Making the rounds is a presentation by Sequoia Capital on "startups and the economic downturn," which constitutes a sort of come-to-Jesus meeting for that storied VC firm’s portfolio companies. It tells a tale of radical gloom, with "multiple problems" in the world economy including:
- over-leveraged financials
- falling asset prices
- frozen credit markets
- weak household balance sheets; and
- global synchronization exacerbating all of the above.
And it gets worse. They point out that bull and bear market cycles are long, and predict we’re in a (long) bear market. They note that consumers have driven the US economy for a decade and more but that they’re utterly and completely tapped out. Assets have become grossly overpriced, while balance sheets have become grossly over-leveraged. This means massive deleveraging is called for at the same time that asset prices will (so they predict) be plunging, creating a vicious race between the need for increased asset ownership in the midst of decreased asset values.
For housing, the bill of particulars is particularly severe:
- In 2002, less than 5% of mortgages were either subprime or Alt-A (10% in total);
- By 2006, each of those categories accounted for nearly 20% of originations (40% together);
- Home price inflation was -1.2% annualized from1900–1929, +0.7% annualized from 1930–1997, and +8.0% annualized from 1998–2006.
Not done yet, either:
- The notional value of derivatives outstanding is approximately $525-trillion, or 35x US GDP;
- The world has significant excess capacity;
- Consumer spending has gone from 66% of GDP (1987) to 70% (1997) to 73% (2007);
- In the same period, consumer spending as a % of disposable personal income has gone from 88% to 97% to 98+%;
- Consumer savings is, conversely, at an all-time low;
- Real wage growth is stagnant, eroding living standards;
- And not surprisingly, consumer confidence is at a cyclical low, flashing the red light of sustained recession.
They conclude that this will not be a "V" or even a "U" shaped recession, but more like an "L" tilted slightly to the left at the top, with a long slow slog off the bottom.
Now, for Sequoia portfolio companies, this has implications expressed in VC-speak (such as "$15M raise @ $100M post is gone," which even those of you who can’t explain exactly what it means will understand is not whoop-de-do news). And their diamond-hard-headed advice is to (a) preserve capital; (b) deal only with customers you know can pay; (c) treat cash as king; and (d) avoid the "death spiral" by cutting costs drastically and immediately. In short:
"Get REAL or Go HOME."
OK, so what about the rest of us? Is it that bleak?
Your answer to that may depend on whether you think "it’s different this time."
Yes, I know, we have all been indoctrinated to instinctively disbelieve (or be skeptical of) that oft delusional mantra.
The longer answer is that it both is and is not "different this time." On the down side we have the notable, inarguable, and extraordinary negative differences which Sequoia has just so ably enumerated (not, one might note, without potential ulterior benefit to themselves, at least if they have scared the bejeesus out of one or two of their portfolio companies sufficiently to make the difference between survival and capitulation).
On the positive side we have a number of other considerations, however:
- We have never before witnessed as massive, as coordinated, and, all things considered, as thoughtful and promising a government intervention–wordlwide–as we are now witnessing.
- It is again true that "the only thing we have to fear is fear itself." The good news embedded within that is that the underlying, functioning economy is not flat on its back and, if credit markets unlock fast enough, need not go there.
- There are signs that the bottom may be in sight, as some savvy and opportunistic investors emerge (Warren Buffett, to name a name).
What then do I counsel for your firm?
Cash is, indeed, king.
Bill your work in progress; collect your receivables; don’t be shy about client reminders. And more: Cut off work for rocky clients who aren’t paying. On the reverse side, hoard the cash you have. Partner payouts may need to be extended; bonuses delayed; all discretionary spending canceled or deferred. Watch your net cash like a hawk.
Firms don’t fail for metaphysical reasons such as "weak leadership," although defects such as that are not to be gainsaid, and are always telling in the long run.
But when it comes to the hard reality of telling everyone they’re out of a job and turning out the lights, the proximate cause is almost always running out of cash. And now is not the hour to rely on the kindness of your banker. Even if your banker is not Sequoia Capital.
