LightSquared Closes $586M Round of Financing

4G wireless broadband wholesaler-to-be will use money to build out its network

By John Eggerton -- Broadcasting & Cable, 2/22/2011 12:03:00 PM

4G wireless broadband wholesaler-to-be LightSquared says it has closed on its latest round of financing, to the tune of $586 million.

The company, which has raised over $2 billion in debt and equity, says it will use the money to build out its network, which is right in the wheelhouse of a big push from the Obama administration. LightSquared will combine satellite and terrestrial delivery to provide wholesale LTE broadband access to cable operators, device manufacturers, retailers and others.

The President has been stumping over the past several weeks for his National Wireless Plan--announced in the State of the Union speech, which calls for rolling out 4G wireless service to 98% of the population within five years. That works for LightSquared, which is targeting 2015 for its nationwide 4G service that will reach more than 90% of the country, says the company.

Private equity firm Harbinger Capital Management, which is headed by Philip Falcone, owns LightSquared.

LightSquared last week said it had completed post-launch testing of the SkyTerra 1 satellite that launched Nov. 14, 2011. The satellite will relay high-data-rate signals to Light Squared head ends in the U.S. and Canada.

The FCC last month granted LightSquared's request for a waiver of FCC rules to provide the combination satellite/terrestrial service. The FCC conditioned the waiver, which allows the dual service to offer terrestrial-only devices as well, on working with the FCC, NTIA and other agencies to resolve a number of issues, including potential interference with GPS receivers.

"In approving this transfer of control, we observed that if LightSquared successfully deploys its integrated satellite/terrestrial 4G network, it will be able to provide mobile broadband communications in areas where it is difficult or impossible to provide coverage by terrestrial base stations such as in remote or rural areas," the FCC said in approving the conditional waiver.

That would further the FCC's National Broadband Plan public interest goals, a point the FCC made in granting the approval and that LightSquared points out on its Web site.

Privaris raises $2.9M for biometric keychain security devices - TechJournal

RALEIGH, NC – Privaris Inc., a company that sells which makes biometric ID products, has raised $2.96 million in debt, according to a regulatory filing. The company raised $2.67 million in debt in June, $2 million in November 2009, and a $15.7 million A round in 2005.
The company’s institutional investors including Harbert Venture Partners, Noro-Moseley Partners, River Cities Capital Funds, RedShift Ventures, and SpaceVest Capital. It was funded by private individuals prior to its first round in 2005.
In the filing with the US Securities and Exchange Commission disclosing the financing, principals cited include: Brian Carney and Wayne Hunter, Richmond-based Harbert Venture Partners and Edward McCarthy of Raleigh-based River Cities Capital Funds.
The core Privaris product is a patented, wireless, keychain device that uses fingerprint-based biometrics to authenticate its user prior to releasing the information needed to perform a transaction.
The products work with existing physical and IT security infrastructure to authenticate the identity of an individual prior to that individual being granted access to facilities, IT resources, services and transactions.
The fingerprint data is stored and processed only on the device and is never released so as to protect an individual’s personal privac

Lowly Golden State Warriors A Draw For Venture Capitalist

Lowly Golden State Warriors A Draw For Venture Capitalist: "Kleiner Perkins Caufield & Byers Partner Joseph Lacob is reportedly involved with a group bidding to acquire the Golden State Warriors, a downtrodden franchise that nonetheless has some investment potential.

The Daily Start-Up: A M&A Wavelet

The Daily Start-Up: A M&A Wavelet: "In this morning's Web roundup, three technology acquisitions and another in biotech should boost VCs' spirits. Meanwhile, Move Networks, a provider of Internet television services, puts itself on the block.

The Art of the Introduction

This post is by Chris Fralic, a managing partner at First Round Capital. 

