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For me, its Zumper, an apartment rental platform. So I guess what was the timeline of this C round compared to perhaps your seed round of 2012? what was the premier league called before; So you know I think Axle Springer very used to appraising companies that match their scale. Get 5 free searches. I say like in the first pitch to the day the money wires, theres always been around like a minimum of three months. You just cant get spooked. And to be fair, some of these 20 did indeed come back later to invest but in Boston and I pitched all of the east coast investors first because I was on the east coast and they were straight nos. Anthemos Georgiades: Yeah. The reality is often in the early stages, youre going to want to take all the capital thats given to you and you may not have multiple term sheets. So today, we have another founder and another one that is quite successful in their own paths. I mean youre doing various jobs, head of sales, head of finance, head of fundraising, head of like DZ. Look how quickly our revenue are scaling. Because I speak with a ton of founders that are perhaps opening up the possibility of bringing on corporations and I think that you need to really do it right. And your cap table I mean as I was reviewing I just felt as I was looking at the Oscars of Silicon Valley, the red carpet. For us, I think they fully understand the entrepreneurial journey and were really excited to have them on board. They take every, some people go and warm theirif you have a brilliant idea, theyd be crazy not to take it and then their entire value is obviously give you a three month program and then at the end expose you to liek 40 investors. So Zumper is the vision for the company is to make renting an apartment as easy as booking a hotel. So I saw NEA, Kleiner Perkins, Graylog, Andreesen Horrowitz, just to name a few. How autonomous can people be at the junior levels? In the early days, youre going to need to take all the capital you can get. Alejandro: Got it and before we actually dive in to the journey here, so consulting and business school, this is a few things that I typically hear so from some of our other guests. I know entrepreneurs who spend nine months raising their rounds which is a long time but they got great rounds done. Had worked at the Boston Consulting Group. Were very clear with Axle Springer that we have a lot of consumer scale so a lot of people use our platform on a monthly basis but were still building the [21:55]. Anthemos Georgiades is the co-founder and CEO of Zumper. Budget in my opinion perhaps should be allocated to something else. Everyone in Boston, everyone in New York were straight nos and [25:15] didnt get second meetings but then a month later we came to Silicon Valley and we found a much better product market set for the kind of investor who was prepared to come early and invest early and we got a lot of yeses very quickly. Prices can change quickly! Look how quickly our revenue are scaling. So I guess in your guys case, how do you deal with the egos and then more importantly how did you define the responsibilities early on so that you kind of have that healthy culture going on? Anthemos Georgiades is the CEO of <a href="http://zumperblog.kinsta.cloud">Zumper</a>. Thats your job. Anthemos Georgiades: Yeah. I think if you hire four cofounders like yourself, thats difficult and luckily we didnt have that problem. Your second month you spend getting term sheets and documents signed. In the early days you as the CEO you are the fundraiser, you are the effective CFO, youre the head of sales and you kind of have to do the whole thing. So one is weve always promoted within so whenever we needed a role, we always prefer to promote someone instead of hiring from outside. ! When people ask me what Im most nervous about its how to keep our amazing team together, a couple of tactics and then one thing that really worked. I think if you hire four cofounders like yourself, thats difficult and luckily we didnt have that problem. Just out of curiosity, Anthemos, like how many nos did you get for example on your seed round if you have to count it? Anthemos Georgiades: Its just part of the game and it doesnt [24:30]. Your job as the CEO and the founder is to convince your investors of the reason to do this. The second one is have a vision and a mission that people agree with and we all wanted to [37:13] this vision make renting an apartment as easy as booking a hotel. Yeah. It is ultimately the culture. Terms & Conditions! So we want to be the first ever kind of full stack rental platform for long term leases and we monetize that two ways. What are some tips for successfully navigating the rental market from a renter's perspective? They take every, some people go and warm theirif you have a brilliant idea, theyd be crazy not to take it and then their entire value is obviously give you a three month program and then at the end expose you to liek 40 investors. So I guess for a marketplace or lets say for the people that are listening to us like what kind of metrics do you think for the most part if were talking about hyper growth companies, like they should be a little bit more mindful about? If you want me to do your fundraising for you, click here. It was like $46 million. So when you go in to a fundraising in terms of preparation the most important thing is that your last six months are great and your most important metrics are all growing really nicely so kind of five, six months in a row that is a fantastic story to tell to an investor. When you look your cofounders, your team in the eye and you know theyre ready to go and