Fundraising

New VC fund managers do not know that these things they are doing are completely ILLEGAL… ❌ There are very strict rules around fundraising. Yet many new GPs copy what they see others doing — even when it’s illegal. The risk? Trouble today, or 5–10 years down the line when regulators or LPs look closer. Sophisticated LPs know the legal lines — and crossing them exposes both liability and inexperience. Here are the 3 most common fundraising violations (and how to avoid them): 1️⃣ PERFORMANCE-BASED FUNDRAISING COMPENSATION 👩🏾⚖️ Many “Vendors” often say: - “I’ll be a venture partner — give me carry for LPs I bring.” - “We’ll raise for you — just pay a % of capital committed.” 🚫 Illegal without a broker-dealer license ($50K–$150K+ + ongoing compliance). Even employee bonuses tied to fundraising can trigger violations. ✅ Legal way: Pay fixed fees or salaries unrelated to fundraising. Compensate with cash, equity or carry — but not tied to capital raised. 👉 Reality check: As a new manager, it’s extremely unlikely that anyone else can fundraise for you without a track record. You’ll almost always need to do the hard work yourself. 2️⃣ GENERAL SOLICITATION 👨🏻⚖️ New managers assume LPs will roll in if they “go public.” Tactics include: • LinkedIn posts about fundraising • Cold DMs to people • Podcasts/webinars about your fund • “Contact us to invest” buttons on websites 🚫 All illegal — unless you’ve structured under narrow exemptions. Even cold outreach counts as solicitation. ✅ Legal way: You can only pitch people you have pre-existing relationships with who are accredited investors. Network authentically, vuild relationships, then pitch one-on-one. 👉 Reality check: Public fundraising isn’t just illegal — it looks cheap. LPs won’t trust someone blasting cold posts with no track record. VC is trust-based. Public asks scream inexperience. 3️⃣ RAISING FROM EU LPS WITHOUT COMPLIANCE 🧑🏿⚖️ Many assume: • “If a European LP wants in, I can accept the money.” • “Everyone else does it — must be fine.” 🚫 Wrong. The EU regulates under AIFMD (Alternative Investment Fund Managers Directive) and MiFID II (Markets in Financial Instruments Directive). Even one EU LP can trigger filings. Regulators act quickly. ✅ Legal way: Work with EU securities counsel. File required notifications in each jurisdiction before accepting European LPs. 👉 Reality check: European LPs expect compliance. Skip it, and you lose credibility. Worse — a violation can come back years later and jeopardize your fund. Breaking the rules — even by accident — is the fastest way to undermine your credibility. And “everyone else does it” is not a defense. The managers who win are the ones who know the rules, build real relationships, and raise the right way. ⚖️ Know the rules. Follow them. Your fund' future depends on it.

This Danish foundation gives away $1.3 billion annually – and their secret isn't efficiency ratios, it's something far more radical: They implement nothing. Behind this Danish foundation's rapid rise is Ozempic – the blockbuster diabetes and weight-loss drug that's generated unprecedented profits for Novo Nordisk. The Novo Nordisk Foundation, which owns about a quarter of the pharmaceutical giant, has become one of the world's wealthiest charitable foundations with assets around $167 billion. Yet rather than hiring armies of staff like other major philanthropies, they've gone the opposite direction. In a recent interview, their Chief Scientific Officer for Health Flemming Konradsen revealed their secret to me: They don't implement – they only work through partners. Zero programs. Zero direct service delivery. The model: ➡️ Find what already works  ➡️ Partner with governments who own the strategy ➡️ Create sustainable markets, not dependency  ➡️ Stay for 15+ years, not 3-year cycles Example: Their school feeding programs create permanent markets for local farmers while training health workers and scaling AI solutions across continents. The hard part? Saying no to putting your name on things. Letting partners get the credit. Trusting that influence matters more than control. For development professionals: This approach creates new opportunities. These ultra-efficient funders skip the usual suspects and source partners who can be trusted with strategy, not just execution. They're looking for implementers who think like owners. If you can demonstrate government relationships, long-term thinking, and the ability to build sustainable systems (not just deliver projects), you become invaluable to this new breed of funders. What could your organization accomplish if it stopped trying to do everything itself? Disclaimer: I’ve edited this post as it’s been flagged that Novo Nordisk Foundation has 250 employees. #Philanthropy #Partnership #Foundation 📷 Novo Nordisk Foundation

