Partilhe comigo e com todos os visitantes deste espaço, a sua opinião sobre empreendedorismo, capital de risco, inovação, gestão, business angels, ideias de negócio, balanced score card, planos de negócio...

Quarta-feira, 8 de Julho de 2009
Take a Chance

Tara Joyce @ Venture Capital IT 2009 from Gesventure on Vimeo.

Na sequência da sua intervenção no Venture Capital IT 2009 em Portugal, Tara Joyce preparou o seguinte artigo que fez questão de partilhar connosco neste blog.


On the anniversary of my first year as an entrepreneur, I was overjoyed and shocked to receive an invitation from Francisco and his passionate team at Gesventure to speak at their VCIT 2009 congress on the topic of  Innerpreneurs.


Just a year before I had made the terrifying but empowering decision to start my own business. It was a monumental decision for me as I was admitting my passions - writing and the web - and developing a plan to pursue them absolutely. I was determined to create a career that had meaning to my life and others lives.




The Leap... into Entrepreneurship


The decision to become an entrepreneur is perhaps one of the most difficult decisions. You are deciding to take a chance at creating your own destiny and this requires authentic confidence in your abilities, your ideas and the world.


But to gain this confidence you first need the opportunity to exercise your talents and test your abilities. Francisco and his Gesventure and GesEntrepreneur teams create opportunities for people to educate and empower themselves and discover their inner entrepreneur.


Francisco provided me with my first professional speaking opportunity and a platform to spread my ideas on meaningful capitalism. As a new entrepreneur, only one year young, it was a powerful affirmation to be invited, and to be supported and promoted by  a congress focused on what is possible in business.


The Rise of the Innerpreneur


I was invited to speak on the idealistic new breed of entrepreneur, the Innerpreneur. Motivated by our values, our businesses are built on authenticity, meaning, and conscious action. We understand that a truly sustainable business focuses on the triple bottom line - people, plant and profit.


Creative and holistic, in a culture and industry where profit is often the only measure of ‘success’, Innerpreneurs, unaware that there are others like them, feel alone in their business practices. But there’s a whole lot of us so it’s critical we become aware of a larger us in order for us to grow and to encourage the change needed. VCIT 2009 provided the first offline avenue for the Innerpreneur truth to spread.


Society is evolving and Business must evolve with it. The stronger the voice to empower this necessary change, the quicker it will happen. We need more enterprises like Gesentrepreneur educating and promoting Business as a means to create a sane, sustainable, value-based economy. It’s the truth we all need to hear.


Tara Joyce shares her ideas on meaningful capitalism at


publicado por Francisco Banha às 15:29
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Terça-feira, 27 de Janeiro de 2009
Do you have the tenacity of Abe Lincoln?

 por Matt Hulett, StartUp Whisperer

When my fellow entrepreneurs opine to me that starting a business is hard, I certainly agree but I also know that its some of the most rewarding work one will do.  The one thing that really defines success for entrepreneurs is tenacity.  Sure, you need a talented team, a great idea, and some luck. 

We all know the stories of the young wunderkind that hits on that great idea, lands on the cover of Fortune and amasses huge sums of money.  The reality is that it takes time and most of us entrepreneurs spend many years building real businesses.  The "quick" flips that you hear Joe Startup talk about at industry parties certainly happen but are not the way to build a real business (especially when quick flips don't happen that often or that fast). 

You've got to be tenacious about your companies vision and goal.  Whenever, I have had a tough day I think about Abraham Lincoln.  Man, you'd have to be tough to run this marathon of failures and/or absolutely believe that you are on the right track.  Check this out:

Failed in business - 1831
Lost election for legislature - 1832
Failed again in business - 1834
Sweetheart died - 1835
Nervous breakdown - 1836
Lost second political race - 1838
Defeated for Congress - 1843
Defeated for congress - 1846
Defeated for congress - 1848
Defeated for US Senate - 1855
Defeated for vice President - 1856
Defeated for US Senate - 1858
Elected President - 1860

So, the next time you feel like you are having a tough time.  Just look at the career timeline of
Honest Abe. 

publicado por Francisco Banha às 13:01
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Segunda-feira, 14 de Janeiro de 2008
Como avaliar uma equipa de gestão em 10 passos

A Angel Newsletter Online tem estado a dar algumas dicas aos seus leitores de como podem fazer dinheiro enquanto Business Angels.


