Investors Are Upstream, Not Downstream

An investor who has covered manufacturing for years once asked us a question: how many deals do you send me in a year?

Not many. Each one has to be worth the hour it costs him.

Let us state the view first. Investors are not downstream of Glacier Capital. They are upstream of insight. Inside the firm this is not a slogan. It is how we order every day: what we refer, how we screen, when we meet — get the order right and none of it goes out of shape. Why? Three layers below.

Downstream Thinking Turns a Referral into a Sales Pitch

Treat investors as downstream and the actions go out of shape. A deal arrives and the first thought is how to push it out. The materials are finished and the first thought is how to make them sound good. Before a meeting, you rehearse a script. A sales pitch may close once, but it will not close twice. Firms change; the general partners (GPs) who decide do not. The capital market is small and its memory is long.

Treat investors as upstream and everything reverses. They have seen many deals and paid real tuition. One rejection often carries more information than ten compliments. When you are turned down, do not argue first. Write it down: where it failed, and why. It is a ruler someone else measured for us.

The Right to Refer Is Credit to Be Spent Sparingly

To refer a deal is to put our own credit behind it as evidence. It is an asset, not an action. Sending a deal to an investor we know well uses up one of the few slots he has in a year for a deep look. Four referrals a year or forty — the difference is not diligence. It is whether he picks up next time.

So the bar can only go up. If it is top-tier, you hear from us at once. If it is not, we do not disturb you this time. In the short run it costs us a few deals a year, and what it buys is a reflex: if he brings it up, it is worth a look. The deal is the numerator. Credit is the denominator.

Screening on his behalf is the other half of the same thing. The Institute puts it plainly: verify that the orders really close the loop, look at the founder's integrity, look at whether the existing shareholders still want to follow on. We run the first step of diligence ourselves. Whose time is more expensive? His.

We do not call every company number one. In a winner-takes-all field, we argue why it leads. Where it is not, we say where it stands in the pack. Exaggerate once and you overdraw a whole year.

Tempo Also Saves the Upstream's Resources

Meeting people before the stage is right overdraws the next round. The lead investor is nowhere in sight and the list is already burned through. Once an impression sets, rewriting it costs far more than the first meeting: you have to present new facts and wash off the old impression first. The list is finite and does not regenerate. So we hold some deals back. If the window has not opened, we sit on the bench with the company. It is not that we cannot reach people. It is that we will not spend it now.

So how do you actually stand upstream when you think? Put money in.

Glacier Capital co-invests its own capital in the projects it serves deeply. We go in on the same round, at the same price, as the investors. The reason is not return. It is calibration. With no money in a project, it is hard to feel the two things investors really worry about: what happens after the investment, and how they get out later. We sit at the same table as the investors.

The next few pieces are all about what this order looks like day to day: what we refer, what we screen out first, when we meet. But every one of them asks the same question: who is upstream.

We recognise only one thing: whether the firm is willing to look at the next deal.

(The full statement is in the Institute, "To Entrepreneurs and Investors". The above describes a method and does not constitute investment advice.)