I'd like to use this blog post to argue for incoming mayor Gray and the DC Council to make DC the most entrepreneur-friendly place in the US. That means tax breaks, access to government contracts, support for innovation zones, aggressive access to angel funding, but mostly it just means convincing high profile entrepreneurs from other areas to make the DC area their home. It shouldn't be that hard -- many SF-based entrepreneurs are from the DC area originally and have family here. You just have to give them good reasons to come back to DC.
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I'm looking forward to coming back to DC for a few weeks. I'll be working out of PointAbout's DC offices. My brother Sam is already back in DC for a bit, working out of Facebook's DC office (he joked with me yesterday that PointAbout's presence in DC is bigger than Facebook's! I told him we'll hold on to that title for as long as we can ;)
I'd like to use this blog post to argue for incoming mayor Gray and the DC Council to make DC the most entrepreneur-friendly place in the US. That means tax breaks, access to government contracts, support for innovation zones, aggressive access to angel funding, but mostly it just means convincing high profile entrepreneurs from other areas to make the DC area their home. It shouldn't be that hard -- many SF-based entrepreneurs are from the DC area originally and have family here. You just have to give them good reasons to come back to DC.
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I'm looking forward to coming back to DC for a few weeks. I'll be working out of PointAbout's DC offices. My brother Sam is already back in DC for a bit, working out of Facebook's DC office (he joked with me yesterday that PointAbout's presence in DC is bigger than Facebook's! I told him we'll hold on to that title for as long as we can ;)
The response from people I've told I'll be coming back to DC is amazing. Several people have told me I'm missed here in DC. Thanks guys for the show of support, and I had no idea anyone would even notice I was gone!
Several awesome things have happened in DC since I left over the summer. One is the continued growth and prominence of Elias' blog, AwesomeDC. Elias' blog is, well, awesome. If you're an entrepreneur in DC, it's a great blog to subscribe to. And the other great entrepreneurial resource is Proudly Made in DC, by Michael Mayernick and crew, which already has bios of 75+ DC-based companies, and Michael says he has dozens more that have submitted for inclusion.
I'm super jazzed about this highlighting of entrepreneurial activity in DC. I've long fought for entrepreneurship in DC, from as far back as the Netpreneur days. I recently moved to San Francisco to open an SF office for AppMakr, which is a app-creation platform made by PointAbout, a DC-based company, and I'm not shy about comparing DC to SF. In fact, there's just no comparison - being an entrepreneur in SF is easy, while being one in DC is hard. Especially if you want to get funding.
And here in DC, we have to be honest with ourselves. The entrepreneurial community is nascent compared to SF. In SF you can go to an event like this one and be literally hanging out with Ev Williams, the CEO of Twitter, or this one, with the GM of mobile for Groupon, or this one, with Nicholas Negroponte, or this one with Matt Cohler, or this one, with Adeo Ressi, Drew Houston and Dave McClure, or this one with Jason Calacanis... you get the idea. And those were just a drop in the bucket; a few events I was able to attend and capture; there are literally dozens of events like this every night in SF.
So that's why I say it's hard to be an entrepreneur in DC. You can't just get an office in a space that's also housing Mashable, Rapportive, VentureHacks, CoTweet, and dozens of other hot startups. Don't get me wrong, it's not like nothing entrepreneurial happens in DC, just that it's like pushing a piece of rope uphill, and honestly if you're 100% focused on the success of your business, and making it be as big as it possibly can be, then you have to admit to yourself that you're handicapping yourself by not moving to SF.
Having said that, and since I'm from DC, I'd really like to see the DC entrepreneurial and startup culture grow in DC. And so it's great seeing AwesomeDC and ProudlyMadeInDC succeed, and props to Peter Corbett and iStrategy Labs as well as well-known DC-based companies like Living Social, Clearspring, Webs.com and others, for keeping the startup dream alive and kicking in DC. I hope the folks over at NVTC and other stodgy DC-based business institutions see this innovation and can get past themselves enough to encourage it. I mean truly encourage it. With funding to bring high profile speakers to DC. With people whose jobs are solely to make DC more entrepreneur-friendly. Let's face reality for what it is -- being an entrepreneur in DC is challenging -- and let's work to make DC an attractive place for entrepreneurs that plays on DC's strengths.
I challenge Mayor Fenty and Mayor-elect Gray to make DC the most entreprenuer and startup-friendly zone in the US.
Make DC attractive for angel investors to take chances on DC-based companies. Has anyone in the "DC office for fostering innovation" (which doesn't even exist, to my knowledge) ever reached out to the top entrepreneurs and funders in Silicon Valley to ask them what they'd need to see for DC to be relevant for them? The mayor needs to spend less time traveling on international trade missions and try a 'trade mission' out to Silicon Valley for a change. I can provide a list of 100 people that should be visited on that trip. People that, if DC can get them to care, will be able to influence and shape the entrepreneurial experience we all have in DC. People that will bring more startup funding to DC. And that would be good for everyone in DC, not just the entrepreneurs.
