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SALE of Syncapse Corp, its Assets & Intellectual Property
Gerbsman Partners – http://gerbsmanpartners.com – has been retained by MNP Ltd., in its capacity as Court-appointed receiver (the “Receiver”) of the property, assets and undertakings of Syncapse Corp. (“Syncapse”, or the “Company”) (http://syncapse.com), to solicit interest for the acquisition of  Syncapse’s intellectual property (the “Syncapse Assets”).

Headquartered in Toronto, Canada and with offices in New York City, London and India, Syncapse is a provider of technology-enabled social performance management services for global, enterprise clients with multiple B2C brands.

In July 2012, the Company acquired the assets of Clickable, Inc., as well as its India subsidiary (together, “Clickable”), a leading search and social media ad tech company, with approximately $32 million raised. This added a deep expertise in digital paid advertising, and a skilled, cost-effective R&D and support team based in Gurgaon, India.

Syncapse derives revenue from 3 related lines of business: SaaS subscriptions, Ads and media solutions, and consulting services.

____________________________

IMPORTANT LEGAL NOTICE:

The information in this memorandum does not constitute the whole or any part of an offer or a contract, nor does it purport to contain all information that may be required or relevant to a recipient’s evaluation of any transaction and recipients will be responsible for conducting their own investigations and analysis.

The information contained in this memorandum relating to the Syncapse Assets has been supplied by Syncapse. It has not been independently investigated or verified by the Receiver, Gerbsman Partners, their agents or any other party.

Potential purchasers should not rely on any information contained in this memorandum or provided by the Reciever, Syncapse or Gerbsman Partners (or their respective staff, agents, and attorneys) in connection herewith, whether transmitted orally or in writing as a statement, opinion, or representation of fact. Interested parties should satisfy themselves through independent investigations as they or their legal and financial advisors see fit.

The Receiver, Syncapse and Gerbsman Partners, and their respective staff, agents, and attorneys, (i) disclaim any and all implied warranties concerning the truth, accuracy, completeness and reasonableness of any information provided in connection herewith and (ii) do not accept liability for the information provided in connection herewith, including information contained in this memorandum, whether that liability arises by reasons of the Receiver’s, Syncapse’s or Gerbsman Partners’ negligence or otherwise, except liability that arises by reason of the Receiver’s gross negligence or willful misconduct.

Any sale of the Syncapse Assets will be made on an “as-is, where-is,” and “with all faults” basis, without any warranties, representations, or guarantees, either express or implied, of any kind, nature, or type whatsoever from, or on behalf of the Receiver, Syncapse and Gerbsman Partners. Without limiting the generality of the foregoing, the Receiver, Syncapse and Gerbsman Partners and their respective staff, agents, and attorneys,  hereby expressly disclaim any and all implied warranties concerning the condition of the Syncapse Assets and any portions thereof, including, but not limited to, environmental conditions, compliance with any government regulations or requirements, the implied warranties of habitability, merchantability, or fitness for a particular purpose.

Except as otherwise noted, this memorandum speaks as of the date hereof.  The delivery of this memorandum should not and does not create any implication that there has been no change in the business and affairs of Syncapse since such date.  Neither the Receiver, Syncapse or Gerbsman Partners, or their respective staff, agents and attorneys, undertakes any obligation to update any information contained herein.

This memorandum contains confidential information and is not to be supplied to any person without the Receiver’s prior consent. This memorandum and the information contained herein are subject to the non-disclosure agreement attached hereto as Exhibit A.

SUMMARY OF HISTORICAL INFORMATION

Syncapse provided technology-enabled social performance management solutions for global, enterprise clients with large brand portfolios. The Company operationalized and scaled social media efforts through its cloud-based, Syncapse Platform, a unified suite of on-demand tools and applications. Key elements of Syncapse’s Platform include: publishing & collaboration, social & search ad management technology, the SocialSYNC™ data management store, and the extensible and customizable Syncapse Analytics Suite. Leveraging this proprietary technology, the Company also offered a robust set of consulting and data services designed to meet the complex requirements required by global brands. Together, Syncapse’s capabilities enabled clients to build brand health and drive incremental reach, frequency, and effectiveness with minimal marketing investment, while delivering a consistent, coordinated customer experience across multiple social media outlets.

