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Lightspeed VC Michael Mignano on Why Apple’s Threats Influenced His Choice to Promote Anchor to Spotify, Why No FOMO in Enterprise is Good (AI Apart), & What NYC Founders Have to Understand


Investing in somebody is primarily a enterprise relationship. It doesn’t imply you don’t develop a private affinity – it’s greatest once you do! – however creating an everlasting bond transcends the query of founder:VC dynamics and is usually not even immediately correlated with financial final result. Our participation in Anchor (later acquired by Spotify) generated each a return and a friendship between us and the founders. Particularly I’ve had the possibility to spend significant time through the years with Michael Mignano as he went from startup CEO to Govt/Angel Investor and now VC Associate at Lightspeed. Our conversations are all the time gratifying, spanning tech, parenting and tradition, so I made a decision to ask him 5 Questions right here.

I can vouch for his real optimism

Hunter Stroll: You started working with a variety of completely different VCs in your cap desk for Anchor. Who was the most effective one and why was it Homebrew? Severely although, had been there belongings you noticed as a founder – or an angel investor in different folks’s firms – that knowledgeable your individual strategy to enterprise now?

Michael Mignano: All through my time constructing Anchor, I met and pitched many, many VCs. And I believe if you happen to had been to take a look at all of these interactions and rating them on high quality of the “consumer expertise”, the bulk (however not all) would most likely qualify as poor UX. I don’t assume this may shock anybody. On the flipside, there have been completely a variety of buyers I met with, together with those with whom we ended up working very intently, which had been phenomenal!

Paradoxically (or maybe not), I consider the qualities of these buyers overlap fairly a bit with the qualities of nice founders: pace, conviction, authenticity, respect and directness in communication, readability of thought, human connection, empathy. And so these are the buyers I’ve tried to emulate. After all, I don’t all the time get it proper, however I’m making an attempt. I’ve principally tried to take my “founder mind” and simply flip the purpose to investing and serving to, not constructing an organization. 

Once more, I get it fallacious typically and now, being on the opposite aspect, I see how excessive quantity this job will be at instances. And so I do have a little bit of empathy for the buyers whom I thought-about “unhealthy UX” again then. On the similar time, like most issues in life, if you happen to put in just a little effort and also you persist with your ideas, I believe it’s completely attainable to guarantee that when founders stroll away from their interactions with you – whether or not you lean in or move – that they’ve a great feeling about how they had been handled. In order that’s what I’m making an attempt to do.

HW: As your begin date was approaching you requested me whether or not I assumed it was a constructive or adverse to start a enterprise profession throughout a downturn. Do you keep in mind what I instructed you? Was I proper? [note, for a variety of reasons I told Mike that I thought it was a positive for him]

MM: I used to be very excited by your recommendation on this subject. As a startup founder, you get into this default mode of shifting actually quick on a regular basis and making fast choices. And that was positively who I used to be throughout the Anchor days. However then, after spending a number of years at Spotify, I grew to understand the extra considerate, strategic strategy embedded into the tradition of that firm. 

My boss, Gustav Soderstrom (Spotify’s President and CPO) all the time used to say, “discuss is reasonable, so we must always discuss so much.” What he meant was that it was far dearer to maneuver too quick, make a mistake, and spend months constructing the fallacious factor. So as an alternative, we must always spend the time to assume, discuss, and align as a group earlier than kicking off one thing critically necessary for the corporate. I hoped your recommendation can be proper as a result of it might imply that my companions and I’d get to assume strategically and never simply be in “react mode” always. 

To reply your query: you had been largely proper. I used to be angel investing so much throughout the FOMO period and it was simply insane; it doesn’t really feel like that anymore. Nonetheless, I believe neither of us had any concept that a number of months later, AI would explode in the best way it has.

HW: So I’ve this concept about one contributing issue to why you bought Anchor to Spotify once you did. To be clear, I perceive and consider it was a fantastic choice – you bought to proceed the mission at an business chief with excellent deal phrases relative to what may have occurred given the market normally and podcasting economics particularly. On the similar time I do are likely to assume folks probably overestimate the challenges of issues they haven’t performed earlier than whereas feeling completely assured taking part in to their strengths.

Pre-revenue when Anchor was “simply” a product firm you had been all sensible iterators and relentless explorers. When Anchor wanted to turn out to be a enterprise was once you bought. And my armchair psychology was since you and Nir had not beforehand constructed an advert/sponsorship/commerce enterprise at scale the chance in getting it proper appeared very excessive. Whereas if say considered one of you got here from AdSense at Google, you may need been like, yeah that is robust however I’ve performed it as soon as already, let’s position. Am I directionally proper or am I projecting my very own points?

MM: The chance of getting the advert platform proper was not our chief concern; we had been involved about different dangers, one particularly which I’ll contact on under. Nonetheless, along with the dangers, there have been additionally simply so many positives about teaming up with Spotify. That mixture made it a no brainer for us. Right here had been the principle contributing elements:

1. Nobody was poised to put money into (and win) podcasting like Spotify. Apple had made it clear to us via many prior conversations that they had been by no means going to take the medium that significantly (past yearly incremental updates to the Apple Podcasts app). And different platforms’ methods appeared directionally pointed at unique content material, not constructing platforms. Spotify’s plan was a lot greater than that. It was extra alongside the strains of “win podcasting by any means mandatory, together with each content material *and* platform methods.” Anchor’s mission was to democratize audio. We felt that to do this, we would have liked to each allow everybody on the planet to make a podcast whereas additionally innovating on the precise consumption format. There was no query that Spotify was our greatest likelihood to do this, much more than staying unbiased. We had all of the creators, that they had all of the listeners. It was a match made in podcast heaven. 