I’ve been a VC for about 4 years now, and I do a lot different things in my job. But I’d have to say that making introductions, asking for them, and being introduced is something I do every single day. In fact, I looked through the 12,403 emails I sent in 2009, and 2,603 or over 20% contained the word “intro” or “introduce” or “introduction.” Along the way I’ve noticed there are some best practices, so I’ve put together a Top Ten list here from what I’ve learned.
Some qualifiers: First, this is for email introductions only, and focused on busy people who live and work in email. Second, it helps to have a personal reputation – it’s not just the words or format in your email, but it’s about who you are and the previous experience others have had with you. In the post below you’ll see I’ve called the person asking for the introduction the Subject, the person you’re trying to reach or making the introduction to is the Target, and the person making the introduction is the Connector. So let’s get started with a practical guide to The Art of the Introduction to help you increase your effectiveness, reduce your inbox load, and have people look forward to responding to your introductions.
1. SUBJECT LINE MATTERS This one is a big one – DO NOT use just “Introduction” or “Intro” alone as email subject line. That’s the equivalent of sending a resume titled “resume.doc” – it says nothing. You should have the names and company names of both people being introduced in the email subject line.
2. WHAT’S IN IT FOR THE TARGET? Ever hear the line about everyone’s favorite radio station? WIFM – What’s In it For Me. WHY should the Target care about this introduction? Put it in the first sentence or paragraph. Another way to look at it – is there any evidence in your email introduction that you know anything about the Target whatsoever?
3. CONTENT MATTERS Are you being specific enough about what you’re asking the Target to do, and are you actually saying what your company does? If you’re looking for a job or career help, did you attach your resume? If you’re introducing your company, did you attach a deck or executive summary or at least a paragraph explaining what you do? Links are not enough – they’re generally useless if the person reading it is on a Blackberry or on an airplane.
4. MAKE IT EASY TO REACH YOU Consider having your email signature (and your reply signature) contain all of your relevant contact information. You want to be one click away from a call or email. Every deck or executive summary should contain your contact information on the first and last slide.
5. MAKE IT EASY TO HELP YOU DON’T just verbally ask someone to make introduction – the follow through rates on those are usually low, and it puts too much work on the Connector. A best practice is to craft an email from the Subject to the Connector that contains EVERYTHING and can be easily forwarded to the Target (from the road a Blackberry, etc.)
6) CREATE FIREWALLS This one needs some explanation and some caveats – if the Connector is really close to both parties or has achieved a certain level of relationship with the Target, it can be fine to introduce both parties directly. But it often makes sense to consider the benefits of using a “Firewall” – the best/easiest example is via LinkedIn where it’s easy and completely up to each party to forward or accept the Introduction. Another alternative to a direct introduction is for the Connector to forward information to the Target to see if they’re interested first.
7. “LEAN FORWARD” ON YOUR RESPONSE When someone engages on a response you can really tell – it makes a difference and gets the ball rolling (e.g. offering some quick insight into the problem or opportunity at hand, offering multiple times/places to meet, etc)
8. CLOSE THE LOOP But don’t create an endless loop – don’t copy everyone on each of the 12 emails it takes to find an open time to talk. Instead…
9. EMBRACE THE BCC Blind Carbon Copy is the most powerful and least used feature in email. One simple BCC lets the Connector know that the introduction has been received and is under way.
10. EVERY INTRODUCTION CAN BE A WIN/WIN Help people out when you can and be honest and helpful even if you can’t.
I hope you find something useful here, and I’d love to hear about the best tips you’ve learned as you practice The Art of the Introduction.

The Top 30 Venture Funds And The Also-Rans

The Top 30 Venture Funds And The Also-Rans: "Amid talk of a potential rebound in venture returns, a leading fund-of-funds manager poured cold water on the asset class at today's Dow Jones Limited Partners Summit in New York.

Venture Capital – An Entrepreneur’s View by Tom Evslin

For those of us who start a new company rather than look for a new job, it’s important to understand venture capital and venture capitalists.  One of the best ways to understand the mind of a good venture capitalists (there are, of course, good VCs and bad VCs) is to read Fred Wilson’s blog (avc.blogs.com).   Fred gives the VC view in an ongoing blogosphere debate but he scrupulously points to opposing views.  His latest post specifically on this is Fixing Venture Capital and has a worthwhile comment thread below it.