Syncapse offered enterprise brands a fully integrated, SaaS-based, social performance management solution which combines paid, earned, and owned media. Syncapse’s comprehensive, unified platform enabled marketers to manage campaigns across all brands, geographies, and social media channels, and is the best solution to bridge the gap between marketing and IT requirements. Syncapse powered the world’s largest multinational corporations including Anheuser Busch-InBev, Alticor Inc. (Amway), The Coca-Cola Company, Diageo PLC, JPMorgan Chase Bank, Johnson & Johnson Limited and L’Oreal Canada Inc..

Syncapse was headquartered in Toronto, Canada with an R&D and support center in Gurgaon, India, and offices in New York and London.

Target Market:
Syncapse was positioned to benefit from accelerating growth in marketing technology budgets and the continuing migration of the social conversation to the C-suite. With the explosive adoption of social platforms like Facebook, Twitter, YouTube, and LinkedIn, social media has become one of the fastest growing segments of digital marketing today, with estimated market size expected to reach $16Bn by 2016[1]. According to Altimeter Group, Global corporations are struggling to manage an average of 178 business-related social media accounts, along with a host of potential legal, compliance, and brand perception risks. Further, use of social media has transformed from simple marketing tactics to sophisticated enterprise-wide strategic initiatives, creating IT challenges involving data, analytics, content management, security, and consumer privacy protection. As a result, global brands are accelerating growth of marketing technology budgets.

Recurring revenue model:
Syncapse generated revenue from three revenue streams: recurring subscription-based software licenses, support and consulting services, a large percentage of which was typically retained and recurring and media and advertising (self-serve and managed).

Customers:
Syncapse’s strong customer base included blue-chip customers such as Anheuser Busch-InBev, Alticor Inc. (Amway), The Coca-Cola Company, Diageo PLC, JPMorgan Chase Bank, Johnson & Johnson Limited and  L’Oreal Canada Inc., among others.

In addition to its enterprise customer base, the company had approximately 100 small and medium business clients that use Syncapse Ads, either on a self-serve or managed services basis.

Proprietary, scalable technology platform that leverages the Company’s industry-leading analytics capabilities.
Syncapse had pursued a client-centric approach to build technology and infrastructure that accepts third-party data integration, created meaningful data visualization and analytics, and enabled efficient, collaborative, global publishing. Following the acquisition of Clickable in July 2012, the Syncapse platform functioned across paid, owned, and earned media – mission-critical in today’s social media marketplace. New platform enhancements also helped global marketers aggregate, normalize, and optimize social data and insights across media channels, brands, and markets. Syncapse had 3 out of 4 Facebook Preferred Marketing Developer badges, and submitted for the 4th, which will put the Company in the elite position of being one of two developers with all four (joining Adobe).

Intellectual Property
Syncapse generated a substantial body of intellectual property in the form of production software (source code, testing tools, APIs), trademarks, and know-how, including familiarity with all relevant social media platform APIs. Details of the Company’s IP (patent filings, trademarks and software) are set out in Appendix B.

THE FOLLOWING FINANCIAL DATA IS PRESENTED FOR INFORMATIONAL PURPOSES ONLY.  PAST PERFORMANCE MAY NOT BE INDICATIVE OF FUTURE RESULTS.  THIS INFORMATION SHOULD NOT BE RELIED UPON TO MAKE FUTURE PERFORMANCE PROJECTIONS OF ANY KIND.  (historical financial data to be supplied upon request for a sales letter by qualified interested partie

The reasons why Syncapse’s assets are attractive are:

Syncapse has historically experienced strong, underlying growth and has been the leader in the field of social media technology and services for the past 5 years. However, recent working capital constraints and an overly leveraged balance sheet have created the opportunity for the sale of the Syncapse Assets.  The acquisition of the Syncapse Assets can enable the purchaser to realize significant short and long term value from exploitation of the subject intellectual property.
·       Enterprise-Class Technology – Syncapse’s products were developed with direct input from some of the world’s largest marketers, including The Coca-Cola Company (Syncapse Platform), Alticor Inc. (Amway) (Syncapse Franchise edition) and Anheuser-Busch InBev (Syncapse dashboard and analytics), and were running in production for these clients and more.