The real gap between digital leaders and laggards isn’t just in technology—it's in mindset. The 𝐃𝐢𝐠𝐢𝐭𝐚𝐥 𝐃𝐢𝐯𝐢𝐝𝐞 isn’t about who has the best tools; it’s about who knows how to wield them. The difference between average and excellent isn’t in the number of systems implemented but in the strategic intent behind them. True digital transformation isn’t just an IT initiative—it’s a company-wide movement, a reimagining of what’s possible when leadership, innovation, and agility align. 𝐖𝐡𝐚𝐭 𝐀𝐯𝐞𝐫𝐚𝐠𝐞 𝐋𝐨𝐨𝐤𝐬 𝐋𝐢𝐤𝐞: • 𝐓𝐞𝐜𝐡𝐧𝐨𝐥𝐨𝐠𝐲-𝐅𝐨𝐜𝐮𝐬𝐞𝐝 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩: CIOs and CTOs leading the charge, with an inward focus on IT infrastructure. • 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐎𝐯𝐞𝐫 𝐈𝐧𝐧𝐨𝐯𝐚𝐭𝐢𝐨𝐧: Tracking efficiency and business performance without a broader view towards future capabilities. • 𝐂𝐚𝐮𝐭𝐢𝐨𝐮𝐬 𝐏𝐫𝐨𝐠𝐫𝐞𝐬𝐬: Proceeding with digital steps without the urgency to outpace the evolving market demands. • 𝐎𝐩𝐞𝐫𝐚𝐭𝐢𝐨𝐧𝐚𝐥 𝐒𝐭𝐚𝐛𝐢𝐥𝐢𝐭𝐲: Maintaining the status quo in operations, favoring predictability over agility. • 𝐒𝐭𝐚𝐧𝐝𝐚𝐫𝐝 𝐓𝐨𝐨𝐥 𝐀𝐝𝐨𝐩𝐭𝐢𝐨𝐧: Providing employees with collaboration tools without fostering a culture of digital innovation. • 𝐁𝐚𝐜𝐤𝐞𝐧𝐝 𝐏𝐫𝐢𝐨𝐫𝐢𝐭𝐢𝐳𝐚𝐭𝐢𝐨𝐧: Concentrating on backend upgrades before considering the customer-facing aspects of the business. • 𝐒𝐢𝐥𝐨𝐞𝐝 𝐃𝐚𝐭𝐚 𝐔𝐭𝐢𝐥𝐢𝐳𝐚𝐭𝐢𝐨𝐧: Using data for routine business operations rather than as a cornerstone for transformation and innovation. 𝐖𝐡𝐚𝐭 𝐄𝐱𝐜𝐞𝐥𝐥𝐞𝐧𝐭 𝐋𝐨𝐨𝐤𝐬 𝐋𝐢𝐤𝐞: • 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐟𝐫𝐨𝐦 𝐭𝐡𝐞 𝐓𝐨𝐩: Transformation championed by CEOs, integrating digital priorities within the company’s vision. • 𝐂𝐨𝐦𝐦𝐢𝐭𝐦𝐞𝐧𝐭 𝐭𝐨 𝐈𝐧𝐧𝐨𝐯𝐚𝐭𝐢𝐨𝐧: Measuring success through the lens of innovation and digital proficiency. • 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐜 𝐀𝐜𝐜𝐞𝐥𝐞𝐫𝐚𝐭𝐢𝐨𝐧: Not merely adapting but actively advancing digital initiatives, even in challenging economic climates. • 𝐎𝐩𝐞𝐫𝐚𝐭𝐢𝐨𝐧𝐚𝐥 𝐀𝐠𝐢𝐥𝐢𝐭𝐲: A culture that embraces operational efficiency as a path to competitive advantage. • 𝐏𝐞𝐨𝐩𝐥𝐞 𝐚𝐬 𝐏𝐫𝐢𝐨𝐫𝐢𝐭𝐲: Investing in employee engagement and digital literacy, recognizing that technology amplifies human potential. • 𝐂𝐮𝐬𝐭𝐨𝐦𝐞𝐫-𝐂𝐞𝐧𝐭𝐫𝐢𝐜 𝐄𝐯𝐨𝐥𝐮𝐭𝐢𝐨𝐧: Prioritizing the customer experience with a strategy that adapts proactively to their needs and behaviors. • 𝐃𝐚𝐭𝐚-𝐃𝐫𝐢𝐯𝐞𝐧 𝐃𝐞𝐜𝐢𝐬𝐢𝐨𝐧𝐬: Leveraging AI and data analytics not only to inform decisions but to foster a culture of continuous improvement. 𝐅𝐮𝐥𝐥 𝐚𝐫𝐭𝐢𝐜𝐥𝐞: https://lnkd.in/eU_Cc3ga ******************************************* • Visit www.jeffwinterinsights.com for access to all my content and to stay current on Industry 4.0 and other cool tech trends • Ring the 🔔 for notifications!

