
Do
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Mentally
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Company Structure
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Warranties, Disclosures
Valuations pre- / post-money
Business Plan
Apply unless necessary
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Is there another way?
Produce long tedious plan
– Executive summary key
– Get in touch early
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“We only need 2% of …”
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Chairman, NXD, FD, Sales, Advisory,
Marketing, Development, IP
Short term contracts!
Understand the process
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Ltd new-co, Groups, Liabilities
Commit time – 3-6 months
Build the team
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Long, painful, tedious
Dilution
Don’t
Preparation
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Need proper analysis or better
actual data / pilot / independent
forecasts
Apply when cash out
Miss restrictive covenants
Give away all your IP
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Attracting Funding: Make Contact Wisely
Do
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Approach Multiple Funding
Sources
– Syndicate reduces risk
– Competitive pricing
– BVCA / Angel groups
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Get introduced
– Via Advisors / NXDs /
Other funders
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Forewarn References
– Professional
– Customers
– Suppliers
Chase appropriately
Don’t
Preparation
Contact
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Insist on an NDA before
speaking
Try doing everything by
email
Insist on a meeting before
revealing any details
Send plans / CVs full of
errors / poor grammar
Underestimate gate
keepers
Abandon
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Attracting Funding: Get the Pitch Right
Do
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Market data, Financials,
Funding required, Team, Risks
Know your subject!
Sell the vision / story
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E.g. Powerpoint / pack
Send before if possible
Anticipate lots of questions
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Ask what is expected
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Energy, enthusiasm, relevant
experience, realism, dry run
Bring a demo / prototype
Demonstrate commitment
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Time, emotion
“Skin in the game”
Don’t
Preparation
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Contact
Pitch
Be vague / bluff / inflate
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“We only need 2% of …”
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Need proper analysis or better
actual data / pilot / independent
forecasts
Get offended by questions
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Comes out in D/D
Revenue model, Route to
market are critical
Might be a test
Resilience
Look bored / sleep!
Forget the cable…
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Attracting Funding: Avoid the Long Slow No
Do
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Assist, suggest, chase
Legals – find a trusted lawyer
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Request early or ‘No’
What is legally binding
Negotiate don’t run
Expect and inspect
Warranties, Disclosure letter
is critical
Be realistic about valuation
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Understand if pre- / postmoney
Fail to disclose
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Contact
Pitch
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D/D
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Rejection
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Offer
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Previous funder, boss,
customers, suppliers,
previous rejections
Will seek out…
Refuse to negotiate
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Completion
Lots on public record
Disqualified director
Bankruptcy
Liquidation / administration
Risk bad references
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Due Diligence
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Decision makers
Timeline: this Quarter?
Offer Letter / Term sheet
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Ask about the process
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Don’t
Preparation
Be pragmatic about legals –
some things can’t be
conceded – understand
Anti-Money Laundering
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Passport, Utility
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Attracting Funding: Surviving Investment
Do
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Maximise value
Sounding board
Support
Further funding
Contact
Pitch
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Use investor network
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Expect an Investor NXD
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Don’t
Preparation
Funding
Portfolio contacts
Chairman / NXDs
Analytical support
Use reporting and board
meetings wisely
– Time to step back, plan
– Monthly Accounts
D/D
Rejection
Breach Investor Consents
Pay fees late
Set overly ambitious targets
then miss them
Hide bad news
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Offer
Completion
Be alienated by their
introductions
Be afraid to ask for help
Ask for more money just
before cash runs out
Monitoring
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What should go into your business plan?
• Less is more. Simplicity. Readability. 10 pages
• You & the team
• Product / service, USPs, barriers, current status
• Route to market, customers, market segment size
• What are you using the £ for?
• Financials – historic, forecasts, sensitivity analysis
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What do FY Loans look for?
• Your stake & commitment in the venture – is it appropriate?
• Any historic performance - trends are important
• Your assumptions & forecasts – do they stack up?
• Your funding requirement /purpose – is it appropriate?
• Debt serviceability – cash flow controls your ability to repay –
not profit
• Key business risks – what might affect your ability to repay
• Is your Bank/other funder supporting the business further?
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Does your business look viable for a loan?
o Key distinction between viable and unviable businesses
o Unviable businesses – lender unlikely to lend at any level
o Viable businesses – a lender may be unable to lend the full amount due to:
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Lack of security
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Lending Criteria / Policy
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Account operation
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Current trading
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Poor credit rating
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Uncomfortable lending 100%
o Bank may take comfort from additional funding for headroom / contingency
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Thanks for Listening
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