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Moving To The Center: Loic Le Meur’s Take On Silicon Valley

Loic Le Meur is a French serial entrepreneur. After creating four companies in Europe, he became frustrated by one simple aspect: he was not at the centre.

The centre of the universe as far as Internet and social media is concerned is located in Silicon Valley.

Loic felt that not being based in the Valley meant being always a little bit behind. In San Francisco everybody is only a block away. If they are not a block away then they are half an hour away, so all the action takes place between San Francisco and San Jose.

Loic says that this strip has most of the companies he wants to do partnerships with. When I spoke to him he had done two partnerships with local companies that afternoon for his new venture, Seesmic. He believes that the geographical distance of Europe and Australia to Silicon Valley presents a paradox.

“We are in the Internet time sense so we should be able to do everything remotely, but honestly it’s wrong. Like the company I’m talking with this afternoon, I went to see them, when I could have done everything on the phone because nothing replaces a coffee together. I hope Seesmic replaces this a little bit.”

Besides the distance factor, he feels there is a lot more energy and positive attitude in Silicon Valley. While creating a social media venture is doable from Europe or Australia, for him the fact that everybody is in Silicon Valley changes a lot.

“There are two key differences to Europe - one is that people don’t complain here. They just move on. Even if they are in a bad shape, they just keep working, creating, doing and they don’t complain. Whereas in Europe, their first reaction is to complain. Then they try to get help. Whereas here they just do things.  And that is a big difference in terms of attitude.”

‘The other difference is trust. Here by default you have the trust of people. If you mess up, then you lose it. If you say you will do something they will believe you. It is super easy to get an appointment. Super easy to do a partnership. And then you have to just show that you can do it and do it. Whereas in Europe usually it takes years to get trust. They want to look who you are, they want to know what school you graduated from. The when you start it takes six months to get to a contract. It is very, very slow.”

Loic believes it is the combination of all these factors that does not make it impossible, just much slower. So when he was thinking about doing his fifth startup he moved with his wife and three children to San Francisco.

“Everything you can change, we changed. And we are superhappy so far.”

Loic began blogging in 2003, created the first blogging company in Europe and sold it to Six Apart. It was this experience which gave him the vision for Seesmic: the conversation we enjoy every day on blogs and social software in text, should happen in video.

“I still don’t see any reason why and I have not found anybody who can give me a valid reason why the conversation should not happen in video. There is nobody doing this. Youtube, DailyMotion, all the video platforms enable the long tail so you can forward videos, but there is no conversation, there is no social aspect.”

“Then there are the people who do live video, Yahoo Live, uStream, etc, are very interactive but this is limited to very few people because you cannot put more than 3 or 4 people talking together at the same time.”

Seesmic is creating video social software. They started with a simple video player and Loic tapped into his own blog community and asked this community to help him build Seesmic’s product suite.

Starting small with just fifty people, they had soon distributed 10,000 trial codes. And then they listened. They created a feature requests feed, which allowed these trial users to request features. They received more than a 1,000 feature requests.

This community has become a pivotal, collective, key influencer in deciding what Seesmic’s product is going to look like.

On top of the request list a weeks ago was being able to send direct or private video comments. They did not have this high on the priority list, but watched closely as this feature grew in popularity as a request. Listening to their users they added this feature and it has been used a lot since then. Loic’s belief is that they have a unique opportunity to build out all the social aspects of Seesmic’s product with the people who are using it.

He sees people wanting two things. Firstly, they want an application that is easy to use, which is not for the geeks. He finds this very interesting as it confirm his belief that video is much more accessible than writing.

“You press a record button and it is super easy - anybody can do it, even if they do not know how to write. We try to build it non geek.”

The second thing people want is for the product to be integrated into other social software, such as blogs, social networks and not having the conversation centred only on Seesmic.