My team and I get pitched 5–10 new businesses every week. Mostly from entrepreneurs trying to raise money. If you want your message or pitch to stand out to investors, do this: 1. Start with the problem, not the product. If I don’t feel the pain, I won’t value the solution. 2. Be brutally clear. My team should understand your business in 10 seconds or less. 3. Show traction, not just vision. Even if it's small, show me that the market wants it and you know how to deliver. 4. Tell me why you’re the one. I’m investing in you as much as the idea. Show conviction, not just ambition. 5. Make it a conversation, not a monologue. Curiosity builds trust. Ask good questions and make it collaborative. Keep it simple.

How to Analyse a Company (Like a Real Financial Analyst) Most people look at the stock price. Analysts look beneath it. Because the secret to smart investing isn’t predicting it’s understanding. Here’s how professionals break down a company: [1]. Understand the Business Before the balance sheet, comes clarity. What does the company actually do? Where does its money come from? Is it cyclical, defensive, or growth-oriented? Does it have an edge: brand, patents, or market share? If you don’t understand how it makes money, you can’t value what it’s worth. [2]. Analyse the Financials Numbers tell a story, if you know how to read them. Income Statement: Revenue growth (YoY) → Is it expanding or stagnating? Gross & Net Margins → Are profits growing with sales? EPS trend → Consistency builds trust. Balance Sheet: Current Ratio = Liquidity Debt-to-Equity < 0.35 → Stability ROE > 15% → Efficiency Cash Flow Statement: OCF > Net Income → Real cash, not accounting profits. Interest Coverage > 2.5 → Comfort with debt. Free Cash Flow = OCF – CapEx Healthy cash flow means survival. Healthy margins mean growth. [3]. Evaluate Valuation Now the question — is it worth it? P/E → Are you overpaying for growth? PEG → Growth-adjusted pricing (lower is better) EV/EBITDA → Compare across peers DCF → Find intrinsic value Because price is what you pay. Value is what you get. [4]. Assess Management & Risk A company is only as strong as its leadership. Transparent governance → Trust Consistent strategy → Vision Red flags → Sudden accounting shifts, share dilution, or rising debt. Good management compounds value faster than numbers do. [5]. Decide with Logic, Not Emotion Ask yourself: Is it undervalued? Is it growth, value, or dividend play? What’s my exit plan? You don’t need to be smarter than everyone just more disciplined than most. In investing, clarity is your greatest edge. The deeper you understand the business, the lesser you’ll depend on luck. ----- Jeetain Kumar, FMVA® Founder, FCP Consulting Helping students break into finance and consulting PS: If you want to start your career in finance, check the link in the comments to book a 1:1 session with me #finance #cfa #investment #interviews #consultation

