Here are 50 actionable tips to help invest like the world’s most successful investors—distilled from the wisdom of Warren Buffett, Charlie Munger, Peter Lynch, Benjamin Graham, Ray Dalio, and more.
Invest within your circle of competence—know what you understand best.
Prioritize businesses with enduring competitive advantages.
Buy at a margin of safety—only invest when there’s a clear discount to value. investorsedge.cibc
Think long-term: decades, not quarters or years.
Focus on cash flows, not reported earnings or market hype.
Look for owner-operator companies with skin in the game.
Study management integrity and capital allocation skills.
Prefer simple, understandable business models over complex ones.
Don’t follow the crowd—avoid herd mentality.
Embrace market corrections as opportunities, not threats.
Diversify, but not excessively—be selective with your bets. investorsedge.cibc
Reinvest profits for compounding returns.
Don’t chase “hot tips” or fad stocks.
Separate emotion from decision-making—remain rational.
Carefully read company filings, earnings reports, and footnotes.
Seek companies with strong balance sheets and low debt.
Monitor for changes in competitive landscape or management.
Don’t overpay for growth—growth for its own sake isn’t value.
Factor in taxes, inflation, and fees to your investment equation.
Ignore daily market noise—focus on business fundamentals.
Buy when others are fearful, sell when others are greedy.
Use market volatility to your advantage, not as a reason for panic.
Study the investing greats and read their letters and biographies.
Be patient—great investments take time to bear fruit.
Keep learning: read widely about business, psychology, and history.
Look for high returns on invested capital and strong free cash flow.
Invest in what you use and understand—see Peter Lynch’s “buy what you know.”
Respect risk—don’t risk permanent capital loss for extra return.
Consider macroeconomic trends, but don’t let them dominate your thesis.
Write an investment thesis and revisit it regularly.
Rebalance your portfolio when warranted, not reactively.
Don’t let past mistakes deter you—learn and improve.
Let winners run and cut losers quickly.
Use index funds or ETFs for broad exposure when stock picking isn’t viable. investorsedge.cibc
Understand the impact of incentives and human behavior on markets.
Track insider buying and selling as a clue—not gospel—of conviction.
Assess customer loyalty and brand value.
Consult expert networks or industry insiders for “on the ground” insights.
Anticipate change, but don’t speculate wildly on what “could” happen.
Automate saving and investing for consistency and discipline.
Be humble—no one always gets it right.
Practice position sizing appropriate to conviction and risk.
Remember opportunity cost—sometimes the best action is no action.
Review your holdings for “thesis creep”—has your rationale changed?
Don’t let sunk costs bias hold you hostage in bad investments.
Read annual reports and investor presentations from competitors.
Assess global trends but don’t ignore local/regional context.
Network with other thoughtful investors for feedback and ideas.
Define your own investment objectives, risk tolerance, and time horizon.
This checklist reflects principles and strategies that underpin world-class investing success. Integrate them into your process for rational, long-term, and compounding gains. investorsedge.cibc
I just discovered this 22-year-old founder who built a $3+ million company in 60 days with just 1 employee and an army of college interns.
He is now a serious contender for the Lean AI Leaderboard with $4.4 M revenue/employee.
Meet Krishay Mukhija, the founder who started recruiting at 16 and turned childhood frustration into a recruitment revolution.
While most founders his age are still figuring out product-market fit, Krishay is serving 40+ enterprise clients, including Penn Medicine, Fortune 500 companies, and leading health systems.
The numbers:
$3+ million revenue in less than 60 days
40+ enterprise customers
1 core employee + 5-7 rotating interns
100% feature request completion rate
Sub-3-hour average resolution time
Built for the most compliance-heavy industries
This was no overnight success or lucky break. His advantage came from 6 years of obsession with recruiting automation, starting when most kids were playing video games.
Made $120,000 in 3 days at the age of 16
Krishay got his first job at a healthcare staffing agency. They handed him a cold list of 10,000+ nurses with outdated contact information and a simple instruction:
“Call every single person on this list until someone hits.”
The traditional approach was frustrating. He had to cold-call nurses who already received hundreds of calls weekly. Most numbers were dead and response rates were terrible.
Two days in, Krishay realized nobody picks up cold calls. So he shifted to texting first with researched, personalized messages. Better, but still painfully slow: 100 texts for 1-2 responses.