Lesson #1: there are times when raising venture capital is a bad idea.
One question under debate is:  “is venture capital a good or bad thing?”.  This is a pretty silly question since the answer depends purely on the circumstance.  If you don’t need capital, then raising it through a VC or in any other way is a bad idea.  You sell (“give away” from an entrepreneur’s point of view)  part of your company when you raise venture capital.  You cede a significant amount of control over the future of the company, particularly over future financing.  Most of us entrepreneurs are control freaks – that’s why we start companies in the first place – so losing some autonomy is no little thing.  One of the best things a VC ever did for me was show me that the company I was running at the time didn’t need any capital.  It was his way of showing me to the door, but he was right and raising venture capital at that time would have been a mistake.  A good VC will tell you if you don’t need funding.

Lesson # 2: there are times when it makes sense to raise venture capital.
But there are times when venture funding from a “good” VC or VCs is absolutely the right thing for a company.  ITXC, the Internet telephony wholesale carrier that my wife Mary and I started, was venture funded and benefited greatly from both the funding and the association with the VCs, one of whom was Fred Wilson. 

We were in a business that runs on capital: even a “virtual phone network” requires equipment to operate.  The business allowed us to leverage the intellectual property we developed for making acceptable-quality voice calls on the untamed Internet (this was 1997) but developing and deploying  technology as well as signing up initial customers is a capital-intensive activity.  In a network business, you will always lose money until you get to a critical mass of customers (a consequence of Metcalfe’s law is that small networks are economically inefficient) so again there was a need for capital to get to critical mass.

We were initially too small to go public or to borrow big, even in the halcyon days of the late 90s.  We had stretched our own out-of-pocket financing and vendor financing as far as we could.  We were too big for angel financing.  So venture funding made sense.


Lesson #3:  raise your venture funding as late as possible.
It certainly helped that, for the only time in my long career, there was more money around than ideas. Mary did a great job of PR when we launched the company and I had some notoriety from AT&T WorldNet and Microsoft so people knew we existed.  VCs were calling us!

We held them off for a while (in normal times you won’t have this problem unless you are a serial startup success).  We told them, truthfully, that we didn’t have a business plan ready.  We also had enough money initially so we felt it was better for us to prove some of our business plan before negotiating for a VC round of funding.  We closed our first venture capital round after going live with our first customers.  We got a better deal – kept more of the company – because some of the risk had already taken, some of the concepts had already been proved, some customers were already paying real money.

Our deal came close to collapsing when AT&T pulled out as a venture source at the extreme last minute but survived, I think, because the business was so far along.

Lesson #4: pick your VCs well.
We also used the time our initial capital bought us to talk to lots of VCs.  It turned out that West Coast VCs including some of the great ones didn’t really understand or like service businesses.  We wrote software but we sold wholesale phone calls.  In the end our major VCs were Chase frontended by Flatiron Partners (that’s where Fred Wilson was then and where I met him) and Spectrum Equity from Boston.  Flatiron was a quickly emerging major firm in Silicon Alley in New York with a good understanding of Internet businesses and Spectrum was well-versed and well-invested in existing communication businesses.  We also had investment in this round and our next one from Intel Ventures, the Israeli firm Pitango, and VocalTec, the firm that practically invented Internet telephony and which supplied us with much of our equipment.

VocalTec’s Chairman and CEO Elon Ganor  had encouraged me to start ITXC and helped think the business through because he reasoned – correctly – that successful VoIP companies were necessary for the success of a VoIP equipment supplier like VocalTec. For this same reason, VocalTec provided both angel and venture round funding.

Your VCs will monitor what you do with your money closely.  Some of them will end up on your board.  Fred Wilson, Elon Ganor, and Bill Collatos from Spectrum joined CFO Ed Jordan and me on our board.  If they had not understood related businesses well and not been willing to learn with us as a new industry emerged, it would have been impossible to run the company.  Sure, there were times when I wished that just Mary and I and the increasingly good executive team we were putting together could debate every question; in fact there were times that I would just as soon have made very decision myself without debating with anyone. 

But companies can’t really grow well that way.  My board was sometimes in the way; much more often it was helpful.  I know many other companies where a mismatch between the capabilities of the VCs and of the executive team have led to paralysis. Incompetent VCs, of course, are a disaster.  A good VC, like a good startup CEO, must be able to learn and adapt!  Sure, you all agreed on a business plan before they gave you the money and you ceded absolute control over your company.  And, just as surely, at least half the assumptions that business plan was based on will turn out to be wrong as well as many of its conclusions.  If your VCs won’t let you – won’t help you – adapt, you’re toast.