People sometimes see Acumen raising large amounts of commercial capital and assume we no longer need philanthropy. No sooner had we announced $250M for our Hardest-to-Reach fund — to bring off-grid light and electricity to 70 million people across 17 of Africa’s most challenging markets — than some concluded Acumen must be set. In fact, the opposite is true. First, let me acknowledge how tough this fundraising environment is. I couldn’t be prouder of the team and partners who made our Hardest-to-Reach announcement possible after 2.5 years of relentless effort. And yet it’s worth underscoring: none of this would have been possible without philanthropy. Philanthropy is the first mover. It allows us to place early bets in fragile markets like Malawi and Benin, cover the development costs needed to structure and raise investment across the capital spectrum and provide the technical assistance that builds capacity. To put a finer point on it: of the nearly $250M raised for Hardest-to-Reach, more than $80M is philanthropic. That risk-taking anchor made it possible to prove new models — and ultimately unlock institutional investment. During Climate Week last month, I met philanthropists who see this as the time to pivot from grantmaking toward impact investing. While I understand the instinct, I want to offer a reframing: it’s not either/or. If you want your capital to have lasting impact, there may be no better use than catalytic philanthropy — especially when deployed through blended finance models like Hardest-to-Reach. Philanthropy cannot see itself at the margins. It is catalytic capital — risk-taking, patient, and unabashedly impact-first — creating the conditions for commercial capital to follow. And it's more important now than ever as traditional aid shrinks and many governments shift from grants to investment approaches. At Acumen, philanthropy from donors at all levels remains our bedrock. It enables us to reach the hardest-to-reach, build inclusive markets where none exist, and keep social impact at the center of everything we do. And because solving problems of poverty is Acumen’s mission, raising philanthropic capital will remain essential to our work.

MCP vs A2A vs ACP vs ANP Let’s start with the 'solutions', when to use which: ✅ Use 𝗠𝗖𝗣 when you want your model to be context-aware ✅ Use 𝗔𝟮𝗔 𝗽𝗿𝗼𝘁𝗼𝗰𝗼𝗹 when your system needs multiple agents to collaborate, each with their own role and responsibility ✅ Use 𝐀𝐂𝐏 when your agents need to communicate, coordinate, or negotiate with structured intent ✅ Use 𝐀𝐍𝐏 when you want a scalable way for agents to discover and connect across a distributed system Now, time for their stories!✨ ➝ 𝗠𝗖𝗣 (𝗠𝗼𝗱𝗲𝗹-𝗖𝗼𝗻𝘁𝗲𝘅𝘁 𝗣𝗿𝗼𝘁𝗼𝗰𝗼𝗹) In short, it’s a way to give LLMs a structured understanding of the world around them: who the user is, what tools are available, what memory to retain. It’s context-as-code, not just context-as-prompt. (I shared more in my last post, I’ll drop the link in the comments) ➝ 𝗔𝗴𝗲𝗻𝘁-𝘁𝗼-𝗔𝗴𝗲𝗻𝘁 𝗣𝗿𝗼𝘁𝗼𝗰𝗼𝗹𝘀 This is about how multiple agents communicate with each other, not just the user anymore. Instead of one big model doing everything, you break the task into smaller parts handled by different agents. They take on roles, pass tasks, and coordinate to solve more complex goals. In most current systems, this is done through direct message passing, often one agent at a time, with fairly simple, turn-based logic. The structure is usually custom and manually defined, it's effective, but still early-stage. That’s why more standardization is starting to emerge, to make these systems more modular and scalable. ➝ 𝐀𝐂𝐏 (𝐀𝐠𝐞𝐧𝐭 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧 𝐏𝐫𝐨𝐭𝐨𝐜𝐨𝐥) This defines how agents talk to each other. Not just sending messages, but structuring intent: → Is it a request, a proposal, or an update? → What shared terms or logic do they rely on? ACP is like a shared language for agents, so they can collaborate, negotiate, and reason together. ➝ 𝗔𝗡𝗣 (𝐀𝐠𝐞𝐧𝐭-𝐍𝐞𝐭𝐰𝐨𝐫𝐤 𝐏𝐫𝐨𝐭𝐨𝐜𝐨𝐥) Now structure comes in. Not just in what agents say, but in how they connect. While A2A describes the idea of agents collaborating, ANP defines the transport: how agents discover each other, route messages, and coordinate across systems. It’s the backbone that makes reliable, scalable agent communication possible. ****They’re all 𝗯𝘂𝗶𝗹𝗱𝗶𝗻𝗴 𝗯𝗹𝗼𝗰𝗸𝘀: - MCP provides structured context - A2A enables role-based collaboration - ACP defines how agents communicate - ANP brings order to large-scale agent networks The layered design is what powers the most capable AI systems today: context-aware, action-taking, and agent-driven by design. 📍If you are into building/learning Agents, don't miss this AI Agent hackathon for noncoders (with $5000 prize!): https://lnkd.in/dkdxyhD9 You’ll choose a real public-sector challenge and use AI to create a practical solution. You won’t be building a toy app. You’ll build something you can demo. And defend. Before the hackathon begins, we run prep sessions inside GenAI.academy so you’re not starting from zero. Have fun!🐣