That’s when he built his first automation ever. It was not some sophisticated AI, just a simple script that moved his cursor around the screen:
The automation would type out and send personalized messages without him having to do anything.
He created 5 different text templates for different nurse profiles: recent retirees, California relocations, and career changers.
The script ran through his iPhone to send blue iMessages, bypassing expensive tools like Twilio.
Within three days, he reached all 10,000 contacts. 6 nurses were interested and placed. As a result, he made $120,000 in revenue.
It blew his mind, and since then, he has been obsessed with recruiting.
From VC Sourcing to Voice AI Breakthrough
That obsession led Krishay to General Catalyst’s Creation team, where he built LinkedIn automation tools to find hidden talent among founders. His scripts identified patterns like “Indian immigrant from University of Waterloo who’s worked at Databricks” as signals of future startup potential.
But the real breakthrough came in summer 2023 when he started experimenting with voice AI. Working with basic text-to-speech architecture, his team hit a milestone nobody expected: sub-1 second latency for the entire end-to-end process:
• Speech-to-text (transcribing what the candidate says)
• Text-to-text reasoning (AI coming up with a response)
•Text-to-speech (AI saying the response back)
That’s when he knew they had something special.
The Counterintuitive Customer Strategy
While most AI companies chase easy wins, his company Symbal AI deliberately targets the hardest customers: highly regulated organizations with compliance requirements who are naturally skeptical of AI.
He thinks someone who has an uneasiness of AI is the best client for Symbal AI because they built it from the ground up for safety and empathy. His co-founder had spent years building empathetic AI for veterans’ immersion therapy (use cases where saying the wrong word could cause real harm).
Their first paying customer was Penn Medicine, the largest employer in Philadelphia and the third most prestigious academic health system in the nation.
These are organizations that don’t adopt new technology lightly, yet they chose this 22-year old over established players. This speak volumes about his work.
The Three-Person Core + Intern Model
Symbal’s structure is deliberately lean but strategically leveraged:
Pranay (CTO and co-founder): Full-stack development and AI safety
Akash: Operations generalist who fills in all the gaps
Krishay’s work ethic and hustle are commendable. He reached out to me on LinkedIn, Twitter, email, and has a Calendly on for almost 12 hours/day, all 7 days of the week.
He took a call with me on the weekend and once late in the evening.
His Intern Strategy: 5-7 college interns at any given time, with 20+ total throughout their journey.
Every intern who joins Symbal recruits for 5 days to understand customer pain points firsthand.
He wants them to do 300 calls and have two people who are actually interested, because then they start understanding the value of 90-day attrition.
The training is intense but effective.
Clients regularly tell Krishay that their 19-year-old interns have an understanding that rivals that of a 27-year-old, 30-year-old, someone who’s been in the space for 5+ years.
The AI-First Operations Stack
Symbal runs entirely on automated workflows that would typically require entire departments:
Customer Success Automation:
Direct Slack/Teams channels with every customer
N8N workflows for automatic issue routing
100% feature request completion rate
Average resolution time: under 3 hours
Loom videos documenting every feature implementation
A visual representation of their n8n workflow for CSM management:
Talent Acquisition:
AI interviewing for all interns (including a Peter Thiel-branded persona for “zero to one” style interviews)
100-person applicant pools from single LinkedIn job posts
Focus on underwriting potential rather than pedigree
Sales and CRM:
Automated pipeline tracking through N8N workflows
AI-powered lead qualification
Automatic email, call, and interaction logging
They use customer success as a lever for product-led growth.
When sophisticated buyers request features, 80% of the time, other customers want the same thing.
The Compliance-First Technology Advantage
While competitors avoid regulated industries, Symbal built its entire stack for compliance:
SOC2 compliant data processing
NYC Local Law 144 compliant
Built-in bias detection and consistency guarantees
“Screen everyone, then choose the best” approach vs. resume filtering
Human-in-the-loop verification
Raw transcripts for compliance + intelligent summaries for usability
This compliance-first approach becomes a massive competitive advantage.
Krishay positions himself as a change management consultant helping recruiters prove that AI delivers better candidates and lower attrition rates.
The Client-Driven Product Philosophy
Symbal’s product development follows the radical principle: Clients are their chief product officers.
Instead of building in isolation, they create features directly from customer requests. The result is a 100% feature request completion rate, usually implemented within 3 hours.