·       Low-cost, highly skilled R&D organization – Syncapse’s R&D and support, were centered in Gurgaon, India, which is a rapidly growing high-tech suburb of New Delhi. Previously with approximately 80 employees, and an average annual salary cost of $27,000, Syncapse India was a cost-effective, scalable R&D and support centre. The team averaged 4.6 years of work experience, 28 years of age, 2 years of tenure with the company, with >50% of the product development team graduating from Tier 1 schools in India.

·       R&D Investment: Syncapse invested over $25 million in R&D, with Clickable having invested approximately a further $11 million in R&D prior to its acquisition by Syncapse. This combined R&D investment, of approximately $36 million, resulted in mature, production SaaS platforms, tools and test suites that were the result of hundreds of man-years of software development.

·       Robust Growth: Syncapse’s revenue was historically heavily concentrated with RIM/Blackberry, which accounted for as much as 89% of the company’s revenue in 2009, but <10% in FY2013. As RIM reduced its marketing spending, due to its own market challenges, Syncapse had to backfill the decline in RIM revenue with other enterprise clients. While top-line revenue growth appears flat and net income performance has been volatile, the Company had underlying, year-over-year growth, ex-RIM, with the addition of major enterprise clients during periods of significant investment in product development.

·       Attractive Industry – Digital advertising and marketing, and social media in particular, is growing at a rapid rate, as companies continue to shift marketing budgets away from traditional media to new, consumer-direct relationships. With the explosive adoption of social platforms like Facebook, Twitter, YouTube, and LinkedIn, social media has become one of the fastest growing segments of digital marketing today, with estimated market size expected to reach $16Bn by 2016[2]. According to Altimeter Group, Global corporations are struggling to manage an average of 178 business-related social media accounts, along with a host of potential legal, compliance, and brand perception risks. Further, use of social media has transformed from simple marketing tactics to sophisticated enterprise-wide strategic initiatives, creating IT challenges involving data, analytics, content management, security, and consumer privacy protection. As a result, global brands are accelerating growth of marketing technology budgets.

·       Diversified Base of Customers – Syncapse’s customer base is comprised of some of the world’s largest B2C brand marketers across a range of industries. The list includes: Anheuser Busch-InBev, Alticor Inc. (Amway), The Coca-Cola Company, Diageo PLC, JPMorgan Chase Bank, Johnson & Johnson Limited and L’Oreal Canada Inc., among others,

·       Excellent Relationships – Syncapse’s strength was predicated on strong relationships within and outside the social media industry. Syncapse achieved 3 out of 4 Facebook Preferred Marketing Developer certifications (only one company, Adobe, has achieved all 4), and had senior level relationships across Facebook, Twitter, LinkedIn, Google, and other major players in the social media space.

·       Opportunity for Future Growth  – Opportunities for growth can be realized by fully exploiting the global nature of the client contracts that are in place (Master Services Agreements, SaaS Platform Licensing Agreements) by taking advantage of the existing client base, and selling into local and regional client groups and new business development of the SaaS applications running in production.

·       Market Position: Syncapse was a significant enterprise-focused, social media company in a group that included Adobe, Oracle and Salesforce, each of which had added similar capabilities via acquisition. While Syncapse was not the biggest of the group, it had the advantage of being one of the first entrants into this early-stage market, and an exceptionally strong reputation for providing a combination of social media and data solutions to global enterprise clients.

·       Corporate Agreements in Place: The Company’s Master Services Agreements and/or SaaS License Agreements are in place with the following companies: Anheuser-Busch InBev; Alticor (Amway); Diageo PLC; Goodyear Dunlop Tires Operations S.A.; Johnson & Johnson Limited; JP Morgan Chase Bank; L’Oreal Canada Inc.; Reckitts Benckiser Corporate Services Limited; The Coca-Cola Company, and several smaller entities.