So You Want To Be A Millionaire In Three Years…

So You Want To Be A Millionaire In Three Years…: "Don't worry, this isn't some get-rich scheme inspired by a Kevin Trudeau late-night infomercial. But it's a question on the mind of many entrepreneurs who are looking for practical advice on how to get rich quick. One founder has a few good tips.

"

Angel Investors - from TeenAnalyst

For those of you who think you have the next big thing, remember that you will need large sums of money to start it up. Depending on the idea and the industry its involved in, preliminary costs could run from a few thousand to a few million dollars. Of course, the first place to look should be close family and friends. However, if costs start to run up and going to your rich great-uncle is out of the question, then the next best thing to do is to look toward venture funding or an angel investor. These two options are some of the most common sources of money for a start-up company. While both are available resources, they are both different from each other in many ways.
Angel investors are private individuals who provide seed capital for a start-up company. They typically provide around a few thousand dollars in seed money to help get an idea started. While angel investors probably are looking for a positive return on their money, meaning they hope to earn at least their initial investment back over time, they typically are laxer on this issue than corporate backers. Some angel investors are simply wealthy individuals who enjoy helping bring a good idea to fruition. An angel investor usually works in close contact with the start-up company and can provide some personal attention to the job of building a business team, which is always good.

Venture capitalists (VCs) are an entirely different breed from angel investors. While angel investors are private individuals, venture capitalists are full-fledged partnerships and companies devoted to start-up and small company funding. They can range in size from tens to hundreds of people and command multi-millions in annual funding. When dealing with venture capitalists, one needs to understand that like their namesake they are "capitalists." VC firms survive and profit from making investments in companies that pay back in multiple returns over the long run. VC firms take their investments seriously so be prepared to be closely scrutinized. Of course, the pay-off is sweeter with initial funding from a few hundred thousand dollars up and further investments in the millions. To help you on your journey toward finding start-up money, here are some tips on dealing with VC firms. No matter whether you are a Silicon Valley start-up looking on Sand Hill Road or a clothing venture in Boston, some basic rules apply.

It's important to keep in mind that venture capitalists are looking for two things: a big idea and the market to make it work. In VC definitions, for something to be a big idea it must satisfy at least one of three criteria. It can bring up a new problem and show how to solve it. The idea uses old technology to provide new capabilities that couldn't be realized before, or the idea improves on the old by a large magnitude. It's not enough just to have a big idea, the VCs are also looking for the right big idea that fits within a big market. Typically VCs fund start-ups that enter into a market with a clear potential minimum of one to two billion dollars. The reasoning behind this is simply that most VCs look conservatively for at least ten times return on their investment in five years. With a larger market it's easier for a fledgling company to capture enough of a percentage to provide the VC with a healthy return. Usually the problem is not that your idea doesn't fit into these categories, but not being able to convey this information. Be sure to look over your business ideas and highlight how it fits into the VC model before confronting them. Coming prepared with a clear idea of what they are looking for helps.

Some final tips to remember when speaking to venture capitalists
When you present an idea before VCs, the first thing you need is credibility. Be sure you have a thoroughly developedbusiness plan and back up the market potential of your idea if possible with research. Get a professionally looking presentation or even spend some money on consulting help. However, something that money can never buy is confidence. You must show knowledge of the industry and above all the personal spirit and potential to make a successful venture. Remember to be persistent but respectful whenever trying to sell your idea before a VC. Chances are that success won't come the first, second or even tenth time you go before a VC firm. Nevertheless, with every failure comes a chance to learn from your mistakes. In the typical hectic lifestyle of our business world, your first confrontation with a VC may last only five minutes followed by a swift rejection. However, if you ask what about the presentation they didn't like, chances are that very same person would spend fifteen minutes with you going over strengthens and weaknesses.

The key to getting your idea from just an idea to an actual finished product is persistence. With persistence in finding funding, the right business model, and a little luck you will have yourself on the right track.

Place Your Bets Now: Batteries, Biofuels Or Natural Gas

Place Your Bets Now: Batteries, Biofuels Or Natural Gas: "At a energy conference, executives debated whether future vehicles will end up running on biofuels, natural gas or batteries.

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