2. Whereas there was a minor concern in regards to the advertisements danger (per your query), we felt there was extra significant platform danger to the way forward for the Anchor product providing. Extra particularly: whereas we believed Spotify to have larger upside, Apple Podcasts was the clear dominant listening platform on the time, and we relied on distributing to each platforms to ship worth to our creators. Nonetheless, Apple had repeatedly threatened to chop off our distribution (regardless of our many makes an attempt to associate with them), and their threats had grown extra fast and credible. We felt that if Apple minimize off our distribution to Apple Podcasts, the worth of the Anchor providing can be tremendously diminished. This was a a lot greater danger to the enterprise than touchdown the advert platform, and it was very a lot prime of thoughts for us after we bought.

3. Let’s face it: a hen within the hand is price so much. After we thought-about the supply by Spotify, it was clear that it might completely be a giant win for our customers, the complete Anchor group, our buyers, my cofounder, and me.

Trying again: whereas podcasts as a class continued to speed up after we bought (probably a results of Spotify and their aggressive investments) and at instances I questioned if we bought too early, I’m now assured that the choice to promote was the fitting one. There have been few podcast acquisitions after that eclipsed the worth of ours, and people who did had been solely incrementally extra helpful. And it now appears the podcast startup market has peaked, with a really unsure future shifting ahead. On account of all of the acquisitions, firms like Spotify completed their purpose. May Anchor have surpassed the complete podcast business if we had stayed unbiased? Who is aware of, however I’ve no regrets about the place issues landed.

HW: As a former CEO, once you again founders, how do you navigate an impulse to think about how *you* would construct the corporate versus understanding what and the way they need to construct? When the 2 don’t match up – completely different visions – is that one thing you simply maintain quiet on?

MM: Proper once I began at Lightspeed, a really good and well-known investor accurately warned me of this impulse. I didn’t actually perceive it at first. However a short time later, I discovered myself engaged on a deal and shortly speaking myself into why the corporate would make a fantastic guess as a result of the trail ahead for the corporate was so apparent to me. However once I actually zoomed out and dug in with the corporate, I noticed that they had a totally completely different imaginative and prescient for the trail forward. The investor’s recommendation got here ringing again. Since then, I’ve labored very exhausting to guarantee that once I’m chatting with potential firms, the dialog (and choice) is targeted on how they need to construct the corporate, not how I or anybody else thinks it may or ought to be performed. I’ve discovered that this each results in 1) higher choices and a couple of) higher working relationships with founders and groups.

HW: As one of many faces for the NYC tech scene – exited founder, then angel, now VC – the place do of us outdoors of the native community underestimate the town’s startup potential and what’s one piece of ‘robust love’ you’d give founders in NYC about how the neighborhood must proceed creating to make even greater impacts?

MM: After we had been constructing Anchor, we had a number of VCs ask us if we might transfer the corporate to Silicon Valley in reference to their dedication to take a position. Whereas we by no means truly thought-about doing it, I realized to know why they had been asking, and believed that it truly had advantage: the focus of engineering expertise in SV is in contrast to wherever else on this planet, making it a lot, a lot simpler to rent for PDE roles, particularly engineering. It’s a real aggressive benefit, particularly towards firms elsewhere on this planet. However all through the Anchor journey, I got here to consider that NYC is additionally a really particular place to construct an organization. 

What it lacks by way of quantity of prime tier engineers, it makes up for in variety of pondering, lived expertise, and focus of different professions. If you happen to’re constructing a fintech startup, you’re close to the monetary epicenter of the world. If you happen to’re constructing a media firm, you’re close to tv, information, music, and movie. There are such a lot of different examples. And in addition, there’s a fierce camaraderie baked into the DNA of the town. NYC is an superior place to dwell and work, but it surely’s additionally a tricky place; because of this, folks band collectively and need to assist one another. I’ve observed this time and time once more and I consider it to be a real benefit to constructing an organization in NYC.

As for robust love: like different cities, these of us who’re in and round NYC have gotten very snug with working remotely, myself included. And whereas I’m a giant fan of distributed work, I additionally assume it’s time for startups to get again to working collectively IRL. There’s nothing just like the power you’re feeling when constructing a startup with everybody in the identical room. But in addition, there’s nothing like going via probably the most childhood of your profession within the metropolis that by no means sleeps. Past the tradition that will get constructed in your group throughout lunches, joyful hours, and meetups, the folks you’ll be able to meet and bond with on this metropolis by no means ceases to amaze me. It really feels as if anybody can accomplish something in New York Metropolis. However if you happen to’re not truly spending time with folks head to head, you’re lacking out on arguably the most important profit the town has to supply.

Thanks Mike! You’ll be able to comply with his writing and every thing else right here.

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