Just let me know when you're ready for the list, Mr. Mayor.
I'm a fan of the underdog. The guy that nobody really pays attention to because they're so focused on whatever shiny object is in the public eye. The guy who is quietly innovating and creating the most amazing stuff. Tim is that guy. He and 3 co-founders started a company in DC originally focused on making Facebook apps. Just 13 months ago, they had 30 employees. Before that, it was just the 4 of them above a 7-Eleven in Georgetown. Today, they have 1,20o employees and are easily growing past 2,000 this year.
Tim told some awesome and amazing stories about Livingsocial's growth in this hour-long video (at bottom), including:
Here's the video:
I'm a fan of the underdog. The guy that nobody really pays attention to because they're so focused on whatever shiny object is in the public eye. The guy who is quietly innovating and creating the most amazing stuff. Tim is that guy. He and 3 co-founders started a company in DC originally focused on making Facebook apps. Just 13 months ago, they had 30 employees. Before that, it was just the 4 of them above a 7-Eleven in Georgetown. Today, they have 1,20o employees and are easily growing past 2,000 this year.
Tim told some awesome and amazing stories about Livingsocial's growth in this hour-long video (at bottom), including:
How they ended up with a cross-dressing Superbowl commercial, and how the ROI has justified the ad spend
How they went from 30 people 13 months ago to 1,200 today, growing to 2,000+ this year
How they transitioned from the statup phase --> find biz model that works --> scaling phase
Thoughts on company culture -- specifically that when you're growing as fast as they are, it's OK to state culture; and about their "Surprise & Delight" kitten jumping from cupcake
How they take submissions for annual company motto by employees; and everyone votes. It was "strong moves" in 2010 and it's "boom" in 2011
They get 6,000 resumes per week, he easily sees that growing to 10,000 per week
About how the true opportunity is not in the daily deals business, but rather the local commerce business.
Details on the three businesses LivingSociali is in:
Daily deals has an average price point $35
Local travel is about a "weekend in a box" or "staycations" (Currently a $500MM - $700MM business for LivingSocial). It's really disrupting OTAs. Largest 'flash sales' business.
Living Social adventures: LS operates & produces it themselves. Example: "Become a Canadian for a night" ... Pick any of next 6 Saturdays... rented out ice rink... Poutine... Canadian beers... use scale to work w/ merchants in a different way... rent ice rink during downtime, fill rink during 6 straight Saturdays... LivingSocial employee puts this together. Run 500,000 people through those types of events this year -- average price point $180
Interestingly, the local travel & adventures businesses aren't "50% off types" of businesses. So while daily deals = core engine, the brand is evolving to focus on value, not just discounts.
On raising money: LS has done 5 rounds of funding since Dec 2009... "which means I'm very good at Powerpoint, at this point" ...
When they started raising money: "we had a little money coming in the door.... didn't have a track record.... tougher experience... when the model had started to work, and "we got to the point where you could give us a dollar and we were pretty sure we could turn it into $2, things changed drastically"... timing became important... "should we wait 2 months because we think the company can get a 50% higher valuation in 2 months" ... did a round, then 6 weeks later someone called and said "what are we going to need to pay to get into your company.... we threw out a ludicrous number, and they said "ok" ...
How he picked 3 or 4 terms that really matter... as an entrepreneur pick the 1 or 2 that you really want to maintain... "maintaining board control was very very important for us" in the beginning, wanted to make sure they had the freedom to do that. "we were arrogant enough to not really care about liquidation preference at that early stage." ... "if we can't build this to beyond what the liquidation preference would be, we would be very disappointed anyway" ... "we have more leverage now... we have a very non-standard liquidation preference structure at this point"
How he keyed in on the main important points of the business by pretending that it was 3 years ahead and I wrote an article titled "how livingsocial won the local commerce space" ... what are the 3 subheadings... and he realized he wanted to lock down the largest player in the space... consumer branding needed to go to a different level... needed to be a global brand... need to be a lot more diversified
He closed amazon strategic partnership in early december... in january 1/2 off amazon... seeing first operational benefit now... were selling 80 per second... fastest selling item in history of web
He bought a 230 person company w/ similar culture to expand past the US
Revenue has doubled since nov... added 6MM users in January
Number of people signing up is 3x to 4x what it was 60 days ago
Demographics skew 60/40 female
They have a 4 founder group, all still there... when they started, everyone had a different skillset... were all at revolution health previously...
The challenges of making LS a global enterprise: "we do a lot of meetings at 2am now".... practical considerations, book revenue in different currencies... how do you change product so it works in different cultures... 35% of employee base is outside the US... #1 strategy = find people that have done this effectively before and get them working for us asap
Mobile: meaningful but not yet significant portion of revenue... about to launch pilot in DC: LivingSocial Instant... "you're in reston town center, there are 15 places you could go for lunch... manager at Clydes can pay $5 now and get any entrée... works off hardware POS at the restaurant."
LS broke $1.1MM in ad revenue in a month (not sure when)... went into VCs and said they wanted to push biz forward; had more leverage
Here's the video: