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Recently, two bills have been introduced into Congress that – if passed – will do irreparable damage to the Internet, entrepreneurship, free speech, and job creation as a result of the continued entrepreneurial activity around the Internet.
Fred Wilson has a strong post up titled Protecting The Safe Harbors Of The DMCA And Protecting Jobs that explains the situation. Go read the post now – it’s an outstanding summary in plain English of what is going on.
If you don’t want to read the bills, watch the following four minute video for another excellent summary of what they are about, especially how the bills will be used by existing large companies.
The bills – like many in Congress – are misleadingly named. The House bill is called the E-PARASITES Act. The Senate bill is called the Protect IP Act. If you have the emotional fortitude and patience, go read them – they will scare the crap out of you, if you can understand them (I had to print them out, read them slowly, and annotate them to understand what they actually said.) I’d encourage Congress to rename both of these bills the “Destroy the Internet, Corresponding Jobs Created by Entrepreneurship Around The Internet, and Restrict Freedom of Speech” Act.
I’m not being dramatic – these are horrifyingly bad bills being introduced at a time when our country should be focused on exactly the opposite of what these bills represent.
Speak out now about this – loudly – to your representatives in Congress. While I recognize the lobbyists behind these bills – and the companies behind the lobbyist – are pouring in tons of money to try to get these bills past, hopefully our representatives are strong thinkers who can’t simply be bought.
The Internet has been an unbelievable force for innovation, entrepreneurship, job creation, and free speech in the US, and around the world. The US had been a leader here – let’s continue to be a leader.
While Jane was building SayAhh’s revenue projections, Dick focused his attention on building the expense side of the projections. He procrastinated for a few weeks because he was deep in product development, but surfaced a few days ago when he realized they had an investor meeting coming up and really should have at least a basic financial model ready in case the investor asked about it.
Before building his projections, Dick needs to make three main decisions:
- Should he build a simple cash forecast or a set of projected financial statements?
- What are the right drivers for each expense category?
- How should he account for unforeseen expenses?
1. Cash Forecast vs. Projected Financials – What’s the difference?
A simple cash forecast is just that – it is a model that helps anticipate cash balances over time. It is simple in that it forecasts how much cash will be coming in the door (revenues + equity financing + debt financing) and then subtracts from that amount how much cash is expected to be going out the door. The expense forecast tends to be organized by what the money is being spent on such as office space, employee salaries, or computer hardware and software.
Building a set of projected financial statements is more complicated. For one, it requires keeping track of not only what the company is going to be buying, but also where the purchased goods/services are used. In the straightforward example of a widget manufacturer, expenditures on electricity (the “what”) can get spread across multiple line items on the Income Statement. Part of the spend may be assigned to Cost of Goods Sold, part to Marketing, and part to General & Administrative, all of which can be separate line items on the Income Statement (the “where”).
Creating a set of projected financial statements also requires understanding different types of expenses. Specifically, is an expense an operating expense (generally speaking, spend on a good or service that is consumed immediately) or a capital expense (spend on an asset that will be used up more gradually over time)? The former will impact the Income Statement, Balance Sheet, and Cash Flow Statement while the latter will only impact the Balance Sheet and Cash Flow Statement (although as the asset depreciates, the depreciation will show up on the Income Statement).
To keep track of all of this, companies assign every expense to a Cost Center (tells where the spending occurs, indicating the line item on the Income Statement that will be impacted), a Cost Code (which indicates what was purchased, e.g. Office Supplies, Salaries, Utilities, etc.) and a spend type (e.g. Capital vs. Operating).
Finally, building projected financials requires a strong understanding of the interactions between the three financial statements.
Due to the added complexity of building projected financial statements and because Dick and Jane are currently focused on cash, Dick chose to build a cash forecast. This is fine for now, but eventually SayAhh will need to become sophisticated enough to build projected financial statements.
2. Choosing the right drivers for each expense category
Just as it was important for Jane to choose the right drivers for her revenue projections, it is similarly important for Dick to choose the right drivers for his expense forecast. Since this was addressed on the revenue side, we won’t go into details on the expense side.
3. Accounting for unforeseen expenses
Dick is confident that his forecast will capture SayAhh’s major business expenses. But how should he forecast unanticipated expenses? Dick decided that unanticipated expenses will be equal to 10% of anticipated expenses in order to provide a cushion in SayAhh’s budget.
4. Putting it all together
With that, SayAhh now has their initial set of revenue & expense projections. Subtracting the expenses from the revenues provides a forecast of cash flow from operations. Dick and Jane are not currently anticipating any additional cash flow from financing (or investments), so these projections are a good indication of SayAhh’s anticipated cash burn, which will help Dick and Jane determine when/if they need to raise more money.
On November 9th, I’ll be helping launch Startup Colorado. We’ll be having a kickoff event at CU Boulder from 6:30pm – 8:35pm.
Startup Colorado will be one of the regional initiatives under the umbrella of the Startup America Partnership. Startup Colorado is an initiative to make a meaningful impact on entrepreneurship and new company creation in the Front Range. We want to expand the breadth and depth of entrepreneurial networks from Fort Collins to Boulder to Denver to Colorado Springs and lower barriers for people who want to build high-growth businesses.
At the launch event, our agenda will include talking specifically about what our plans and goals are for 2012. We’ll be operating under my first principle of entrepreneurial communities – that an entrepreneurial community must be lead by entrepreneurs. We have a panel discussing what has happened in Boulder over the past decade and one about the power of mentorship.
If you are an entrepreneur in Colorado, we’d love to have you join us. Please register at the Silicon Flatirons site. The event will be at the Wittemyer Courtroom, Wolf Law Building, University of Colorado on Wednesday, November 9, 2011; 6:30 – 8:35 PM.
Several of the companies I’m an investor in are significantly building out their iOS and Android development teams. They are looking for acquihires of up to teams of five. If you are a partner in a small iOS or Android development shop, are tired of doing custom projects, and want to join a fast growing VC-backed startup, drop me an email.