This approach creates a powerful flywheel. Features requested by sophisticated buyers at Penn Medicine become selling points when talking to competing health systems. What looks like custom development actually scales across the entire customer base.
The Quality Over Quantity Hiring Philosophy
Symbal’s hiring philosophy centers on underwriting potential rather than traditional credentials. Every hire must have two spikes – two areas where they are exceptionally good.
This helps them find people who can learn quickly across domains. The ability to understand two different things deeply indicates strong learning velocity.
They deliberately hire from non-traditional backgrounds. While they have interns from Stanford and Princeton, they also have equally strong performers from Tennessee and Texas A&M.
The Hidden Leverage of Student Talent
College students provide massive leverage for Symbal, but not in the way most companies use interns. These students become sophisticated sales development representatives after just weeks of training.
The secret is that these students are native AI – they’ve been using AI since high school. Combined with intensive recruiting training, they develop genuine expertise in the customer’s problems.
The emotional impact is powerful as their customers love talking to young people who are solving problems that they’re passionate about.
The three-month rotation system ensures fresh energy while preventing burnout. Students work part-time around their studies, often making calls during lunch breaks.
The Revenue Model
Symbal’s revenue model is built for compound growth through phased implementations. Rather than one-time deals, enterprise clients start with one AI recruiting unit and expand quarterly.
Sample contract structure: $100k total value deployed as quarter one implementation, quarter two expansion, quarter three full rollout. This creates predictable recurring revenue while allowing clients to validate results before expanding.
Their revenue has two components: SaaS revenue and contractor revenue (immediate).
This approach generated $3+ million in revenue in less than 60 days, with clients including Penn Medicine.
The Future of Lean AI Companies
Symbal represents a fundamental shift in how AI companies can be built. Their success proves several counterintuitive principles:
Quality beats quantity: Three exceptional people plus a strategic intern outperform large traditional teams
Customer-driven beats feature-driven: Let sophisticated buyers guide your roadmap instead of guessing market needs
Industry expertise beats general AI: Deep domain knowledge in recruiting created authentic credibility and precise product-market fit
The Broader Implications
Krishay didn’t need venture capital because he was profitable from day one. He didn’t need a large team because AI handles routine work while humans focus on high-value activities. He didn’t need traditional sales and marketing because customer-driven product development creates organic word-of-mouth growth.
This model will likely become more common as AI tools become more powerful and accessible. The barriers to building software continue falling, while the leverage available to small teams continues rising.
The future belongs to founders who can combine deep domain expertise, AI-first operations, and obsessive focus on customer success.
If you’re building in this direction and want to accelerate your progress, I’m offering limited slots for 1:1 lean AI and/or founder advisory. DM me if interested
SpaceX Plans Tender Offer At $250 Billion Valuation | ZeroHedge
Elon Musk could be on his way to becoming the first trillionaire by the end of the decade, as two of his private companies soar in value, while his public company, Tesla, recently surpassed a trillion dollars in market capitalization.
A new report from the cites people familiar with the discussions, stating that Musk’s SpaceX–the world leader in rocket launches and high-speed space internet (via Starlink)–is preparing to launch a tender offer in December to sell existing shares at $135 each. This indicates that the rocket company’s valuation has surged by another $40 billion, reaching $250 billion, up from $210 billion earlier this year.
Starship rocket booster caught by tower pic.twitter.com/aOQmSkt6YE
— Elon Musk (@elonmusk) October 13, 2024
The people said Musk’s artificial intelligence startup xAI recently raised $5 billion at a valuation of $45 billion, doubling in just a few short months. Soaring values in Musk’s private companies have added to his overall net worth.
Musk’s cozy relationship with the Trump administration will likely result in Tesla winning the multi-year EV price war. A Reuters report from Thursday detailed how Donald Trump was planning to eliminate the $7,500 consumer tax credit for EVs. In return, this would destroy Musk’s competition, such as Rivian, Luicid, and legacy automakers.
As we previously noted, “Musk’s strategy to win the EV price war: Build the largest EV business with taxpayer dollars, popularize EVs, allow other startups and OEMs to enter the market, and then support politicians who want to end EV subsidies, crushing the competition and leaving Tesla reigning supreme.”
Meanwhile, ‘the Trump bump’ in equity markets sent Tesla shares over the trillion-dollar market cap level this past week.
