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Richard Luftig | Managing Partner | |
(516) 655-3502 |
Overview
2.0 Ventures is a venture capital firm seeking $110 million for new and follow-on investments and administration expenses.
- Reimagined VC firm led by a team of former operators
- Focused on sustainable growth, strategic planning for early exits, and diversifying its portfolio in non-traditional markets
- Superior to traditional VC platforms that emphasize growth at all costs, lack operational experience, and push for IPO or bust
The Problem
THE TRADITIONAL VENTURE MODEL IS FAILING
- Traditional VC has problems. Founders are trained to push for growth at all costs, raise multiple rounds of capital, and strive for “unicorn” status and hopeful IPO. Most VCs have little/no operational experience
- The “treadmill” of fundraising creates too much dilution, delays the tough challenge of making a business profitable, and raises the hurdle for eventual exit
- Because VCs lack operational experience, their advice is often disconnected from the details of the business. Founders seek investors who can be helpful
- There are too many companies that fail to get to an exit because they are not intentional about their exit window
- Many companies outside of Silicon Valley have great return profiles, but get overlooked
Our Solution
Our approach is shaped by our diverse backgrounds on (and off) Wall Street
OPERATIONAL SUPPORT-CENTRIC INVESTMENT PLAYBOOK
1.Initial Evaluation: develop broad thesis on company and market; assess historical performance, strength of macro tailwinds, structural risks
2.Measure Synergies: identify gaps in current business model, operations, and management; evaluate 2.0 Ventures’ ability to effect change
3.Pre-Investment Alignment: work with company to address gaps, refine future plans, and align to optimal outcome and long-term strategy
4.Post-Investment Months 1-12: work alongside management to build scalable infrastructure and launch key growth initiatives
5.Post-Investment Months 12+: scale back involvement to weekly touchpoints and assistance on strategic projects
6.Exit: underwrite each deal to 4.0x MoM (base case) with anticipated hold period of 3-6 years; exit through M&A, secondary sale, IPO
Specific Risks
- Early-stage company risk – limited financial history, limited assets, and cash flows
- Economic risk – decline in economic demand could negatively impact prices and demand, and prevent expected returns on investment
- Key person risk – lightly-staffed and fund expertise is concentrated in a few key executives
- Competitive risk – early-stage venture investing is highly competitive with new opportunities coming into the market and new funds vying for dynamic but selective pool of prospects, leadership and labor. Existing and/or new entrants, some with deep pockets and global operations, could develop and/or expand to compete in 2.0 Ventures markets
- Technology risk – new and/or preferred technologies may enter market; infringement on patent and/or trade secrets
- Private securities are speculative, illiquid, and carry a high degree of risk – including the loss of the entire investment.