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An Open Letter from an LP
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Dear Portfolio Company CEO, Hi, my name’s Chris and I fund the folks who fund your company. I’m the money behind the money. I can’t remember if we’ve met, after all, I’ve got several hundred cats just like you in my portfolio. There’s a chance that we talked at your backer’s last annual meeting; maybe I visited your factory; or perhaps I called you for a reference check. You may not remember me, but I was the dude wearing the red t-shirt under my dress shirt. I took good notes during your talk and told daffy stories during the breaks. Yeah, that’s me. Anyhow, I wanted to drop you a note since I’m a bit worried about you. You see, the last time the economy slumped, we LPs heard endless tales of management teams that just couldn’t stay ahead of the game. “We discovered we had a bull-market CEO on our hands,” was a common refrain. “Those guys were a great growth team, but when the going got tough . . .” It seemed like private equity funds went through CEOs like the Yankees used to go through managers (although I’ll note that Stump Merrill couldn’t have been fired fast enough, but that’s another discussion.) So there I was, talking to my Operating Partner buddy, Bruce, about this phenomenon and he made a clarifying point: “Management is always an exercise in battling entropy,” he opined. “Order tends to disorder and the application of energy is required to restore order. It’s an immutable law of the universe and it’s a law of management.” Consequently, he continued, “In tough times, the disorder comes at you a whole lot faster and requires a lot more energy to manage.” I don’t think that it’s too much of a stretch to say that energy is a function of time and people who are cavalier about time become magnets for disorder. It’s like Lucy and Ethel in the chocolate factory: the conveyor belt speeds up and there’s just no place for all those blasted bon-bons to go. Indeed, the ingredients of any business are: ideas, people, capital, and time. And of those elements, time is the most immutable, the most obstinate, the most tyrannical. They’re just not making any more of it! You have but one weapon against this cruel oppressor: focus. In good times, managers don’t have to focus as acutely because the creation of good stuff outstrips the slouching to disorder. The great all-weather managers, on the other hand, have to focus because they realize that time is really expensive and when the creation of good stuff slows, entropy lies in wait. Choose what to do and what not to do. Just choose quickly and be explicit about your choices. We’re all in this together. Your success becomes my success (less, ahem, the GP carry) and I’m rooting for you. You guys are the beating heart of the entrepreneurial economy. You guys rock nonstop. Stay focused and be careful out there; you’re facing the greatest enemy of all: time. Forging ahead, Chris Douvos co-heads the private equity division at The Investment Fund for Foundations (TIFF). His blog is www.superLP.com
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November 26th, 2008 at 11:02 am
Imagine what the CEO could have been doing to salvage or improve the company in lieu of reading this drivel!
November 26th, 2008 at 11:08 am
Don’t listen to him Chris. Sad is sad.
November 30th, 2008 at 9:23 pm
I agree with Happy. Most VC’s aren’t this helpful. At least Chris says more than “cut your burn rate”.
Thanks Chris
December 1st, 2008 at 4:20 pm
And Happy is in Denial. VC-backed portfolio company CEOs need education on the laws of thermodynamics almost as badly as they need more toilet paper options. This is another memo from the back office that provide little to no value. You could have made the entire message the last paragraph and it would have been much more valuable.
December 1st, 2008 at 4:21 pm
Sure, focus is good. A quick realization that the good old market predictions may need revision, is even better.
But what you should be translating “We discovered we had a bull-market CEO on our hands,” to is, the GPs on the company’s board didn’t do the one an only real job a board has, and make sure the right person for the job was in the CEO slot. There are good and bad and middling CEOs just as in anything else and a Bull Market covers a multitude of sins in this area as in others. Anybody and his dog can be a bull-market CEO. So boards don’t like to make waves when things seem to be running to plan. Even when the board has themselves all signed off on the plan, such as “build the chip and the market will come” for example, and the only question at board meetings is about the delivery schedule, the folks on that board will be shocked and saddened to discover that they’ve had a bull-market CEO on their hands this whole time.
I’m not saying it isn’t the CEO’s job to read his or her market’s direction and navigate the company through it. That is the job. I just think it is funny to see GPs decrying the bull-market CEO when any of those CEOs would have had to fight tooth and nail to change course against a bull-market board.
It takes more than focus to make a real CEO. You have to find somebody who will start the board meeting with “It doesn’t matter whether we’ll ship this in the spring because ain’t nobody going to be buying any of it until the spring after that.” And of course you need a board willing to hear that and still show up for the next meeting rather than complain to their LPs that they had a bull-market CEO on their hands.