Gili Raanan

And how do you deal with it? And how do you architect your company in the best way to run as fast as possible in the first three or four years? So if you demo the product and then they didn't take you for product evaluation, why is that? If I tell you the man from the future tells you that they evaluated the product and didn't buy it, why is that?

And how do you deal with it? And how do you architect your company in the best way to run as fast as possible in the first three or four years? So if you demo the product and then they didn't take you for product evaluation, why is that? If I tell you the man from the future tells you that they evaluated the product and didn't buy it, why is that?

We use a lot of simulations that assume failure and forces the founders to really analyze the situation, assuming a failure, and build their company to deal with it. So it's not just about product. It's about go-to-market team. It's about pricing. It's about channel strategy. It's about maybe location of headquarters.

We use a lot of simulations that assume failure and forces the founders to really analyze the situation, assuming a failure, and build their company to deal with it. So it's not just about product. It's about go-to-market team. It's about pricing. It's about channel strategy. It's about maybe location of headquarters.

Those are many, many elements that are being evaluated, examined during the time of the sunrise.

Those are many, many elements that are being evaluated, examined during the time of the sunrise.

I don't take them lightly and we are fortunate to have amazing co-investors that have backed repeatedly our portfolio companies and we have tons of respect to their contribution and their support of the companies because CyberStarts can be as great as we like, but there are other smart, capable, knowledgeable people in the world and we're happy to get their help.

I don't take them lightly and we are fortunate to have amazing co-investors that have backed repeatedly our portfolio companies and we have tons of respect to their contribution and their support of the companies because CyberStarts can be as great as we like, but there are other smart, capable, knowledgeable people in the world and we're happy to get their help.

So we are definitely in the early days, we are highly involved in fundraising and helping our companies to finance their growth. My approach is that it is expensive to build important companies. Important companies are typically not cheap. When I hear founders getting advice like keep down valuations, make sure you don't raise too much money.

So we are definitely in the early days, we are highly involved in fundraising and helping our companies to finance their growth. My approach is that it is expensive to build important companies. Important companies are typically not cheap. When I hear founders getting advice like keep down valuations, make sure you don't raise too much money.

My approach is your first priority as a CEO is to have enough money that you can build the right product, hire the right sales teams. That's expensive.

My approach is your first priority as a CEO is to have enough money that you can build the right product, hire the right sales teams. That's expensive.

So in order to raise enough money, the valuation should be high as well because no founder would sell 50% of their company in series A, not in series B. So I'm all for raising a lot of money, assuming you've built the right product and you have the right team so you can scale and take on the opportunity.

So in order to raise enough money, the valuation should be high as well because no founder would sell 50% of their company in series A, not in series B. So I'm all for raising a lot of money, assuming you've built the right product and you have the right team so you can scale and take on the opportunity.

We typically see two types of deals. So if you like the pricing menu of two items, we see one market for First-time entrepreneurs, people who that company is the first experience as founders and executives. And then there's a different price, a different market for repeat entrepreneurs. What are those prices roughly?

We typically see two types of deals. So if you like the pricing menu of two items, we see one market for First-time entrepreneurs, people who that company is the first experience as founders and executives. And then there's a different price, a different market for repeat entrepreneurs. What are those prices roughly?

For first-time entrepreneurs, we've seen C deals at anywhere between the $15 to $20 million post money. And for repeat entrepreneurs... I see a broad range starting from the $40, $50 million range, and sometimes it's going up quite crazy.

For first-time entrepreneurs, we've seen C deals at anywhere between the $15 to $20 million post money. And for repeat entrepreneurs... I see a broad range starting from the $40, $50 million range, and sometimes it's going up quite crazy.

I do mind the pay. I've passed on deals where the price went crazy enough. And that's what I'm telling entrepreneurs, that their job is to make sure that they are the most important company in each of their investors' portfolio. Because at the end of the day, they fight for attention and bandwidth and access.

I do mind the pay. I've passed on deals where the price went crazy enough. And that's what I'm telling entrepreneurs, that their job is to make sure that they are the most important company in each of their investors' portfolio. Because at the end of the day, they fight for attention and bandwidth and access.