20VC: 3 Questions Founders Must Stress Test VCs with, What Separates the Good From The Great VCs & Why 80% of VC Detract Value From Board Meetings with Seth Sternberg, Founder & CEO @ Honor
Posted on 18th May 2018 by Harry
Seth Sternberg is the Founder & CEO @ Honor, the startup that provides homecare your family will love. To date Seth has raised over $60m in funding with Honor from the likes of Thrive Capital, a16z, Homebrew and 8VC. Prior to Honor, Seth was the Co-founder & CEO of Meebo, a web communications platform backed by the likes of Sequoia, Khosla and True Ventures. Meebo reached $50M in revenue and close to half of the US internet population before being acquired by Google for $100M in 2012. At Google, Seth became a Product Director working on the Google+ Platform and GoogleX. Seth is also a prolific angel investor with a portfolio including the likes of Fitbit and Gusto to name a few.
1.) How Seth made his way into the world of startups with the founding of Sequoia backed, Meebo? How did he transition from social network to homecare provision?
2.) From his experience with Meebo, what are the biggest elements Seth has done differently with the building of Honor? What was successful the first time that he has carried with him to Honor? How does Seth approach the hiring process fundamentally differently the 2nd time around?
3.) Seth has worked with the likes of Sequoia, Khosla, Thrive and more, what are the commonalities that make the best VCs so special? Where does Seth believe VCs can add true value? Where do many seriously detract value? Why does Seth believe that 80% of VCs are actually detrimental to board meetings?
4.) What 3 questions must all founders ask when considering to take on a new investor? What is that investor-founder assessment structure? When there is a disagreement with investors, how does Seth approach this? What is the best method for doing this in as fast and efficient method as possible?
5.) Would Seth agree with David Barrett @ Expensify that we are going through a wave of founders creating companies for the quick flip? How does Seth’s 20-year time horizon with Honor affect how he both thinks about hiring and individual scaling within the firm? Why is he so jealous of Google and Facebook with regards to this?
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