Yuvo Health Named to the New York Digital Health 100

Yuvo Health, a leading technology-enabled administrative and managed-care solution for community health centers, today announced that it has been named to the New York Digital Health 100 (DH100), a recognition that highlights the most innovative startups in the New York region. Digital Health New York (DHNY) publishes the annual list as part of the New York Healthcare Innovation Report, a comprehensive analysis that takes an in-depth look at the data, trends, and people that have propelled New York to become the capital of healthcare innovation.

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Yuvo Health Expands Leadership team with Loren Anthes as New Head of Policy

Yuvo Health, a leading technology-enabled administrative and managed-care solution for community health centers, today announced Loren Anthes as its new Head of Policy and Programs. In addition to Anthes, Yuvo Health has also made the following six hires recently: Scrum Master, Birjis Ahmedi; Product Manager, Stephen Fee; Senior Product Manager; Nadia Trapala, IS Cloud Manager, Ajay Joshi; and Technical Writer, Daisy DeKnight. They will report to Head of Product Dakisha Allen, as well as Chief Technology Officer Sujata Bajaj, who both joined the company in October 2022.


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My 2023 Wish For All...

As the year 2022 comes to an end, I have a wish for 2023 - a full return to the office. I know this sounds controversial and even many will say I am old and outdated. Let me explain where my views come from.

In 1996, I was lucky to join a web1 company called DoubleClick, with strong leaders and a big vision, just entering its hyper growth phase. There was no work from home (WFH). We went in 5 days a week (even though our Blackberries kept us connected  24/7), and as a team of 30 expanded to 50, then 75, then more, offices popped up around the globe. We had sales conferences domestically and internationally as the number of offices, employees and clients continued to grow. I was in my early 30s, meeting other young professionals from all walks of life and learning from them and with them. We would commiserate on the challenges over lunch, with drinks after work, or on business trips. Over the next 5 years (yes, people stayed at jobs that long), we developed and cemented friendships and relationships of mutual respect. The strong culture that was born remains to this day.

Fast forward to 2022 - WFH is all the rage. I hear words such as: I am more productive, I can be more efficient, and the lack of commuting saves me so much time. While the flexibility offers certain benefits, I cannot overstate the importance of collaboration, mentorship, professional relationships and mental health.

First and foremost, it is my belief and experience that going back to the office will improve collaboration and communication. Working from home might work for deep focused work, but it makes it difficult to have impromptu meetings or brainstorming sessions. In an office setting, it's much easier to have face-to-face conversations and collaborate on projects. This can lead to better teamwork and, ultimately, more successful outcomes.

Another benefit of going back to the office is the opportunity for professional development. Mentorship and support require focused, dedicated efforts regardless of whether teams are remote, hybrid, or in-person, and simply returning to the office is not a panacea. But shadowing opportunities, impromptu debriefs outside conference rooms, and “learning through osmosis” are logistically more accessible in-person than remotely. These moments are especially important for those who are early in their careers and looking to advance.

Beyond advancement opportunities, the importance of developing professional relationships cannot be stressed enough. Despite the feelings of proximity, deep connection can’t be fostered via Zoom, conference calls, or Twitter. Think about your high school, college, or graduate school times. How many new and meaningful relationships did you develop when school moved to the world of Zoom? Like you, your co-workers will move to other jobs, maybe in other cities. The professional connections that you create early in your career will open countless doors over the course of your lifetime.

Finally, returning to the office can have a positive impact on mental health. Working from home can be isolating, and many people have reported feeling burnt out and disconnected from their colleagues. Going back to the office can provide a sense of community and connection, which can be beneficial for mental health and overall well-being.

Of course, there are also valid reasons for continuing to work from home, and there is no singular solution that will work for everyone. But regardless of the setup you choose for yourself, the benefits that an office setting provides should not be forgotten. Collaboration, mentorship, professional relationships and mental health are all important factors to consider as we move towards a post-pandemic world.