[1] Forrester Group

[2] Forrester Group

The Bidding Process for Interested Buyers
Interested and qualified parties will be required to sign a Non-Disclosure Agreement (attached hereto as Attachment A) to have access to certain members of management and intellectual capital teams and the due diligence “war room” documentation (“Due Diligence Access”). Each interested party, as a consequence of the Due Diligence Access granted to it, shall be deemed to acknowledge and represent (i) that it acknowledges and agrees to the bidding procedures described herein; (ii) that it has had an opportunity to inspect and examine the Syncapse Assets and to review all pertinent documents and information with respect thereto; (iii) that it is not relying upon any written or oral statements, representations, or warranties of the Receiver, Syncapse or Gerbsman Partners, or their respective staff, agents, or attorneys; and (iv) all such documents and reports have been provided solely for the convenience of the interested party, and the Receiver, Syncapse and Gerbsman Partners (and their respective staff, agents, or attorneys) do not make any representations and warranties whatsoever as to the accuracy or completeness of the same.
 
Following an initial round of due diligence, interested parties will be invited to participate with a sealed bid, for the acquisition of all or part of the Syncapse Assets. Each sealed bid must be submitted so that it is received by the Receiver no later than Friday, August 16, 2013 at 12:00pm Toronto Time (the “Bid Deadline”) at the Receiver’s office, located at 300-111 Richmond Street West , Toronto, ON CANADA M5H 2G4.  Please also email steve@gerbsmanpartners.com with any bid.  For additional information regarding bid requirements and considerations, please contact Steve Gerbsman at steve@gerbsmanpartners.com.
 
Any person or other entity making a bid must be prepared to provide independent confirmation that they possess the financial resources to complete the purchase.  All bids must be accompanied by a refundable deposit in the amount of 15% of the offer amount (payable to the Receiver, in trust).  The deposit must be wired to the Receiver’s account in advance (information will be provided), or paid by certified cheque, money order or bank draft drawn on a Canadian bank.  The winning bidder will be notified within 3 business days of the Bid Deadline. The deposit will be held in trust by the Receiver.  Unsuccessful bidders will have their deposit returned to them within 3 business days of notification that they are an unsuccessful bidder.
 
The Receiver is free to conduct the sale process as it determines in its sole discretion (including, without limitation, terminating further participation in the process by any party, negotiating with prospective purchasers and entering into an agreement with respect to a sale transaction without prior notice to you or any other person) and any procedures relating to such transaction may be changed at any time without prior notice to you or any other person.  For greater certainty, the Receiver reserves the right to, in its sole discretion, accept or reject any bid, or withdraw any or all assets from sale.  Interested parties should understand that it is expected that the highest and best bid submitted will likely be chosen as the winning bidder and bidders may not have the opportunity to improve their bids after submission.
 
The Receiver will require the successful bidder to close within 5 days after Court approval of the transaction. The Syncapse Assets will be sold on an “as is, where is” basis, with no representation or warranties whatsoever.
 
All sales, transfer, and recording taxes, stamp taxes, or other taxes, if any, relating to the sale of the Syncapse Assets shall be the sole responsibility of the successful bidder and shall be paid to the Receiver at the closing of any transaction.
 
Management Team at Syncapse (for information purposes only):
 
Michael Scissons, Founder & CEO
Serial entrepreneur, tech enthusiast and social media veteran, Michael is the chairman, founder and CEO of Syncapse. Since its launch in 2007, Syncapse has been firmly rooted in Michael’s passion for developing innovative and accessible technology. It is these beliefs that have enabled Michael to grow Syncapse internationally—spanning the US, Canada, Europe and India—and to serve the world’s largest global brands. An avid writer and sought after industry pundit, Michael regularly contributes to many industry-leading sources including Bloomberg West, Advertising Age and Fast Company.

In 2010, Michael was awarded Ernst & Young’s prestigious Emerging Entrepreneur of the Year award. Before Syncapse, Michael led Facebook media sales in Canada as Director of Facebook Media within the Interpublic network. He worked with pioneering brands to integrate their marketing into Facebook starting in early 2006. Michael graduated from the University of Saskatchewan, where he debuted businesses based on concepts he’d developed since the tender age of six.