According to the Bloomberg Billionaires Index, Musk’s net worth has risen to $306.5 billion, up $77.5 billion on the year – primarily because of the latest Tesla price surge.
In September, wealth-tracking website published a report forecasting Musk could become the world’s first trillionaire by 2027. This news is likely disheartening for struggling WeWork co-founder Adam Neumann, who famously said in 2019 that he wanted to live forever and become the first trillionaire.
Musk’s dominance in space, EVs, AI, and media–with no other billionaire even close to his level of success, and more importantly, to his contributions to the nation’s success in this global technology race–has only infuriated far-left, anti-American Democrats…
If you’re wondering how bitter the Left is at @elonmusk for trying to save America, Maddow is straight up demanding the Kamala administration (not gonna happen!) cancel all SpaceX govt contracts. Because “national security.” pic.twitter.com/kihdzhkAZS
— Buck Sexton (@BuckSexton) November 5, 2024
… who are now calling for the dismantling of Musk’s companies.
Elon Musk’s artificial intelligence company xAI is raising up to $6 billion at a $50 billion valuation, according to CNBC’s David Faber.
Sources told Faber that the funding, which should close early next week, is a combination of $5 billion expected from sovereign funds in the Middle East and $1 billion from other investors, some of whom may want to re-up their investments.
The money will be used to acquire 100,000 Nvidia chips, per sources familiar with the situation. Tesla’s Full Self Driving is expected to rely on the new Memphis supercomputer.
Musk’s AI startup, which he announced in July 2023, seeks to “understand the true nature of the universe,” according to its website. Last November, xAI released a chatbot called Grok, which the company said was modeled after “The Hitchhiker’s Guide to the Galaxy.” The chatbot debuted with two months of training and had real-time knowledge of the internet, the company claimed at the time.
With Grok, xAI aims to directly compete with companies including ChatGPT creator OpenAI, which Musk helped start before a conflict with co-founder Sam Altman led him to depart the project in 2018. It will also be vying with Google’s Bard technology and Anthropic’s Claude chatbot.
Now that Donald Trump is president-elect, Musk is beginning to actively work with the new administration on its approach to AI and tech more broadly, as part of Trump’s inner circle in recent weeks.
Trump plans to repeal President Joe Biden’s executive order on AI, according to his campaign platform, stating that it “hinders AI Innovation, and imposes Radical Leftwing ideas on the development of this technology” and that “in its place, Republicans support AI Development rooted in Free Speech and Human Flourishing.”
AI Sucks Up A Growing Chunk Of VC Funding In The US | ZeroHedge
Even more so than usual, San Francisco will be the epicenter of the world’s startup scene this week, as founders, investors and other industry insiders come together at TechCrunch Disrupt, one of the leading events of the startup scene.
Unsurprisingly, AI will take center stage at this year’s conference, as investors are looking for opportunities to invest in the booming, yet still nascent field and founders of AI-related companies will do everything to profit from the AI boom and secure fresh capital for their ventures.
As Statista’s Felix Richter shows in the chart below, AI has sucked up an increasingly large chunk of VC funding in the United States in recent years.
In the first nine months of 2024, AI-related investments accounted for 33 percent of total investments into VC-backed companies headquartered in the U.S. That’s up from 14 percent in 2020 and could go even higher in the years ahead.
According to Crunchbase data analyzed by EY, AI deals accounted for 37 percent of the $38 billion raised by VC-backed companies in Q3 2024, with four of the 10 largest deals involving AI-related companies.
The latest increase in AI-related investments is still expected to be just the beginning of a longer-term trend.
As EY notes in its latest report on VC investments, most of the funds funneled into the field are currently focused on building the foundation for the technology, e.g. developing and training AI models.
Once this wave of investment ebbs, entrepreneurs will need to figure out ways to actually utilize the potential of AI, which will likely kick off a second wave of AI investments.
The process of finding a buyer for a private company can be a daunting task, particularly when there are no obvious buyers or a defined market for the specific company in question. Unlike public companies with accessible valuations and liquidity through stock exchanges, private companies have unique characteristics that often make them challenging to sell. The absence of interested buyers complicates the process, demanding extensive planning, strategic marketing, and a deep understanding of the company’s industry and potential buyer landscape. This article explores the reasons behind these challenges, the inherent complexities of private company sales, and the strategies that can improve the chances of finding the right buyer.