Loic also believes very much in the classic Silicon Valley saying that the dog must eat its own dog food. He posts on average five videos a day. He also has his own daily show, loic.tv, which can be found on both Seesmic and Youtube. This show is seen by about 4,000 people a day and it has passed 700,000 views in total.

“This is my way of building the company, I tell people how I build it”, he says. “It is a commitment, but it is also great social feedback. I find it fantastic because the community gives a lot back to me in terms of features and improvements so I feel that treating them as partners in the company rather than users or customers makes a big difference.”

In February Seesmic raised an initial $6 million in seed funding from a veritable who’s who of Silicon Valley angels. The round was led by Atomico, an investment group founded by Kazaa and Skype founders, Niklas Zennström and Janus Friis.

As a serial entrepreneur Loic has no shortage of interest in his fifth venture. In determining who to bring on as investors he focused on people who really wanted to help and were genuinely excited about the product. He found that the Skype founders clicked immediately and he essentially raised the bulk of this funding round from them over a dinner.

Corporate governance does not seem to be a big issue to Seesmic. Getting on with the task of building a viable product is more pressing.

“The board doesn’t matter in a formal sense. Right now it is Atomico and myself. It doesn’t really matter because I talk to the 14 investors on a daily basis. There is not a single day when I don’t talk to one of them. What matters is the daily conversations I have with them. For instance last week I was discussing with Reid Hoffman how he grew LinkedIn. He was explaining how he didn’t charge anything before reaching 3-5 million members.”

“This is very interesting, because a big difference with Europe as well is that here when you get investors on board they don’t care about the revenues at all. They really care about the size of the community and the traction you can get.”

He believes this is a complete flip around to what you’d see in Europe and Australia.

“In Europe all the investors start with what is your revenue model. In the Valley they start with how can you reach a community of millions of people.”

As we reported previously Seesmic has gone on to raise a Series B of $6 million from Omidyar Network and Wellington Partners and you can listen to my recent audio interview with Loic here.

To conclude, Loic sees Seesmic contributing to being a driver for people understanding each other better, regardless of where they are or their culture. In today’s crazy world that is a much needed tool and we wish him and the Seesmic team well in their quest to make a positive difference on the world around them.

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The Big Picture: A Vision For Social Media

Imagine a world in which:

every single human being is posting their thoughts and experiences in any number of ways to the Internet.

This is the world that New York-based VC, Fred Wilson, sees within his ‘grand vision‘ for social media.

I applaud Fred’s simplicity. All too often the bigger picture can become obscured by over complication. If we take a look through his firm’s portfolio, we quickly see that he is pulling together a mosaic that will progress us towards achieving his vision:

Twitter - microblogging

Disqus - distributed comments

Oddcast - conversational chararacters

Tumblr - microblogging

Zynga - social gaming

There are a bunch of other companies in the Union Square Ventures portfolio, but these are the stand out ventures that speak to Fred’s simple vision.

Turning this vision into reality will take a lot more determined effort by all of us. Besides supporting the right technology pieces, achieving standards (think what Gears is doing for HTML5), and gaining wide user traction there are regulatory and plumbing issues that will need to be solved.

Currently we see a lot of infighting and an almost continuous bitchmeme, at present this seems to be over whether Friendfeed is better than Twitter. And this within the context of a world in which millions are unable to express themselves, a world in which millions are dying because of oppressive regimes.

It is high time the social media industry rallied together. By focusing on this simple end goal, by setting a target we can come together around, we can achieve so much more.

[Picture courtesy of hellomartin]

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Board Games: How to play

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Like venture guy Fred Wilson, I’ve spent a few years interacting with Boards of Directors - as Chairman, as Investor-appointed Director, as Founder, as Executive and as Legal Commentator. I’ve also interacted with Boards that presided over multinational conglomerates, public research institutes, venture firms and startups.

