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- Interview: Vinod Khosla Is On The Hunt For Great Technologies
- Five Startups Present At Capital Factory's Demo Day In Austin
| Interview: Vinod Khosla Is On The Hunt For Great Technologies | Top |
| In venture capital, Vinod Khosla likes to go his own way , which is why he’s been so successful. He was the founding CEO of Sun Microsystems, and then moved to venture capital and became a star partner at Kleiner Perkins, where he backed Juniper Networks, Cerent (sold to Cisco for $7 billion) and NexGen (sold to AMD and formed the basis for its challenge to Intel). About five years ago, after becoming a billionaire, he left Kleiner and started Khosla Ventures to invest his own money. He was mostly drawn to clean tech at a time before it was popular, but still kept his hand in Web and other tech startups (Aliph|Jawbone, iSkoot, RingCentral, Tapulous, iLike, Slide, Xobni). Khosla Ventures already has more than 50 companies in its portfolio (see slides below). Earlier this month, Khosla raised $1.1 billion for two new funds , taking money from outside investors for the first time. I spoke with Khosla on the phone about his new fund, his approach to investing, clean tech and more. He compares Web startups to water startups, dismisses entrepreneurs who think about exits before building value, and contends that cleantech companies can command as high margins as hardware or software companies. “It’s a business strategy decision,” he explains.” In the interview, Khosla talks about his investments in Aliph, RingCentral, eASIC, iSkoot, and Xobni. In terms of what he’s looking for, he declares “we love material science.” And in his seed fund, in particular, he says, “We’re not looking for completeness in things. We're not looking for business plans. We are not looking for meeting every fiduciary requirement of an investor. We are looking for great technical ideas and great technologists.” The 25-minute interview and full transcript are below. I’ve bolded parts for emphasis. Vinod Khosla TechCrunch Interview: Play Now | Play in Popup | Download Interview Transcript Mr. SCHONFELD: Well thanks for taking the time to speak to me. You just recently raised a pretty large fund or actually a couple of funds, right, $1.1 billion for two new funds. And I believe this is the first time you really took outside money. Can you talk a little bit about that whole fund-raising process and why you decided to reach to outside investors? Mr. KHOSLA: I think my general feeling is the scale of the opportunity we see is pretty large . You know, when I started doing things on my own, I was figuring – remember it was a very nascent market. And there was a lot that was unknown about the renewable marketplace in 2004, early 2003 when I was planning on it. The world does change for the better. Much larger opportunity set and it probably requires, you know – there’s more opportunity than I would have thought five years ago. Mr. SCHONFELD: Right. Now, you have been really focusing on this area specifically for five years. While still, you're still making an investment in more traditional web companies and the type of technology companies you’ve been investing in for years. But can you just tell me a little about the difference in the dynamics between the companies that are renewable energy companies versus the companies that our readers probably are more familiar with, web companies and hardware and even chip companies. Mr. KHOSLA: Yeah, still… Mr. SCHONFELD: There seems to be a disconnect, even in the Valley, between the cultures of these two types of tech companies. Mr. KHOSLA: You know, I find that a pretty narrow view on behalf of people who sort of repeat that, I’ll call it a platitude for now. In the following sense, if you look at a venture firm like Kleiner Perkins and look at their portfolio, I would guess that 20 percent of the portfolio —and this is before renewables—ends up in things that are purely capital-intensive like biotech. 20 percent ends up in really capital-intensive stuff like biotech. 20 percent ends up in capital-light things like a Web start-up, let's say, taking less than $30 million. So, 20 percent will take less than 30, 20 percent will take more than 300. And then the remaining 60 percent ends up in the middle taking, oh, you know, the bulk of the portfolio in venture takes between $30 million and $75 million or a hundred million. I think the profile in renewables will look exactly the same. And so, if you’re a broad-based venture firm and you do biotech and you do some of the capital-intensive projects, your renewable portfolio will not look that different. Not everything in the world is building power plants or build biofuel facilities. There are plenty of things that are in the middle. So if you’re doing LED lighting, it is just like a chip start-up. If you’re doing a new air-conditioner, it’s like a small equipment start-up, or telecom gear start-up. If you’re doing water, it’s like a Web start-up, at least the ones we’ve done. Mr. SCHONFELD: How is a water startup like a Web company? Mr. KHOSLA: Well, for 15, 20 million dollars, they’ll have products in the marketplace and be able to be cash flow positive. Less than $25 million, I would guess, because