Deal Abstract
Former YC founder and VP of Revenue from Atrium are teaming up from micro-PE investors to reboot a subscription law firm.
Financials (VRB)
Question | Notes |
---|---|
1. Fundraising Target? | $5000000 |
2. Fundraised So Far? | $2351934 |
3. Pre-Money Valuation? | $24000000 |
4. Previous Year's Annual Revenue | $1450000 |
5. Previous Year's Annual Net Income (+ Profitable, - Burning Cash) | ~$-147151 |
The 6 Calacanis Characteristics ("Sow Passion, Not easy mediocrity", or S2 P6 N18)
Criteria | Yes/No |
---|---|
1. A startup that is based in SV? | True: San Francisco, CA |
2. Has at least 2 founders? | True: Two |
3. Has product in the market? | True: Revenue generating |
4. 6 months of continuous user growth or 6 months of revenue? | True: Went from bankrupt to profitable |
5. Notable investors? | True: No famous investors from what I can see, going the bootstrap route |
6. Post-funding, will have 18 months of runway? | True: Profitable! |
The 7 Thiel Questions (Every Time Man Profits, Don't Dismiss Serendipity)
Question | Score | Notes |
---|---|---|
1. Engineering? | 2 | Business model innovation but solid |
2. Timing? | 2 | More freelance gig economy |
3. Monopoly? | 3 | Very good revenue and turned profitable within a year of formation |
4. People? | 4 | Insanely overpowered team, one is a former YC founder and the other is a VP of Revenue from Atrium (YC/Justin Kan backed legal tech firm) |
5. Distribution? | 3 | All subscription for online delivered legal services |
6. Durability? | 3 | Building a legaltech company is really tough (see Atrium) so if they can build it to last, it will be hard to compete |
7. Secret? | 3 | By choosing clients and providers who are providing value with outcomes instead of busy work, Upcounsel can make a money cultivating a marketplace of more efficient legal services |
What has to go right for the startup to return money on investment:
1. As the customer base scales, customers who waste lawyers time cannot go up; 2. Besides just a marketplace play, UpCounsel has to have sticky SaaS that makes legalwork more efficient; 3. Learn from the mistakes of Atrium
What the Risks Are
1. Legal services is heavily nepotism and fear based, so it is resistant to adopting new technology; 2. Recurring revenue and keeping lawyers/clients on the platform; 3. Keeping quality of unit economics as marketplace scales
Bonus Muhan's Notes
Really interesting in that this is a dream team to solve this problem, but will they be able to avoid Atrium's fate.
Updates
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Review these deal memos every time the startup raises a new round
Test if original thesis still applies
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