A Quote by Aneel Bhusri
I would have loved to invest in Salesforce when I was active in venture. I didn't know the founder, Marc Benioff, well enough, and he didn't really rely on venture capital, but I remember the first time I met him and got to talk about Salesforce when they were still private. I thought, 'Damn, that is going to be a huge company.'
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Salesforce's Chatter is what convinced me that the company understood what is going on in the enterprise; this was the biggest attraction for me. I saw that Salesforce understands social.
I think Salesforce, going public very early on before they were profitable, it made a lot of sense for them because it got customers comfortable that these guys were going to have capital and be transparent about their business.
Salesforce employees are so immersed in the fervor over their offerings and their unique workplace that they are nearly incredulous to learn that few people beyond the legions of customers using Salesforce's product have the faintest idea what the company does.
I like most of the venture capitalists I know; they're smart, well-intended guys who genuinely enjoy helping entrepreneurs succeed. And I love venture capital and investment capital of all categories - its economic impact is proven. The more of it the better.
Salesforce acquires companies - it has snapped up 55 since 2006 - that are either more innovative or that have pioneered market segments that Salesforce hasn't yet cracked.
When I first started as an angel investor, I was excited to start investing in startups - but I didn't know much. I couldn't tell the good ones from the bad; I didn't understand all these venture capital terms, so I would invest somewhat blindly.
There's almost too much venture capital in India - there are issues with seed capital, but for venture capital, there's a lot money chasing deals here.
I know the difference between venture capital[ism] and vulture capitalism. Venture capitalism is a good thing, comes in, gives that gap funding to help these companies get off and get started creating jobs, and work. But Mitt Romney and Bain Capital were involved with what I call vulture capitalism. And they walked into Gaffney and took over that photo album company for no other reason than to basically pick the bones clean. And those people lost their jobs.
I want to remind everyone that we have a no alcohol policy at Salesforce. Alcohol is a drug, and having alcohol on a Salesforce premise is simply unfair to the Ohana who either do not want it or are intolerant of it.
There is always a critical job to be done. There is a sales door to be opened, a credit line to be established, a new important employee to be found, or a business technique to be learned. The venture investor must always be on call to advise, to persuade, to dissuade, to encourage, but always to help build. Then venture capital becomes true creative capital - creating growth for the company and financial success for the investing organization
Blockchain Capital was the first dedicated venture fund to invest in crypto and blockchain.
State funds, private equity, venture capital, and institutional lending all have their role in the lifecycle of a high tech startup, but angel capital is crucial for first-time entrepreneurs. Angel investors provide more than just cash; they bring years of expertise as both founders of businesses and as seasoned investors.
When I started Net-a-Porter, I knew nothing. And I was pregnant. Starting a new venture and being pregnant for the first time are pretty similar in many ways. If you knew what was going to happen to you, you wouldn't venture down that road.
Given my venture capital background, I know the tech sector well.
The stock market has gone up and if you are stock picking, that's fine, you may do a bit better than the market. But if you want to play in another game where you can get rapid increases of value and so on and so forth, this apparently has become the new parlour game, to invest in these companies and many their cases, the private equity that has been piling in onto of the venture capital is creating the unicorn, in other words the company with the $1 billion valuation.
You don't think, when you start a company as the founding CEO, that if your venture actually works, you end up with three jobs: founder, CEO, and chair of the board. The first eight years at Bonobos, I have learned a lot about the tension between the first two. It didn't even occur to me that I had the third job until much later.
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