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What You Can Expect From the Course

Most emerging technology businesses are focused developing a product.  There generally isn't time for developing a strategic plan, capital strategy, IP strategy and running a capital raise.  This course teaches you how to deploy an operating system for the business that frees up your time to implement a capital raising strategy based on a proven process.  By aligning existing capital and refining the operations to focus on the right inflection points, we can design a capital strategy that will achieve predictable investment.  With our proven templates, we will be able to save the Company thousands in professional fees.  

Frequently Asked Questions

Get answers to commonly asked questions about the courses

What is it?

Capital Raise Accelerator(™) is a 6-week online course with live Q&A calls and a community of CEO's who are raising capital.

What can I expect from it?

Capital Raise Accelerator(™) is for anybody who wants to start their own business and grow it to 6-figures. It works for anybody, regardless of your previous knowledge or experience.

Where does it happen?

The course is online and consists of training videos, tools, live Q&A calls and a Facebook community. You complete it online, on your own time.  The templates are provided as part of the course.  


How does it work?

You watch the videos, complete the action items, use the provided tools and templates. Ask questions in the Fb group or on the live Q&A calls, follow the process, get results.

When does it start?

Accelerator is an online course, it starts the moment you enroll. You can complete it in your own time and work through it as fast or slow as you wish. You get lifetime access.

Why does it exist?

We created Accelerator because there was nothing that showed how to launch a business, new product, hire a team, develop a strategy product plan and capital strategy, while raising capital.  We filled that void, and in extreme detail.

Mental State And the Road Ahead

Being an entrepreneur is tough and starting a technology business that is reliant on external capital is even tougher.  There is a wartime mentality needed to execute in this environment.  We discuss the mental game as well exercises to determine the exit strategy for the business AND for the founding team/CEO.  

Operating Systems

Most small businesses and technology startups operate in a perpetual state of crisis.  In some circles this is celebrated, but experienced entrepreneurs know that micro-management focused on status updates is a recipe for failure.   You will need to create capacity within the business to be forward looking (leading indicators) and to actively compartmentalize when and how to solve problems. 

By compartmentalizing issues into the right time horizon, the management team can be more efficient tackling the critical issues.  In addition, by compartmentalizing the priorities, you can deploy the existing capital into the right priorities.  Doing this ensures a next round of funding.   

Preparing the Company

While the investment deck gets an enormous amount of attention  content is so much more important than the presentation or the style.   By tracking KPI's and inflection points with existing capital, a clear strategic roadmap, pro forma with financial details that have been sent out to quote, a flexible strategy in terms of the use of proceeds, benchmarked inflections based on investor preference are all content issues for the round. 

Shoring up the data room, legal, accounting and even optimizing for IP portfolio readiness, non-dilutive funding and tax credits and optimization.  

The Raise Itself

In addition to running the business, learning how to develop the investor contacts and punchlist for investor communications, defining the offering structure, CRM and best practices for management of the raise and diligence process along with how to manage the business while in the midst of an uncertain financial future.

Closing

How to negotiate a lead investor, how to fill-out a syndicate, how to negotiate deal points, what to do when something is found in diligence, how to navigate closing, mechanics to closing.  Post-closing strategies for generating strategic investors or potential acquirors, how to prep for being fired as the CEO, family-life balance.

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