3 Reasons Entrepreneurs Should Be Financially Literate

By Wyn Lydecker WG’76, founder of Upstart Business Planning

If you are like most entrepreneurs, you have a big idea you want to develop as quickly as possible. While you may wonder how you will raise funding for your startup, chances are that you have not had much exposure to accounting or finance and have no idea how you will keep track of the money flowing through your business. But your degree of financial literacy can make a huge difference in how much success you achieve. Here are three reasons why every entrepreneur needs to acquire at least some of the knowledge taught in an Accounting 101 course.

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Six Financial Tips for Food Businesses

By Keith Kohler G’93/WG’93, President of K2 Financing and food industry consultant

Over the years, I’ve had the privilege of advising a wide variety of companies in the food and consumer products spaces.  And I’ve reviewed probably about 10x that amount in business plans and company financials. Along the way, I’ve accumulated a few lessons that continually ring true for startup food businesses:

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The Penn Way To Network

By Kalon Tsang C’14/W’14, Pagevamp Business Development and Marketing Intern, on behalf of the Pagevamp team

How do you transform a college hackathon idea into a venture-backed startup with clients in over 80 countries? In addition to hard work and determination, we ascribe our success to the power of networks: from the immediate support of our family and friends, and across the valuable resources of the greater Penn community.  We have found it far more natural and effective to “network” by creating and nurturing meaningful relationships, rather than collecting business cards at conferences.

The Pagevamp team. Left to right: Atulya Pandey C'13, Julien Loutre (Pagevamp's first hire), Jonathan Pedoeem (Summer Intern), Vincent Sanchez-Gomez C'13, and Fred Wang W'13.
The Pagevamp team. Left to right: Atulya Pandey, C ’13, Julien Loutre (our first hire), Jonathan Pedoeem (Summer Intern), Vincent Sanchez-Gomez, C’13, and Fred Wang W’13.

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Getting Started for Fashion Entrepreneurs: Find a Designer, Manufacturer, and Supplier

Editor’s note: This post was originally published on Thanh’s blog, pthanh.com.

By Thanh Pham C’14, founder of fashion startup Jean & Isola

A little side note to what inspired this post: I was on the Wharton fashion startup trek a few weekends ago (basically a day field trip for MBAs sponsored by the Wharton Entrepreneurship Club) and in between nodding off (it was a long 5 AM bus ride to NYC) and furiously jotting down notes, I started having this strange feeling of déjà vu; I felt like I had already seen my last few sentences somewhere. Sure enough, these were questions and that I had heard, and asked, a few times: when you’re just beginning, how do you find a manufacturer/designer/supplier?

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How To Get Tech Work Done, a Guide for the Non-Tech Founder

By Isaac Sukin, W’14, Founding Member, Dorm Room Fund Philly Investment Team

You’ve got a great idea, you’ve validated the market—but you don’t have the technical skill to build it yourself. What do you do? As a programmer myself and a member of Dorm Room Fund, one of the first venture capital funds run by students, for students, I get asked about this a lot. The advice that I give depends on how much you need done—and how much you’re willing to pay.

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How to Approach VCs as a First-Time Entrepreneur

By David Klein, Wharton MBA alumnus, co-founder of CommonBond

When people ask me, “When is the right time to talk to VCs?” my answer is, “Yesterday.” Why? Because many entrepreneurs – especially first time entrepreneurs – never really feel “ready” to talk to VCs. “Everything has to be perfect… Results aren’t good enough yet… All ducks must be in a row.” Right? Wrong.

First Wharton borrowers - smaller
CommonBond’s first Wharton borrowers.

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Cash Management for Startups

By Mike Taormina, Wharton MBA alumnus and Co-founder of CommonBond

Editor’s note: This article came out of an exchange on the Venture Initiation Program listserv, where current and former members of the program go to ask the community for help in solving their entrepreneurial problems. We thought Mike’s advice to a fellow VIP alumnus was so terrific that we asked him to turn it into a blog post.

Commonbond logo

There is a wealth of advice out there for startups trying to raise money—and for good reason. Without that first round or seed funding, many great ideas would never become anything more than an idea.

