What does the Toronto startup ecosystem look like? (V3)

This document focuses on the high-tech and software startup ecosystem, and outlines the different types of organizations comprising the ecosystem, whose scope is global.  This is not a detailed listing of every ecosystem member. So far, I have identified 25 different types of organizations.

The core of the ecosystem is the founders.  Founders start with an idea.  They create a MVP (Minimum Viable Product) which satisfies some early customers.  Then, they refine the MVP until there is product/market fit. (Current customers recommend the product and there is a large pool of potential customers who have problems that can be solved by the startup’s solution.)

#1 Incubators and accelerators

There are a broad range of incubators and accelerators and almost every one is different.  The areas of difference include: target startups, whether the startup must be Canadian or may be global, target startup problems to address, admittance criteria, admittance process, target outcomes, process to address the startups’ problems, resources deployed, whether the startup must be in a working space or can be remote, whether financing is provided in return for equity, or if there’s no fee, etc.  As a startup evolves, it may move among several different types of incubators and accelerators.

#2 Venture studios

A venture studio comes up with an idea, assembles a team of founders, and provides capital for the startup.

#3 Angel investor

There are individual angel investors as well as angel investor groups. Angel investor groups have government supported infrastructure (e.g. staff, office space), but the government does not provide capital to startups applying to the angel investor groups.  The capital comes from the angel investors.

#4 Crowdfunding

Investors make small online contributions.  Typically, the investor does not get equity, but their return is recognition and receiving a product/or service.  The funds raised range from low $1,000s to low millions.

#5 Seed or pre-series A investors

At this point, the startup does not have product/market fit.  In the case of pharma, medical, and new technology the startup may still be in the research and development stage.

#6 Series A, B investors

At the series A stage, the founders believe they have product/market fit, and the investors believe the startup has the potential to scale.  At series B stage, the startups have been successfully scaling. Debt financing becomes available from debt investors.

#7 Post-series B investors

Both equity and debt funds exist.

#8 Niche market investors

There is at least one investor targeting profitable startups focused on a niche market they dominate.

#9 Investment dealers/underwriters

Sartups can raise equity by listing on the CSE (Canadian Securities Exchange), or on the TSX Venture Exchange.

#10 Selling your startup

These organizations will help you sell your startup, once it’s achieved some success.  They can also help you buy other companies.

#11 Talent development programs

Some organizations train people, to enable them to be hired by startups.

#12 Talent outsourced or offshore

Many startups have offshore software development teams or use outsourced resources for part-time or specialized needs.

#13 Talent acquisition

This includes job boards and companies which enable Toronto startups to hire people from outside Canada and relocate them to Canada.

#14 Associations

There are associations focused on specific types of members e.g., VC (Venture Capital), accelerators, startup CEOs, startup CTOs, etc.

#15 Advisors – legal, financial, functional

Every startup requires a range of advisors.  For example, financial software can collect and report on a board range of information.  An accountantc an advise on how to set the software up.  Lawyers are key to providing advice on the range of legal and regulatory requirements and how best to meet them.

#16 Startup operational services

These SaaS (Software as a Service) companies provide operational services needed by startups e.g., finance and financial reporting (cash flow, profit and loss, balance sheet, etc.), CRM (Customer Relationship Management), help desk, payment processing, etc.

#17 Reviews of startup companies

Some companies are focused on reviewing startup solutions.  Other companies enable reviews of startups as a sideline to their main business (e.g. job boards enable employee reviews of the CEO).

#18 Conferences

Conference organizers manage Toronto conferences focused on startups.  Many of the organizations in the Toronto ecosystem also host events.

#19 Regulators

Every startup needs to be aware of regulatory requirements as soon as they start raising capital.  Financial Services startups must be compliant with many more regulatory requirements.

#20 Federal government programs

Startups can benefit from tax credits, financing, and advisory support. When going global, Canadian trade commissioners are based in 160 global cities.  The startup Visa program enables a foreign employee with a job offer to quickly obtain a visa to work in Canada.

#21 Ontario government programs

The Ontario government has numerous programs, including the funding of the infrastructure for angel groups.

#22 Municipal programs

Many cities have their own programs.

#23 Ecosystem researchers

Facts about startups are available in databases.  Some organizations conduct and publish fact-based research regarding startups.

#24 Startup charities

The Upside Foundation focuses on startup companies donating stock options.

#25 Coworking space companies

Once the startup leaves the founders’ homes (or accelerator) they move to a coworking space. These companies also enable a startup to quickly establish a global physical presence.

Do you need a Strategic Advisor?

Long-term value growth and preservation demands a competitively differentiated talent.  A Strategic Advisor can challenge your thinking, guide you through a decision-making process, and help you resolve issues regarding long-term value growth.

Tom is a Strategic Advisor.  Leaders hire Tom to help them think through and fix their critical company-wide issues

  • You have a critical decision or issue that significantly impacts your company’s long-term value growth or value preservation. You may be unclear as to the core problem, which questions to ask, and what the solution could be.
  • You are a leader (CEO, owner, board director, etc.).
  • You are accountable for the results and require deep understanding, because you are the one who must present and explain your proposed actions.
  • You will personally devote significant time to your issue.
  • The decision or issue is new to you and your company or you have unsuccessfully addressed this in the past.
  • You need someone to help you and your team think through what to do. You will meet with your advisor frequently, sometimes daily.
  • You may need help selecting traditional consultants and in co-ordinating their actions.
  • You may need coaching and mentoring.