they’re making membranes. Then you make a membrane, they put it into existing systems. Now, they could have a capital-intensive model and build a desalination plant but they’re not going to. They’re going to build a membrane that goes into existing desalination plants. And so, it’s a very simple model and in all those – in almost all these cases that opportunity exists. Even in the extensive biofuels area, where you'd think it’d be very capital-intensive, you know, it’s easy to cut deals like LS9 announced one with Proctor & Gamble. That’s publicly announced. You can look that up, and make sure it is capital-light. There are companies that are pursuing licensing strategies that are also relatively capital-light. MR. SCHONFELD: Already you have what, about 50 companies in your Khosla Ventures portfolio, somewhere around there? MR. KHOSLA: More than that. I don’t know the exact count but yes, more. Well above 50. MR. SCHONFELD: So the new fund will be used for follow-on investments to the existing portfolio as well as new ventures or is it – or the existing portfolio is already taken care of with the capital allocated to the previous funds? MR. KHOSLA: Well, both of the funds will be new investments. But there are provisions for existing portfolio companies to get in, you know, we’re not going into the details but the bulk of the funds will be new investments . MR. SCHONFELD: And do you see going forward the mix being pretty much the same? It seems like it’s two thirds clean tech and one third more traditional tech. MR. KHOSLA: Yeah. We do expect the mix in the future to look similar to the mix we’ve had in the past. MR. SCHONFELD: Let’s take both of these techs one at a time. So, the Clean Tech companies are – are these located all over the place? Are these Silicon Valley companies and what’s your criteria for investing in these companies? I mean, at first glance a lot of these companies seem like material science companies or companies that other investors maybe wouldn’t even look at or would pass on because it’s not – it’s not a familiar model to them, right? So, you’ve invested in a lot of technology companies. Obviously, the problems they’re trying to address are large, but in terms of the actual business model and economic models of these companies, where’s the leverage? MR. KHOSLA: Well, you know, first because it’s a diverse area and there’s no one business model. There will be a range of business models that will be used and will make sense and just like any other tech start-up, these companies are run by entrepreneurs who are pretty damned adaptive . You know, they’ll move pretty quick and adapt to whatever the environment says. MR. KHOSLA: If the market changes, the money is available or the money is tight, they adapt to that. These things entrepreneurs do all the time . You saw that in the dot-com thing. There were people who could use a hundred million in the dot-com, and people who could adapt and go back to running on a million dollars a year. We saw that in dot-com companies and I think the same is going to be true in this space. And because the space is so large you'll see a lot of diversity in the range of business models. I forgot the first part of your question. MR. SCHONFELD: I can rephrase it. What are you looking for when you’re going to make investments in this area, what are the key… Mr. KHOSLA: To your question, we love material science. We love serious technology innovations and there is a strong bias towards large technology innovations that are sort of disruptive to the current market. And that is very much a charter of what we are doing and we don’t mind larger technology risks especially in the smaller seed fund, which is really geared towards science experiments, which other people generally, as you say, won’t do . The main fund will look like any venture fund and we’ll invest like any other . We'll do seed, A and B and C investments. And there the risks probably will be a little less of the speculative stuff the seed fund might do. And I agree with you, there will be fewer people in the domain of the seed fund but the seed fund will do things that take a million dollars here, our $2 million there to roll out a really radical technology idea. And then it becomes a regular business plan. In that stage, in the seed fund, we’re not looking for completeness in things. We're not looking for business plans. We are not looking for meeting every fiduciary requirement of an investor. We are looking for great technical ideas and great technologists and yes, lots of PhDs in hard-core science disciplines . Or just wild ideas that sort of have huge upside potential and sometimes may not need a radical technology breakthrough. So Xobni , which we did in e-mail , is an example of something that would be—in IT that fits into the seed fund because it’s a wild idea to do e-mail in this day and age. It has gotten great traction. So, that’s what we are looking for in the seed fund. In the main fund, we look for more complete management teams and more complete technology. Mr. SCHONFELD: But for Xobni, that seems at first like the opposite of what you’d be looking for because a lot of people might think that e-mail is done although obviously, it has a lot of problems. Mr. KHOSLA: