PORTFOLIO - EXITED, THEN LIVE below
I've invested in over 55 early stage companies. These are largely made up of deep product technology businesses, reflecting my skills and background.
Please note: If you would like to send me an investment proposition, you must read my investment criteria first before you get in touch.
Exited (with a return for shareholders)
Worksnug: Sold after 5 years, returning a small amount of cash to the investors
Cambridge CMOS Sensors (board observer): Sold with a 3X to 7X multiple to AMS.
The Outside View: Sold with a 1X to 2X multiple to Rightmove plc
Exited (with no return for shareholders)
I have several investment failures. All companies had had one or more rounds of investment and had not proven a good enough product or market fit for investors to continue supporting the loss-making businesses (all comments are my opinions):
Open Frontiers: SaaS front- and back-office software for theme parks. Market adoption stalled. Insolvent closure
Phase Vision: High-end 3D scanning devices using a binocular camera to replace conventional 3D precision measuring machines. Business model (large capex spend) failed. Solvent closure
Lumejet: The LumePress printer range delivered significant cost and quality advantages especially where documents are image intensive or where output quality is key. Possibly too disruptive for a conservative industry. Insolvent closure
Proxly: Was a platform for businesses and developers to build mobile experiences powered by proximity and contextual relevance. Failed to monetise. Solvent closure
Captive Media: Despite building a 100+ portfolio of venues, DOOH (Digital Out of Home) advertising is not yet widely recognised as a medium by the industry. A case of a startup that was too early; spent time/cash in educating the multiple stakeholders between brands and their potential consumers; was probably subscale and thus investors stopped funding. Various exit options were investigated unsuccessfully. Solvent closure
e-Go aeroplanes: Prototype flew in 2013. However, the UK market size was not big enough at the low volume sales price for shareholders to support entry into other markets, in order to get production to a sufficient level to reduce pricing and hence increase volumes. Solvent closure and sale to one of the founders.