Perhaps this is why when I read Fred’s views on “Choosing Board Members” it really resonated. He sets out 10 thoughts on the topic and each and every one is worth repeating:

  • Avoid “big names”  For the most part, they are useless. [Hmm, Australian companies are particularly prone to this foible. There is a cabal of "names" that tend to crop up on so many boards - have a good look at the share price of Jumbuck and tell me if its 'name' has made a difference to its tumble. Similar situation over at Bluefreeway.  Oh well, I've offered to help both companies but that's not for this discussion.]
  • Select people who will attend each and every meeting, who will pay close attention to the business [Totally agree - avoid pigeon directors who fly in, make a mess of the board papers and then fly out]
  • Select people who have an affinity for your business, who understand your challenges and your opportunities [ Oh how true - a property investment banker is highly unlikely to add value to your high tech business]
  • Avoid putting someone you can control on your board. In tough situations they will have a fiduciary duty to do what’s right and you won’t be able to control them when it matters most to you. [Besides the reason it may backfire, it will also get you into hot water with your corporate regulators and most likely get you sued - after your board has fired you, that is]
  • Don’t let conflicts get in the way of selecting the ideal board member. Conflicts will be disclosed and can be managed. Many times the people who will understand your business best are conflicted in some way. There are ways to deal with this problem.     [ this is true, but needs to be handled very delicately - I am currently watching a situation very closely where a board member of one company is also a formal adviser to a direct competitor...I'll keep you in the loop as it unfolds]
  • Make sure to have an experienced accountant/auditor on your board and have them run the audit committee. That is no place for amateurs. [Indeed, but don't let the beancounters get in the way of the business, unless you are playing a complete numbers game]
  • Make sure to have at least two or three CEOs of comparable companies on your board. Make sure they are on the comp committee. Compensation issues are best handled by people who understand the talent market. [Fred makes a good point here. They should also be of use when it comes time to discuss valuation multiples tied to a fundraising or exit]
  • Select people who have the time to do the job right. Being a board member is a job. It’s not a retirement perk. If someone cannot commit to attend each and every meeting and to spend at least several hours a week on your company, they are not the right choice. [Umm, this is a repeat of point two, but its important so it bears repeating]
  • Select people who will get along with each other. The very best boards I am on are friendly social active groups. Serious business doesn’t have to be stilted and formal. It can and should be fun. [Life is too short to seek acrimony. Friendly and social is good, but not at the expense of adding value to the business - remember, as CEO that is your core metric and reason for being - ask Jason Goldberg - see his first point on his learnings from being CEO at Jobster]
  • Above all else, look for great judgment and ethics. [When times get tough and decisions are not black or white -- these points are golden]

[Picture courtesy of Baboon]

Metarand is hatched on Halloween

I’ve recently been interviewed by HatchThat’s Ross Hill.

It’s a broad ranged discussion covering:

  • the areas I think are hot (mobile,web, virtual and real worlds — mashed);
  • UGC and CICS;
  • the importance of business planning versus bplans;
  • iterative, extremely agile leverage of existing platforms (Facebook, Open Social); and
  • the state of venture capital 2.0 (and the lack of it in Australia).

What’s it take to be a good CEO?

August 3rd, 2007 | 1 Comment | Posted in Entrepreneurship, Leadership, Startups

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Over the years I have taken on the CEO mantle a number of times, I have coached many others as a virtual CEO and I have particularly enjoyed being Chairman and working together with CEOs and their Boards.

I find the human/emotional/social aspects of this work fascinating and since I am doing a lot more of this work across a portfolio, it was with great interest that I read Chris Brogan’s post on Thinking Like a CEO.

I believe he has put forward the right mix of traits that go towards making successful CEOs. Having the ability to see the business and the macro environment from a 40,000 foot level while empathatically listening to staff and customers/users takes great skill.

Doing so in a large corporation is a worthy challenge, but within a highly volatile startup atmosphere it requires nerves of steel, a strong sense of self and belief in your ability to lead your team.

But most of all, to be a good CEO is to surround oneself with great people and consistently empower them to give of their best.

[Photo of Evan Prodromou by Peter Kaminski]