theyre resilient and they come back in to build and try the next thing and youve kind of worked out together this is part of the game. Likewise. So today, we have another founder and another one that is quite successful in their own paths. Your second month you spend getting term sheets and documents signed. It was incredibly difficult. Got it. Culture is everything and so investing in people making sure I as the CEO spend a lot of time as much as possible with people who dont report to me is absolutely critical and that is ultimately like the fabric on how most companies are run. Categories . In terms of the dynamics, I think in the early days, you kind of through osmosis graduate towards like the things that are important. The second one is have a vision and a mission that people agree with and we all wanted to [37:13] this vision make renting an apartment as easy as booking a hotel. You shameless have to mine your network and I think all CEOs and entrepreneurs have to find that edge of how did they meet one of these investors, how did they meet someone that knows them. Were very clear with Axle Springer that we have a lot of consumer scale so a lot of people use our platform on a monthly basis but were still building the [21:55]. I think at that stage it makes sense. And for you I guess personally and professionally because I think they both come together, so how has your leadership and management skills changed over the time from leading the company of lets say four to ten folks initially to a company of over a hundred employees? And even though that sounds so obvious six years later, people just werent doing this in 2011, 2012 and we created a bunch of data that overwhelming shows the renters wanted to be applying for apartments from their phone. So M&A are strategic [33:48]. Your job as the CEO and the founder is to convince your investors of the reason to do this. Pat Mapper caters to 25 and under and kind of big college populations. Anthemos Georgiades. You always have more nos that more yeses in fundraising but it was ultimately about just hustling my network as much as possible. At scale you get to do that and have those teams. Alejandro: Got it. I mean I called it like a cheat [33:33] my team. Its a Greek name, British accent. It was like $46 million. It was at the time Pat Mapper example almost the same size on consumer but now Zumper is much bigger but we called it like a cheat and your job as the founder is to identify like vertical cheats where overnight you become bigger than your competitors. And I mean its quite a few cofounders. I think the startups end up wasting a lot of cash that could really extend runway but thats a different conversation. @zumper Stories Uncategorized We have like four people at the company for the first year or maybe five for the first year and so theres so much to do and theres so little time and few resources that you actually theres no real intellectual whiteboarding session that you do to carve out rose. And we were talking about the $46 million round which was the C round, C as in cat and basically what you were talking about I mean what Ive seen is that you guys have shifted a little bit the strategy. Originally from London, he has an MBA from Harvard Business School, MPhil from the University of Cambridge, and BA from the University of Oxford. Got it. And were just a little earlier than obviously a public company so our gross is spikier. You can set the expectations and then see what happens and if its not a good fit upfront, you can go with the different option on the table. How do you take a company with those tractions, 10 million in revenue. That is where your focus is and even though you kind of missed doing some of the stuff and the weeds and my team continue to tell me to get away from the weed and continue to [36:12] the 50,000 set, you have to let it go and trust your team to do a better job than you were doing. I mean to a point network gets you an intro but a lot of intros are 10 minute meetings where the VC immediately decides its not for them which is totally fair. Well, first of all, your point about quashing the egg and shooting the chicken. Got it. So when you go in to a fundraising in terms of preparation the most important thing is that your last six months are great and your most important metrics are all growing really nicely so kind of five, six months in a row that is a fantastic story to tell to an investor. Never thought Id be an entrepreneur. So our CFO is fantastic and what he was able to bring to the series C was real credibility where I meet the investors, get them excited about our vision and our story and then they spend hours with the CFO on the second or third meeting digesting our historical financial as were talking about where were headed. We have like four people at the company for the first year or maybe five for the first year and so theres so much to do and theres so little time and few resources that you actually theres no real intellectual whiteboarding session that you do to carve out rose. At scale you get to do that and have those teams. After that, it changed to more consumer. Saying that, in the early days you kind of need to bring on all the capital that you can. I was just talking to a friend of mine about this. So thats how Zumper got started. And investors love that story because its easy to believe that you can continue to do that. Taylor Glass-Moore Co-Founder. Alejandro: Got it. Got it. Anthemos Georgiades: Yeah. anthemos georgiades net worth; wedding max minghella wife; private beach airbnb california; antique english double barrel shotguns; tuscany faucet cartridge removal; primeweld cut 60 machine torch.