Sarah Johnson, SVP Brand Partnerships and Managing Director
Sarah is a member of the Executive Team and leads the Client Solutions consulting group. She has worked on the client and consulting areas of the business, having started her career in marketing at Microsoft and Wyeth Consumer Healthcare, followed by a shift to consulting for a technical marketing firm. Sarah has been with Syncapse from the beginning, supporting   our major clients’ successful growth in social media. Sarah is well versed in the challenges associated with social media management, ranging from gaining internal buy-in to setting a coordinated enterprise strategy with regional flexibility and ultimately understanding what drives success. Sarah is based in Toronto. Outside of the office, she loves to travel the globe in search of new adventures.

Sundeep Sahi, SVP Engineering and Managing Director (India)
Sundeep comes to Syncapse from Clickable with extensive software development and management experience, bringing expertise in the Internet, security and distributed technologies. He has held management and technical   roles in large companies like Microsoft and Aditi, and start-ups like Talisma and eLiveBooks.

Prior to his time at Clickable, Sundeep worked at Microsoft on a variety of products including Biztalk Server and Distributed Application Server; he was responsible for services design and architecture.
Sundeep has a Bachelor of Technology degree, with Honors in Electrical Engineering, from Kurukshetra University, India.

Fred Rolff, CFO
As CFO, Fred is responsible for managing Syncapse’s growing financial, legal, IT and administration infrastructure, maximizing revenue growth across all markets. Fred’s previous roles include Vice President of Finance at Tremor Media, Vice President and Controller at The Knot, and CFO at both MeMedia Inc. and Sentigen Holding Corp. He also served as Director, Financial Strategy for Rare Medium Group and Supervising Senior Accountant at KPMG, giving him a unique array of finance, accounting, and operating experience.

Applying the wealth of knowledge he has accumulated over the years, Fred ensures that we maximize our investment in the Syncapse product to maintain its world-class quality. Fred holds a Bachelor of Science degree in Accounting from Villanova University and an MBA in Finance from Fordham University.

For additional information

Steven R. Gerbsman – steve@gerbsmanpartners.com

Kenneth Hardesty – ken@gerbsmanpartners.com

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Why star VCs matter (and what doesn’t)

Joi Ito / Creative Commons license

Having a big name VC on a firm such as Marc Andreessen matters more to startup founders than being funded by a big name firm, according to a new study.


Senior Technology Reporter- Silicon Valley Business Journal

Startup founders want big-name VCs like a Marc Andreessen or a Reid Hoffman on their side, not no-name firms.

And having women on the team at the firm matters more than funders think.

Those are two of the findings of a big brand study done for the National Venture Capital Association by Desantis Breindel and Rooney & Associates.

An overwhelming majority of founders in the study said VC brand means a lot to who they seek funding from.

But they disagree strongly in key areas about what is most important in that branding.

More than half of the venture-backed CEOs in the study (57 percent) said they care most about the reputation of a firm’s individual partners. Only 38 percent said they focus on the firm’s overall reputation and a mere 5 percent care about the reputation of the firm’s portfolio companies.

The gender gap may be a result of more women founders starting up companies than there are women making partner at VC firms.

One in four founders said the gender makeup of a VC firm mattered to them while only one in 10 VCs said they thought it mattered. But two-thirds of women founders said it matters to them.

Other findings of the brand study include:

— Proximity matters: About half of both founders and funders said that being located near their funders mattered to them, with about the same number saying that firms located in Silicon Valley, Boston and New York City are most attractive.

— Friendly but not too much: CEOs said they want a VC firm that is entrepreneur-friendly and collaborative but they are turned off if the firms have too much of a hands-on reputation.

— Peer networking: CEOs said the most important activity that VC firms can provide is a summit or meeting where they can learn from other founders.

Click here to read more about the National Venture Capital Association branding study.

Click here to subscribe to TechFlash Silicon Valley, the free daily email newsletter about the region’s founders and funders.

Cromwell Schubarth is the Senior Technology Reporter at the Business Journal. His phone number is 408.299.1823.

