Raising The Next Round: Five Reasons Not To Think About It Until You Have To
www.ramanan.com
I wrote this essay six years ago — it is perennially relevant. Over the years I’ve had hundreds of conversations with CEOs about “the next round”. This usually takes the form of a question: “What metrics do I need to hit to raise the next round?” In itself the question is rational; what is troublesome is when the question is asked right after a round has been raised, and when business decisions are made based on a theoretical future raise.
Raising The Next Round: Five Reasons Not To Think About It Until You Have To
Raising The Next Round: Five Reasons Not To…
Raising The Next Round: Five Reasons Not To Think About It Until You Have To
I wrote this essay six years ago — it is perennially relevant. Over the years I’ve had hundreds of conversations with CEOs about “the next round”. This usually takes the form of a question: “What metrics do I need to hit to raise the next round?” In itself the question is rational; what is troublesome is when the question is asked right after a round has been raised, and when business decisions are made based on a theoretical future raise.