When I was raising money for my fitness gaming company, I dreaded rejection. I focused my efforts on getting to “yes” and spoke to a lot of VC’s and got a lot of maybes. It was not great, but at least it wasn’t a “no.” I was tireless in my efforts to answer questions and come back with the data that would support an investment. Even after months of meetings and calls with multiple people inside multiple firms I thought (or wanted to believe) the door was still open. I was inexperienced, but the investors were not.
“No” hurts. “Maybe” can kill.
“No” hurts. “Maybe” can kill.
“No” hurts. “Maybe” can kill.
When I was raising money for my fitness gaming company, I dreaded rejection. I focused my efforts on getting to “yes” and spoke to a lot of VC’s and got a lot of maybes. It was not great, but at least it wasn’t a “no.” I was tireless in my efforts to answer questions and come back with the data that would support an investment. Even after months of meetings and calls with multiple people inside multiple firms I thought (or wanted to believe) the door was still open. I was inexperienced, but the investors were not.