Vinod’s trigger happy impulse to can founders has dredged up what happened to me. I’ve never written about this before, so here goes.
1990s dot com boom. I had solely founded Websense, a profitable (from the get go) software Internet company in 1994. We didn’t need VC money, but everyone and their dog food company was getting VC money so I decided to get investment as a defensive measure in case one of our competitors also got a large pile of cash.
Very long story short, I ended up with Morgan Stanley Venture Capital out of New York leading our series A in late 1998, odd considering we were in San Diego. Anyway, post investment, the deal partner made it clear he wanted me out. Long series of maneuverings, but I got fired from my own company, and then had to battle against Morgan Stanley who was angling to do a cram down round to extract even more equity from me.
I found a white knight, ex-corporate lawyer, sharp business person. I gave him some of my equity to go to bat for me. Next telephonic Board meeting, before Morgan Stanley could propose their cram down, I resigned and put my white knight in my place on the Board. You could hear a pin drop. The credible threat was made, Morgan Stanley played it more or less straight from then on.
Yes, we were a young inexperienced team, but we had built the company profitably to $10M in yearly revenues. Their new management wasn’t magically better. They actually missed a bunch of strategic layups. At least they finally took the company public - one week before the NASDAQ freefall in late March 2000. Sigh. After I had sold all my stock, they continued doing nothing with the company so much that it got taken private by a PE firm. That’s a whole ’nother story.
I did fine financially. But there is no doubt had I gone with a founder friendly VC, we would have executed better, and had I not gone with any VC, but kept growing organically, I would be a far richer person today (and probably had a stress heart attack to go with it).
Yes, there are cases where a VC should replace the founder CEO, like if they lie to the Board, do major deals without Board approval, or are seriously going off the rails in their private life. But absent that, realize that a replacement CEO usually isn’t founder material themselves, else they would be running their own startup.
And spare me Vinod’s “I do what’s right for the company” BS. That’s a thin cover for “doing what’s right for my VC firm”. Never waste a crisis, and somehow deal makers always manage to extract an extra pound of flesh in any restructuring they’re involved in.
I’m not in the same league as other founders who got shitcanned like
@PalmerLuckey, but needless to say, I can relate 100%.
Yes, your founder is young and inexperienced. But they ate the broken glass and built what you’re so wanting to invest in. Don’t fall for the “grass is greener” fallacy and think you can slot in a better CEO.