Checkout this short video on the topic:
Why Selling a Private Company is Challenging
Private companies, by nature, lack the liquidity and visibility that publicly traded companies enjoy. A few core challenges make finding a buyer especially difficult:
1. Limited Market Visibility
Private companies are often small to medium-sized businesses that do not have the market visibility of their larger, public counterparts. The absence of regular public disclosures, financial reporting, and the lack of a stock exchange listing makes it hard for potential buyers to gauge the company’s value and growth potential.
2. Financial Transparency
Financial transparency is another significant issue. Public companies are required to report their financials regularly, making them more attractive and comprehensible to buyers. Private companies, however, do not have to disclose financial statements publicly, and potential buyers may find it challenging to assess the company’s health without an inside look. The process of providing this transparency can involve significant effort, including preparing audited financial statements, which some smaller private companies may not routinely maintain.
3. Valuation Complexity
Valuing a private company can be a complex and subjective process. Without a widely accepted stock price or even regular transaction prices, private companies rely on valuation techniques such as discounted cash flow (DCF) analysis, comparable company analysis, or precedent transactions. However, these valuations can vary widely, especially when a potential buyer does not have complete information on the company’s financial and operational metrics. This uncertainty makes it difficult to set an agreeable price, further complicating the search for buyers.
4. Buyer Qualification
In cases where a potential buyer is identified, the buyer’s ability to pay a reasonable price or their interest in the company’s growth and operations may become a problem. Private companies may require substantial additional investments in infrastructure, technology, or workforce, which some buyers may not be willing to undertake. Even if buyers have the resources, their alignment with the business’s vision and operations could pose challenges. Qualifying and identifying genuinely interested buyers who can meet the seller’s requirements can thus become a prolonged, tedious process.
5. Inaccessibility of a Broader Market
Public companies attract buyers globally through stock exchanges. However, a private company’s market is often limited to local, industry-specific, or niche sectors. For many private companies, their appeal is confined to a narrow group of potential acquirers with specific motivations, which limits the likelihood of finding a buyer without significant marketing and outreach efforts.
6. Owner Dependence
Private companies, especially smaller ones, are often deeply dependent on their owners, who may serve multiple roles in the company, from operational oversight to customer relationships. This dependence can deter potential buyers, who may fear the company’s performance will decline once the owner exits. Additionally, a potential buyer may seek assurances of continuity or demand the owner’s involvement during a transition period, which the seller might not be willing or able to provide.
Strategies to Increase the Likelihood of Finding a Buyer
Despite these challenges, several strategies can enhance the odds of finding a buyer for a private company, even when no interested party exists at the outset.
1. Create a Comprehensive Exit Strategy
A well-planned exit strategy is essential for making the company more attractive to buyers. The exit strategy should include a business valuation, a roadmap for improving the company’s financial performance, and a timeline that allows for a smooth transition. Sellers should begin preparing at least two to three years in advance to address operational inefficiencies, strengthen financial records, and make other adjustments that could increase the company’s market value.
2. Engage in Strategic Marketing and Outreach
Marketing a private company sale requires more than just a listing on business-for-sale platforms. Instead, it demands targeted outreach to individuals, companies, and investment firms that might find strategic value in the acquisition. Sellers can work with specialized brokers, investment bankers, or mergers and acquisitions (M&A) advisors who can facilitate connections and market the business directly to likely buyers. Identifying and engaging with industry players, including competitors, suppliers, or large players interested in vertical integration, can expand the pool of potential acquirers.
3. Develop a Clear, Transparent Financial Picture
Since financial transparency is a significant barrier, preparing detailed and audited financial statements that go back several years can help build buyer confidence. The company should ensure its financial statements are organized, well-presented, and comply with generally accepted accounting principles (GAAP). This provides potential buyers with the data needed to make informed decisions and mitigates some of the perceived risks associated with private company acquisitions.
4. Focus on Growth Opportunities and Future Projections
Buyers are often attracted to companies with strong growth potential. By highlighting future revenue opportunities, market expansions, new product lines, or underutilized assets, sellers can demonstrate that their company has upside potential. Developing realistic, data-supported growth projections can make the company more appealing and help to justify the valuation.
5. Address Owner Dependency Issues
To minimize concerns about owner dependence, private company owners should work to gradually delegate responsibilities to a management team. Having experienced managers or executives who can run the business independently shows potential buyers that the company is resilient and will continue to function well without the original owner. Additionally, agreeing to a temporary consulting role during the transition period may provide buyers with the reassurance they need to proceed with the purchase.