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Mickelson comes from behind to win British Open

Congratulation to a “Class Act” – Well done

Steve DiMeglio, USA TODAY Sports 5:17 p.m. EDT July 21, 2013

GULLANE, Scotland — As he wrapped up his practice session Sunday and started his march to the first tee, Phil Mickelson had a chat with his coach, Butch Harmon, who told his star pupil that even-par or 1 over could win the 142nd edition of the oldest championship in golf.

“I’m going to be better than that,” Mickelson told Harmon despite the fresh breeze blowing in from the nearby hay fields and the Firth of Forth.

“He wasn’t lying,” Harmon said.

LEADERBOARD: 142nd British Open

No he wasn’t. Starting the day at 2 over and five shots behind — and one month after another heartbreaking loss in the U.S. Open — Mickelson made birdie on four of his final six holes on the brutally tough ancient links at Muirfield Golf Club to pull away from a tight pack stacked with the game’s best players to win the fifth major of his career.

HOLE BY HOLE: Mickelson wins it, Tiger fades

Under overcast skies on a course stiffened by 20 days of sunshine that created a culture shock for both locals as well as players, Mickelson fired a final-round 5-under-par 66 — matching the low round for the week — to finish at 3 under and top Henrik Stenson (70) by three.

EMOTIONS: Mickelson shares moment with family

Four back were late-charging Ian Poulter (67), overnight leader Lee Westwood (75) and Masters champion Adam Scott (72), who made four consecutive bogeys on the back nine for the second year in a row in the British Open to cost him dearly.

TIGER WOODS: Major drought continues

Tiger Woods (74) finished in a tie for sixth.

“This is the greatest feeling I’ve had in the game,” said Mickelson, 43 years young who, you recall, went through 42 majors before winning his first in the 2004 Masters. “It’s probably the greatest round of my career.

” … I never knew if I would win this tournament. I hoped, but I never knew it … until about an hour ago.”

He won’t get any arguments that it is his greatest round from Zach Johnson, who said after tying for sixth that he didn’t see a 66 out there. Nor will he get opposition from his wife, Amy, who along with the couple’s three kids, was in step with Mickelson on the back nine. Nor will you get a rebuttal from his caddie, Jim “Bones” Mackay, who had tears in his eyes walking off the 18th and choked up talking about his friend after the round.

“When you work 21 years for a guy it’s pretty cool to see him play the greatest round of golf he’s ever played in the last round of the British Open,” Mackay said. “He hit it great, he putted great. … The guy has done a lot of really cool things on a big stage. He wants to be on the big stage, wants to hit big shots when it matters. Today he did that.”

While Mickelson, who moved to No. 2 in the world with the win, made his breakthrough in the British Open to add the Claret Jug to his three Masters titles and a win in the PGA Championship, world No. 1 Woods remained stuck on 14 majors. He now has made 17 starts in a major since winning his last in the 2008 U.S. Open at Torrey Pines. Another maddening weekend when he shot 72-74 hindered his chances.

“I’ve won 14 and in that spell where I haven’t won since Torrey, I’ve been in there. It’s not like I’ve lost my card and not playing out here,” said the four-time winner in 2013. “So I’ve won some tournaments in that stretch and I’ve been in probably about half the majors on the back nine on Sunday with a chance to win during that stretch. I just haven’t done it yet. And hopefully it will be in a few weeks (at the PGA Championship).”

And it wasn’t a merry old time in England. Favorite son Lee Westwood, the overnight leader who was looking for his first major title in 62 starts, failed to hold on to the lead he took to the inward nine. Desperately hoping to join the brilliant British Summer of Sport that has seen Andy Murray crowned the king of Wimbledon, the British and Irish Lions rugby squad win the tour series in Australia, and Chris Froome becoming the second consecutive Brit to win the Tour de France, Westwood stumbled with his usually superb iron play.

“I keep putting myself in contention,” said Westwood, who notched his eighth top-three finish in a major since the start of 2008. “I didn’t do a lot wrong today. I just didn’t do enough right. I know what I’ve got to work on.”

Mickelson hasn’t done much wrong for a while now, in large part because he works so hard on his game despite the steady march of age. He has three wins this season, winning the Waste Management Phoenix Open and last week’s Scottish Open, another triumph on a links course in Scotland which began putting to rest the criticism he heard about his poor play in the cradle of golf.

