Henry Kressel for thirty years was the senior partner in the technology practice of Warburg Pincus, one of the most successful private equity and venture capital firms, after a distinguished scientific career at RCA Labs. Norman Winarsky runs the venture capital division of SRI International (originally founded as Stanford Research Institute), one of Silicon Valley’s great idea factories. In this compact volume they offer a step-by-step guide to creating world-shaking new companies with billion-dollar market valuations. Why reveal their secrets? In fact, there are no secrets, only a set of filters that eliminate the vast majority of contenders from the running.
This is a cautionary tale more than an inspirational one, and many of the book’s deepest insights are found in its diagnosis of what went wrong with seemingly bulletproof ventures. Great new companies require the right technology for the right market niche, the right management for the right customers, the right investors for the right executives, the right financial controls for the right take-off trajectory. It sounds simple, and it is. It requires vision, experience, contacts and common sense to bring all these elements together in one venture. There are very few venture firms with the brains and bandwidth to do it all, but the ones who do produce a remarkably high number of hits.
Kressel and Winarsky have no use for the popular notion that start-ups should fail until they succeed, “pivoting” to things that work by trial and error. They write:
Failure has become de rigeur, particularly in software start-ups that initially require little capital and small teams. The idea seems simple enough: you start with an initial venture concept, put together a team, and launch the venture. You develop minimally viable products, keep testing different market and product hypotheses, and pivot based on the market feedback you get. You expect to fail repeatedly and hope to eventually get to product-market fit.