Um dos segredos, segundo a newsletter, é uma correcta avaliação da equipa de gestão:


1 - First impressions can be misleading so go and meet them all together at their place of work
what is their body language as they sit together - is the inventor looking out of the window and does this mean he is thinking how to improve the “product” or is he imagining himself on a beach far away?
is anyone a bully?
what do the other staff who are not in the meeting think – are they a bit tight-lipped- if so why?
if you were a customer would you trust these people?
if you were a supplier would you go the extra mile for them?
can they “follow through” ?
who is really the team leader?
when it comes to management style bear in mind you are likely to care less if you are being a passive investor rather than a proactive one. However, an arrogant idiot will probably still be an arrogant idiot in two years time, when you ring him to ask for something, even if you have not had regular contact with him in the meantime.
Remember that you should be getting more excited about backing them the more you meet them, not less!

2 - Find out what really motivates them
Great entrepreneurs always say that they were compelled to fulfill the dream and it was that, not the money that motivated them to succeed. I won’t say this is a disingenuous comment, but if they are any good they will enjoy making money and turning a profit as part of their dream.
What is really driving them? Poverty in childhood? A desire to get back what has previously been lost? The need to found a dynasty? Proving someone wrong? Saving the world (or part of it)? No-one else is going to employ them, but lots of people love the customer service they offer? They may be rich but are their friends richer?

3 - Are they “in love” with the business?
Are you a stepping stone to VC money en route to a quick sale or are they really wanting to build a dynasty because their parents failed to do that for them? Both are good answers by the way.
Avoid anyone who just wants employment or a pension.
They need to be a bit obsessive and compulsive, but they also need to be able to switch off or you will have a team that gets ill.

4 - Check out how they deal with you
are they interested in you or just your money?
do they understand your needs and wants, especially regarding the exit?
will they listen to you and trust you when times get tough or will they blank you?
imagine yourself in their shoes and how important you will be to them in 2 years time Then decide if you care how they will be treating you then.

5 - Don’t trust the fact that a gang (any gang) of angels or a VC is enthusiastically chasing the opportunity
look instead for people in the background – be they existing investors, advisers or non execs who are publicly or privately supporting the team?
try to meet with some of the current investors etc – are they people you want to hang out with and/or who can help to deliver the goods or are they trophies or just useless?
when you find existing “excellent” investors in the shareholder base, they are often a sign of a good quality management team and, (you never know) they may come in useful to you for another deal one day.

6 - It sounds trite but are the team “good blokes”?
Successful entrepreneurs that I know ALWAYS have a surfeit of true charm and can sell ice to Eskimos but this is not the same as them claiming you as their best and most important friend. All great entrepreneurs are unfailingly polite when they meet you.

7 - Forget how they dress
Look instead to see if they are well kempt – i.e are they REALLY clean and does their image hang together – if they are not proud of their own body image, they won’t be proud of looking after the business’s.
…. but if they cannot communicate who they are and what they are doing in about 1 minute, start to worry.

8 - Tell everyone who matters that you are going to credit and police check them and say that they can email you privately if they have anything to tell you before you do the checks
honest people will let you know if they have had a problem and confess; rogues will try to fudge the issue.
then credit check them anyway.

9 - Are they dyslexic, left handed, creative, insecure, a bit impulsive – and all the other range of characteristics which are common in entrepreneurial teams? Is there a completer and finisher in the team who will round up and close the initiatives of the others?
Beware of those who are they using efficiency to hide laziness or lack of imagination.

10 - Find out the truth about how they got together
In seed and start-up deals do not ignore the “sole” entrepreneur. Many entrepreneurial teams who will pitch together are not so close as you might think, sometimes the sole entrepreneur’s “team” is his workforce.

publicado por Francisco Banha às 17:31
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