Despite his record sixth runner-up finish in the U.S. Open at Merion Golf Club near Philadelphia, which left him stung and hurting, Mickelson felt at ease all week. Despite a course baked to look like a tarp of charred hash browns, running Brickyard fast with pin placements that had players banging their heads in frustration, including Mickelson after the first round.

“You have to be resilient in this game because losing is such a big part of it. And after losing the U.S. Open, it could have easily gone south,” Mickelson said. “But I looked at it and thought I was playing really good golf. I had been playing some of the best in my career. And I didn’t want it to stop me from potential victories this year, and some potential great play. And I’m glad I didn’t, because I worked a little bit harder.”

Mickelson said he had to compose himself and slow his roll down the 17th fairway after hitting what he called the two best shots of the week — 3-woods to get home in two on the par-5. It was then he realized the title was his to lose, and he made sure not to stumble, calmly two-putting for birdie from 45 feet and then adding another birdie from 12 feet on the last.

Clutching the Claret Jug, Mickelson relished in joining an eye-popping list of winners at Muirfield, where members of the World Golf Hall of Fame have won 14 of the 16 Opens hosted by the club, including Gary Player (1959), Jack Nicklaus (1966), Lee Trevino (1972), Tom Watson (1980), Nick Faldo (1987, 1992) and Ernie Els (2002).

He was equally proud of mastering links-style golf a second week in a row, winning his first Open in 20 campaigns.

“The conditions and the penalty for missed shots in the Open Championship are much more severe … and it took me a while to figure it out, I would say,” Mickelson said. “It’s been the last eight or nine years I’ve started playing it more effectively. I always wondered if I would develop the skills needed to win this championship.”

It is the measure of a man, one could say of Mickelson, that despite his enormous success he still searches for what he doesn’t have. Presently, that’s a U.S. Open title to complete a career Grand Slam, won only by Woods, Nicklaus, Player, Ben Hogan and Gene Sarazen.

“I think that if I’m able to win the U.S. Open and complete the career Grand Slam, I think that that’s the sign of the complete great player. I’m a leg away. And it’s been a tough leg for me,” Mickelson said with a laugh, alluding to his misfortune in the national championship. “Those five players are the greats of the game. You look at them with a different light. And if I were able to ever win a U.S. Open, and I’m very hopeful that I will, but it has been elusive for me. And yet this championship has been much harder for me to get.”

But he’ll keep trying, Mackay said.

“He looks forward. He works hard. How many people are going to build a practice facility in his yard post-40? He wants it,” Mackay said. ” … He’s stronger than he’s ever been, he’s fitter than he’s ever been, and he’s hungrier than he’s ever been. And you can’t understate how much he wants to compete and do well. When he’s 60-something years old he’s going to be on the putting green at Augusta thinking he has a chance. That’s just how he is built.”

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Ben Horowitz warns startups: You’re worth less today, and you need to be OK with that

Andreessen Horowitz Partner Ben Horowitz says the fundraising environment for startups is particularly tough today. He says investors are increasingly pushing for more equity for less capital, and founders need to be OK with that.Andreessen Horowitz Partner Ben Horowitz says the fundraising environment for startups is particularly tough today. He says investors are increasingly pushing for more equity for less capital, and founders need to be OK with that.

Sponsored Links

Contributing writer- Silicon Valley Business Journal

Legendary venture capitalist Ben Horowitz (who makes up the second half of Andreessen Horowitz) has a particularly bleak message for entrepreneurs raising money in the Valley right now: You’re probably worth less to investors today than you were the last time you raised money.

“If you are burning cash and running out of money, you are going to have to swallow your pride, face reality and raise money even if it hurts,” Horowitz wrote in a blog entry Tuesday. “Hoping that the fundraising climate will change before you die is a bad strategy because a dwindling cash balance will make it even more difficult to raise money than it already is, so even in a steady climate, your prospects will dim. You need to figure out how to stop the bleeding, as it is too late to prevent it from starting. Eating s— is horrible, but is far better than suicide.”