Launching the First-time Fundraising Series

“How do I find investors who are a fit for what we’re building?”

“How long do you think it will take me to raise this round?”

“What feedback do you have on my deck?”

“How do I convince an investor to lead our round?” (spoiler: a trick question!)

In our open office hour meetings, founders often have tactical questions about running their first VC fundraising process. Because every situation is different, broadly relevant advice is scarce. That said, there are certain facets of investor psychology and fundraising mechanics that are nearly universal. While many of them are obvious to investors, they are invisible to founders who are new to raising venture capital.

This blog series will not discuss data rooms, term sheet negotiations, Board meetings, or investor relations; there is a wealth of content on these topics already. Instead, we will focus on how to go from considering fundraising to having a term sheet in hand. Hopefully this series will shed some light on how VCs think and how founders can navigate the information asymmetry.

This series has three parts: 

  1. Deciding to raise: When and why is venture capital a good fit for a company? What are the trade-offs of raising? Are all VC firms the same? If venture capital is not right for a company, what are the alternatives?

  2. Running a competitive process: How do you minimize fundraising pain and maximize the odds of successfully raising? How do you find, approach, and impress investors?

  3. Building a compelling deck: What is the goal of a pitch deck? What are investors looking for? How do investors decide to take a meeting? How should a deck be structured? 

If you have any questions, feedback, or ideas for future posts, please let us know via twitter!

Landing a Meeting with a VC

In an office hours session last year, Alex Kennedy (Founder & CEO of Purposely.ai) asked me a question I’d never gotten before: “If a founder reaches out to you about investing in their startup, what do you look at online to decide if you want to take the meeting?”. This is a seemingly mundane question, but this first impression is critical to nail.  Here’s what I shared with him.

The goal of initial outreach in fundraising is to get a quick and accurate response from the investor

  • If it’s not a fit, find out fast

  • If it may be a fit, get a meeting ASAP

As an investor, to give such a response, I need succinct and accurate information to qualify the opportunity.

The first thing I need to know is whether the company is within our investment strategy at all. For Laconia, we’re specifically looking for pre-seed and seed stage b2b software companies, ideally in the US and Canada. If the company doesn’t line up with those factors, it’s a pass.

The second thing I need to understand sounds very simple but is rarely clear: What does this company do? This is critical for two reasons:

  1. To verify that we don’t have any competitive investments in the current portfolio (if we do, it’s a pass to avoid conflicts of interest)

  2. To decide if I’m intrigued enough to learn more

What does this company do should include the following:

  • What the product is (A web app? An API? A Chrome plug-in?)

  • Who the customers are (Insurance carriers? F500 CMOs?)

  • Why it is valuable & differentiated (Unique data set? Unique insight into the customer’s pain point?

The best scenario is when this information is contained in the initial outreach (e.g.: text/attachments of email or form submission). Ideally, I won’t have to look anywhere else. If it’s not in the initial outreach, then I’ll take 1-2 minutes to look at the company’s website, Crunchbase, and/or LinkedIn. If it is still unclear, then it’s usually a pass.

A few important notes:

  • The company’s information should be consistent in email outreach, website, and Crunchbase/LinkedIn profiles. While investor-facing positioning may be different from customer-facing messaging for good reason, there should still be consistency in the core product/value prop. Otherwise, it’s harder for me as an investor to determine what I’m considering. 

  • It should be clear who the founder and/or CEO is. If that is hard to figure out, or if someone other than the founder and/or CEO is doing the initial outreach, that’s a red flag.

  • I recommend including a pitch deck in your initial outreach. (Here is some context on how to put together a compelling deck.)

If you have any thoughts or questions, feel free to reach out to me via email at geri [at] laconia [dot] vc or on Twitter (@geri_kirilova). And, of course, if you are raising a pre-seed or seed round for a b2b software company, we are all ears via our pitch submission form 🙏