Well, in fact I would say most people wouldn't invest in e-mail because they think e-mail is done. In that case, it was an idea that we thought compelling and without going into the details, users have adopted it and used it enough to prove to us that it is compelling . And so all I’m saying is, we will do non-technology IT stuff in the seed area. We've just done another seed that I won’t mention but it’s not renewable but green, it’s just a great idea in a completely wild space that most VCs wouldn't even think of touching. But it’s a regular technology start-up. And hey, great, so we are open minded on what we are looking for. On the green side, generally it should focus on the technology, technologist, a breakthrough innovation, not just a minor iteration. Mr. SCHONFELD: Looking at your portfolio, overall which of the companies are the most mature? Have you had any, have there been any exits from the portfolios so far or - Mr. KHOSLA: You know, we’ve had some – we’ve had a couple of sales and I don’t know which ones we’ve talked about publicly. They’ve been OK, good returns. So, you know, on average sort of a few times our money. Nothing I’d call a home run today but in terms of maturity, obviously, Aliph or Jawbone is a pretty exciting start-up for us. You know, a couple of, sort of nine digit revenues and cash flow positive and all the things you’d look for in a mature company. And you know, and so, eASIC is doing pretty well in semiconductors, we’re happy with that. Let's see, iSkoot is doing really well in the mobile space. I’m trying to pick different areas. You’ take something like RingCentral . It doesn’t need any more money or financing, it is relatively mature recurring revenue business – not really worried but you know, we could sell it tomorrow. We have not been in a rush to sell it. We don’t care about exits as much. We care about building | |
| Five Startups Present At Capital Factory's Demo Day In Austin | Top |
| The startup incubator model pioneered by Y Combinator is quickly spreading across the country, with programs popping up in places well outside the Silicon Valley bubble, including Colorado and South Carolina . Earlier this week Capital Factory , an incubator based out of Austin, held its first demo day where the program’s five startups presented themselves to a number of potential investors and press. The demo day also included a discussion panel with six venture capitalists, who discussed some of the things involves in building a strong startup. We’ve embedded a video of the event below, along with a description of each startup. Cubit Planning — Cubit Planning is a service that allows agencies to automate some of the more tedious and time consuming parts of writing NEPA documents — the documents that summarize how a project will impact the environment as part of the National Environmental Policy Act. The startup says that you can get “cut and paste ready” data for these reports in as little as five minutes. Famigo is a gaming company that focuses on helping bring parents and their kids together. The company will soon be releasing an iPhone version of the game ‘hot potato’, which it plans to launch in the next few weeks. In the long run, the company plans to be a platform that other developers can leverage to help make family-oriented games. For more, you can see a video interview with the company here . Hourville is a marketplace for local service providers, who can offer anything from private tutoring to haircuts and more. The site lets these service professionals create a sharable calendar so potential customers can see when they’re available, and allows customers to book online (service professionals will get Email alerts and phone calls when someone books a timeslot). PetsMD is a new resource for pet-related health information. There are plenty of sites on the web that offer guidance for taking care of your dogs and cats, but these can be inconsistent and poorly organized. PetsMD looks to offer a comprehensive and accurate database of this data, and includes reports that have been approved by the site’s “Veterinary Review Board”. There’s also a Symptom Checker where you enter in the behavior your pet is displaying to see what the problem might be (the site recommends that you still visit a vet if there appears to be something wrong). Sparefoot is a site that lets you rent out any extra storage you might have around your house — be it a shed in the backyard or a room in your house — and also gives more traditional storage facilities another marketplace to present their available space on. The site also features a site that lets users who are looking for storage to browser through the available offerings. Over the course of the last ten weeks, each startup was given “up to $20,000″, along with mentorship, PR support, server usage, and legal help, while the incubator took a 5% stake in each company. Other incubators we’ve seen recently include Y Combinator (demo day coverage here ) , fbFund (coverage here ), and DreamIT Ventures (coverage here ). Crunch Network : CrunchBase the free database of technology companies, people, and investors TechCrunch50 Conference 2009 : September 14-15, 2009, San Francisco | |
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