Tom Koor is a Strategic Advisor, helping leaders think through and implement the company-wide changes needed to address critical issues with long term-value growth and preservation.  Click here to contact Tom.

You need a traditional consultant if:

  • You are clear on what the problem is.
  • You can delegate to others the preparation of recommendations for your review.
  • You need an industry expert to tell you what others in the industry are doing or have been doing.
  • You need a functional expert due to gaps with internal functional knowledge e.g. cybersecurity
  • You need someone who has done the same thing many times before e.g. install financial systems.
  • You need outside people to help with large amounts of data collection and analysis.
  • You will personally devote limited time to the issue.
  • You do not need coaching and mentoring.

I have a two-fold purpose for my professional life:

1) Help business leaders have a positive impact on society.

2) Help business leaders (current and future leaders) succeed.

Tom’s points-of-view

Long-term value growth and preservation demands a competitively differentiated talent driven board and C-suite.

My website contains my points-of-view about key issues and questions regarding long-term value growth and preservation in a for-profit business.  I do not address not-for-profits, government, or other non-profit oriented organizations.

Each point-of-view is a brief article (supported by a one-page slide available for download) designed to enable discussion among owners/shareholders, board of directors, advisory boards, and C-Suite.  I have no magic “one size fits all” solution.

The following is an overall framework, into which my points-of-view fit. Points-of-view will be added and revised over time.   Recognize my thinking evolves over time, thus all the points-of-view may not seamlessly fit together.

The points-of-view flow from beginning to end, based on 7 themes:

  • Avoiding business failure.
  • Strategy and strategic planning.
  • Understanding customers.
  • Corporate governance – who make the decisions?
  • Transformation – what is it, do you need to do it, it and how to do you do it?
  • Creating business value e.g. Mergers and Acquisitions.
  • Buying or selling your company, or raising capital.

As I create new points-of-view or revise old ones, I am:

  • Including fact-based research and stating the sources for the facts.
  • Adding a section “What do you do if you are a Small Medium Enterprise”.
  • Defining some of the terms I use. Definitions are critical. Feel free to use your own definitions.
  • Adding a section suggesting your next steps.
  • Including references to publications for further reading.

Chair, Advisory Board

I was appointed Chair of the Business Advisory Board at this financial services firm in June 2018.

An internal announcement was made to management. In early August, the founder and I determined that there were more pressing items to consider than the creation of an advisory board.  As of early September, I’m a Strategic Advisor, with a long-term goal of evolving to an advisory board.

Many of you have asked me for details regarding the company.  The company name and details must remain confidential.

I have added two published articles to my LinkedIn profile

I have added two published articles to my LinkedIn profile (www.linkedin.com/in/tomkoor)

“Why most businesses fail and how to buck the trend”, published in the Spring 2018 issue of Consult Magazine, put out by the Canadian Association of Management Consultants

http://www.cmc-canada.ca/consult/articles/all-topics/why-most-businesses-fail-and-how-to-buck-the-trend

“Managing the people aspects of supervisory change” published by The Toronto Centre in December 2016

http://res.torontocentre.org/guidedocs/Change%20Management%20FINAL.pdf

The Toronto Centre trains more than 1,000 government financial services regulators around the world each year. “Managing the people aspects of supervisory changes” is designed to help regulators understand how to use change management techniques.

Update to my points-of-view framework

This section contains my points-of-view about key issues and questions regarding long-term value growth and preservation in a for-profit business.  I do not address not-for-profits, government, or other non-profit oriented organizations.

Each point-of-view is a brief article (supported by a one-page slide available for download) designed to enable discussion among owners/shareholders, board of directors, advisory boards, and C-Suite.  I have no magic “one size fits all” solution.

The following is an overall framework, into which my points-of-view fit. Points-of-view will be added and revised over time.   Recognize my thinking evolves over time, thus all the points-of-view may not seamlessly fit together.

The points-of-view flow from beginning to end, based on 7 themes:

  • Avoiding business failure.
  • Strategy and strategic planning.
  • Understanding customers.
  • Corporate governance – who make the decisions?
  • Transformation – what is it, do you need to do it, it and how to do you do it?
  • Creating business value e.g. Mergers and Acquisitions.
  • Buying or selling your company, or raising capital.

As I create new points-of-view or revise old ones, I am:

  • Including fact-based research and stating the sources for the facts.
  • Adding a section “What do you do if you are a Small Medium Enterprise”.
  • Defining some of the terms I use. Definitions are critical. Feel free to use your own definitions.
  • Adding a section suggesting your next steps.
  • Including references to publications for further reading.

Website launched

My website has launched, with 11 one page points of view regarding long term value growth and preservation.  This includes topics such as: business transformation, mergers and acquisitions, and the role of governance in value growth.