We also live in a highly innovative fundraising environment today, and the attention paid to helping entrepreneurs navigate their options and access capital is critical. As a founder, it’s incredibly exciting to be starting a business at a time when doing so—while I wouldn’t say is “easy”—has never been more possible for so many people.

So, let’s assume for a moment that you’ve successfully raised capital for your business (congratulations, by the way). The question then becomes: “What is the best strategy for managing this newfound cash?

Given the diversity of products and the multitude of providers, this could quickly become a time-consuming, complex process. When CommonBond raised its first round of funding in November 2012, we confronted the same question on how to best manage our cash, and it was incumbent upon us to find the optimal answer.

Here’s how we approached it:

First, the considerations.

1.     Capital preservation is critical.

Angels and VCs invest in entrepreneurs to take risks in operating their businesses, not to take risks in making financial investments. Compounding the issue (no pun intended), any upside in today’s yield environment is so meager that it simply doesn’t compensate for any risk-taking, given the amount of cash early-stage companies have to manage. For example, let’s assume your $1mm account has an average balance throughout the year of $500,000. If we further assumed a yield of 0.10% (which would actually be quite high for a low-risk money market fund at today’s yields), we’re talking $500 for the year. That’s it.

If you instead decide to expose your cash to more risk in the hopes of a higher return, one of two outcomes are likely:

If the investment works out, yes, you’ll have more cash, but probably not a meaningful amount; or,

Your investment does not work out, and you lose principal—a cardinal sin that can quickly lose both your investor and your credibility with respect to subsequent fundraising rounds.

Given the relatively small capital base of a startup, there is simply too small an incentive and too great an investor confidence risk to take much investment risk with your cash management.

2.     Liquidity. Uncertainty abounds in startup land. You may need to liquidate an investment to free up cash, so make sure that doing so doesn’t lead to an uneconomical investment. Bank CDs, for example, typically provide a higher yield than T-Bills or money market funds, but only if you lock up the cash for a period of time. The penalty for exiting a CD early (and the negative yield it can create) may be reason enough for a startup to stay clear of CDs as instruments for short-term cash management.

3.     Cost management. Watch out for banks with minimum balance fees or those that charge a relatively high commission for a simple T-bill trade—a cost which can also lead to a negative yield on the transaction.

4.     Counterparty risk. If you invest in a money market account, make sure you’re comfortable with the counterparty risk—the likelihood that your financial institution of choice will run into bad times that results in either a lock-up or loss of your assets with the institution.

What to do next: 

  • Bank account. If you open a checking or savings account, you have the $250,000 FDIC protection, so this is a great place to start from a capital preservation standpoint.
  • Bank CDs. You could then invest in bank CDs. If you go this route, keep in mind consideration #2 above (“Liquidity”). You don’t want to end up locked up in a CD and having to pay a penalty to get out, negating any deposit income (again, for minimal yield upside).
  • Brokerage account. If you have a brokerage account, you could invest in T-bills, money market funds, or sweep accounts. With T-bill purchases, just make sure the fees being charged don’t lead to a negative yielding investment. So long as the yield covers the fees, this is a great way to preserve capital, since FDIC insurance only covers up to $250,000 for checking accounts. With money market funds, make sure the fund’s investment mandate and holdings align with your low-risk, capital preservation strategy.

In the case of CommonBond, we decided on a combined approach: we set up a checking account and a brokerage account, both at the same bank so that wire fees or transfer time were never part of the calculus. The brokerage account invests in short-dated T-Bills and/or in a bank deposit sweep account, and the checking account is funded to ensure the company has sufficient cash for one to two months of operations—an amount that will likely not exceed the FDIC insurance threshold for the typical early stage startup.

Doing some very basic but important cash management will allow you to focus on running your business. And pushing the business forward should, and will, generate infinitely more value than any cash management strategy could ever deliver.

Mike TaorminaBio: Michael Taormina is CFO & Co-Founder of CommonBond, a student lending platform that provides a better student loan experience through lower rates, exceptional customer service, and a commitment to community. CommonBond is also the first company to bring the One-for-One model to education and finance: for every degree fully funded on the company’s platform, CommonBond funds the education of a student in need abroad for a full year. Mike is a former VP at J.P. Morgan Asset Management and a CFA Charterholder.