He’s partly talking to founders raising an A or B round—entrepreneurs who’ve been to the table at least once before, and raised earlier rounds at a particularly high valuation. The fundraising climate is tougher now, he says. Investors have more leverage and they’re increasingly pushing founders to accept “down rounds,” defined as funding that values their company for less than they were worth in a previous round.

“After, God willing, you successfully raise your round and it’s a down round or a disappointing round, you will need to explain things to your company,” Horowitz writes. “The best thing to do is to tell the truth. Yes, we did a down round. Yes, that kind of sucks. But no, it’s not the end of the world.”

Horowitz knows the feeling.

Twelve years ago, he and Marc Andreessen were entrepreneurs themselves, running a red-hot startup called Loudcloud. In June 2000, they raised $120 million from investors, at an $820 million valuation. By the end of the year, the dot-com bubble was popping fast, and they couldn’t raise another round. To stay afloat, they were forced to take the company public in 2001, at a $560 million valuation.

Describing that experience, Horowitz writes, “In some sense, you are like the captain of the Titanic. Had he not had the experience of being a ship captain for 25 years and never hit an iceberg, he would have seen the iceberg. Had you not had the experience of raising your last round so easily, you might have seen this round coming. But now is not the time to worry about that. Now is the time to make sure that your lifeboats are in order.”

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What Sam Walton taught me about life

  Mike Michalowicz

Mike Michalowicz is the CEO of Provendus Group, a nationally recognized speaker and the author of The Toilet Paper Entrepreneur. EO

Sometimes the greatest lessons in life come from the least likely of places. For Mike Michalowicz, the Walmart founder’s last words changed the direction of his life and business.


So you’re one of those hardcore, work-until-sunset entrepreneurs, right? You’re a winner! I get it. And I applaud you … or at least I would have five years ago. In fact, I would have done the “I’m not worthy, I’m not worthy” hand wave dance for you back then. I might have even tried to kiss your feet. But today? None of that. Today, I feel sorry for you.

You see, a few years ago I was that guy. I was dead set on winning the entrepreneurial game. I wore the “workaholic” title like a badge of courage. I put everything I had into my business. And then one day, I had an epiphany. I realized something life-changing: On my deathbed, I won’t be saying I should have worked harder. I will be asking myself if I lived life to the fullest. I will wonder if I fulfilled my life’s purpose, and if I loved my family and friends unabashedly.

This “a-ha” moment occurred after learning of Sam Walton’s final words. By any measure, Sam is considered to be the ultimate entrepreneur. He took a small general store, revolutionized the retail industry and built his business into the mega-corporation that Walmart is today. During his lifetime, he was in regular contention for being the richest man in the world. And yet, it’s what Sam said on his deathbed that gave me pause. His final words were: “I blew it.”

Sam Walton blew it? How could that be? He was a full-time, always-there business man! He would do anything to grow his business, and it gave him immense fame and fortune! But that’s where the problem lies, because when it came to the rest of his life, Sam wasn’t nearly as dedicated. He was never really “there” as a father, husband and friend. He had the wealthiest pockets, but the poorest soul. And in those last minutes of his life, he realized where he had failed.

I wonder if the same would be true for a person who dies after having lived the richest life with family and friends they so loved, yet didn’t have a business success story to define them. I suspect that they won’t say, “I blew it.” The truth is, dying is a fact of life, and it will happen sooner than we want, especially if we don’t start working on the life part way more than the entrepreneurial part. Like Sam, I had made my business my top priority. But after learning how it all ended for him, I knew I had to make a change. I decided to put life first.

Looking back at his legacy, Sam Walton left us with the greatest entrepreneurial lesson of all time: It is better to have an incomplete business life than an incomplete human life. I try to keep that in mind as I work on my business. While it’s still important for me to achieve professional success, I no longer let it define me. Instead, I focus on building loving and meaningful relationships, because I know that on my deathbed, it will be the people I loved who will be there, providing me comfort … not a business or a bank account. Sam Walton is proof of that.

Want to reach Mike Michalowicz? Contact him at mikem@obsidianlaunch.com, or visit www.toiletpaperentrepreneur.com.

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