![]() ![]() But there’s more to do – more to deliver. Our team has achieved so much in just three years. And investing more in the businesses that can turbocharge our transition – think convenience & EV-charging, renewables & power, hydrogen, and bioenergy. The way we talk about it is, it’s an ‘and’ conversation. ![]() Investing more into our oil and gas businesses to help keep energy flowing where it’s needed. Maybe I’m biased but I could really feel the energy: great conversation, loads of different voices, and I was able to call upon other bp leaders to help with the tougher questions… □īut delivery was the overriding theme. Now it’s about getting it done – and these are some of the people who can help make it happen. As a company, we’ve laid out a transformation plan. It’s 3 years since I last did a townhall in almost this exact spot – and so much has changed since then. That was the word that came up again and again when I caught up with the team here at bp HQ last week. #cartadata #valuations #fundring #venturecapital #earlystage #latestageĭelivery, delivery, delivery. Whither startups? Let me know what you think! Great piece, be sure to read it (linked in the first comment below) Will investor optimism and long-term bias overcome the funding gap? My two cents is that valuations are probably unlikely to dramatically decline in the later stages from today - but the earliest part of venture is another story. The gap between total invested capital and median pre-money valuations is greatest in the earliest stages and narrows considerably in late stage (Series C and beyond, not shown). Of course, gotta jump into my Carta data set when I see an well-reasoned argument like this one. In his words: "Venture valuations are a function of capital flows". Core argument: given the major decline in venture funding, valuations for startups are still too high and will eventually fall further. ![]() Read a fascinating piece by Nnamdi Iregbulem yesterday titled The Shadow Price of Venture Capital. Overall, there was a reckoning note: the days of easy money in SaaS are gone! Creating a fertile ground for hungry and financially disciplined companies like KEY ESG to thrive through a relentless focus on user needs, doing more with less and working with the best talent! We're ready!īig question - will early stage startup valuations keep falling? Good UX/UI makes users obsess over your product and can be your tangible differentiator if well harnessed. The best solutions are co-created with customers and validated by market demand. □ Sell, Design, Build - if you truly want to build ahead of the curve based on customer needs and keep developing the best solutions. ⚡There is no room for passengers in high-performing teams, everyone is a driver and keeping passengers on board will demoralise your high-performers. Lemkin who has curated a community of successful SaaS operators and founders with lots of wisdom to share was quite the starstruck experience! Here a select few take-aways from those leading the SaaS pack.like Divvy UiPath Loom Make Getting to meet the one-and-only Jason M. Countless of hours have been spent on SaaStr's podcasts between myself and partner in crime Heleen van Poecke as we are scaling our very own SaaS rocket KEY ESG! ![]()
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