6. Consider Different Buyer Types
Expanding the potential buyer pool requires flexibility and an understanding of different buyer types:
Strategic Buyers may acquire companies to improve their existing operations or expand into new markets. Identifying competitors, suppliers, or companies in related sectors can increase buyer possibilities.
Financial Buyers, such as private equity firms, seek businesses with solid cash flows that can be optimized for profitability. Positioning the company as a steady cash flow generator or as having restructuring potential can make it attractive to this buyer type.
Individual Investors or Entrepreneurs may be interested in running a small business. This buyer type often looks for businesses that offer a manageable level of risk and provide a steady income.
7. Implement a Competitive Bidding Process
If there are multiple potential buyers, implementing a competitive bidding process can encourage better offers. By setting a deadline and establishing a transparent process, sellers can create a sense of urgency, potentially raising the price and improving the terms of the deal.
Legal and Logistical Considerations
Once a buyer has been identified, several critical legal and logistical steps remain:
1. Due Diligence
The due diligence process involves the buyer verifying all aspects of the business, including financial statements, contracts, employee agreements, intellectual property, and customer data. A seller who is prepared for this process with well-organized documents and clear records will facilitate smoother negotiations and help instill buyer confidence.
2. Negotiation of Sale Terms
Negotiating sale terms is crucial, covering aspects such as the purchase price, payment structure, warranties, liabilities, and potential earn-outs. Earn-outs, where the seller receives additional payments based on the company’s future performance, can help bridge valuation gaps between buyer and seller expectations. The negotiation phase is where having an experienced M&A advisor or attorney can be invaluable, ensuring that the seller’s interests are protected and that the sale terms are beneficial.
3. Transition Planning
Successful transition planning ensures continuity and stability post-sale. This could involve training new management, transferring key relationships, or documenting essential processes. Transition plans can vary in duration, but having a clear roadmap can make the acquisition more attractive to buyers concerned about operational continuity.
4. Tax Considerations
The tax implications of selling a private company are often complex and can impact both the seller and buyer. Sellers should consult with tax professionals early in the process to optimize the sale’s tax structure, which could include installment sales, capital gains considerations, or tax deferral strategies.
The Role of M&A Advisors and Brokers
M&A advisors and brokers play a critical role in facilitating private company sales. They bring industry expertise, access to potential buyers, and experience in structuring complex transactions. The right advisor can add significant value by ensuring that the business is marketed effectively, that the seller’s interests are protected during negotiations, and that the transaction remains compliant with legal and regulatory requirements. In cases where there are no existing buyers, these professionals may be instrumental in conducting outreach and identifying potential buyers who otherwise would not have been considered.
Conclusion
Finding a buyer for a private company without existing buyers is undeniably challenging but far from impossible. It requires careful planning, financial transparency, and a strategic approach to identifying and engaging with potential acquirers. By addressing valuation complexities, owner dependency, and limited market reach, private company owners can make their businesses more attractive to a broader pool of buyers. Moreover, engaging professional advisors, preparing a comprehensive exit strategy, and maintaining flexibility in the negotiation process are critical steps to closing a successful sale.
In the end, selling a private company is a complex, multifaceted process that involves not only finding a buyer but also meeting the buyer’s expectations for growth potential, financial transparency, and operational resilience. By acknowledging and addressing these challenges, private company owners can improve their odds of securing a buyer and achieving a favorable outcome. This methodical, structured approach to the sale process can help pave the way to a successful exit, even in a difficult and uncertain market.
If you have shares in a private company you want to sell, see this page:
Venture Capital Cross — 10/10/2024 — We have launched a Podcast about private markets, emerging technology, and companies working on paradigm shift technologies called “The Cross” – If you would like to be a guest on the show please reach out to us.
Venture Capital Cross — 9/4/2024 — Private markets are growing in popularity and we’re getting lots of questions about what is what, why and how are private markets different than public markets, etc. So we’ve launched a free learning area on our portal @ vccross.com/learn – Also, we have launched user Forums where we can discuss secondary market opportunities or other market events, we invite you to check it out (for the Forum, registration is required.)
Content for pros and novice alike, checkout this short on the value of being quiet:
Here is a short explanation what is the Cap Table:
These and more are free on our YouTube channel as well as our site. Enjoy!