Fundraising in India is a beautiful, brutal dance. After 15 years of knocking on doors, writing proposals, and building relationships in the charity space, I've learned that money follows trust, not just need. And trust is earned in whispers, not shouts. Most fundraisers think it's about the pitch. The perfect slide deck. The heart-wrenching story. The immaculate impact metrics. But that's just the costume you wear to the real party. The truth is messier. More human. More honest. First, nobody cares about your organization. They care about the problem you're solving. Stop talking about your NGO's journey and start talking about the journey of the people you serve. Your founder's story matters less than the story of the girl who can now read because of your work. Second, relationships outlast transactions. I've watched fundraisers chase cheques like they're chasing buses – desperate to catch the next one, forgetting that the real journey happens when you're walking together. The donor who gives you ₹10,000 today could give you ₹10 crores in a decade if you treat them like a partner, not an ATM. Third, most Indian donors don't want innovation. They want reliability. They've seen too many NGOs come and go, too many promises evaporate. They're tired of funding pilots that never take flight. Show them consistency before you show them creativity. Fourth, your finance team is your secret weapon. In a country where trust in institutions is fragile, your ability to account for every rupee isn't just good practice – it's your survival strategy. I've seen brilliant programs collapse because someone couldn't explain where the money went. Not because of corruption, but because of chaos. And finally, the hardest truth: fundraising isn't about money. It's about meaning. People don't give to causes; they give to become the person they want to be. The businessman who funds your education program isn't just building schools – he's rewriting his own story, becoming the hero his childhood self needed. I've sat across from millionaires and watched them cry when they talk about their mothers. I've seen corporate leaders who manage thousands of crores struggle to write a personal cheque for ₹5,000. I've witnessed wealthy donors argue over a ₹500 expense while approving ₹50 lakhs in the same meeting. Because money isn't rational. It's emotional. It's cultural. It's complicated. The fundraisers who thrive in India aren't the ones with the fanciest degrees or the most polished English. They're the ones who understand that in this country, giving is deeply personal, profoundly spiritual, and incredibly relational. So stop treating fundraising like a Western import that needs to be implemented. Start treating it like what it is – a conversation about values that's been happening on this soil for thousands of years. Because when you get it right, you're not just raising funds. You're raising hope.

Here's how I would raise $5,000 a month, every month, if I were a small charity: No galas. No grants. No huge donor base required. Just a simple, repeatable system that actually works. 𝗦𝘁𝗲𝗽 𝟭: 𝗕𝘂𝗶𝗹𝗱 𝗮 𝗺𝗼𝗻𝘁𝗵𝗹𝘆 𝗴𝗶𝘃𝗶𝗻𝗴 𝗽𝗿𝗼𝗴𝗿𝗮𝗺 𝗳𝗶𝗿𝘀𝘁. 50 donors at $25/month = $1,250 in predictable revenue. That's your foundation. Name it something meaningful. Make joining feel like belonging to something bigger. 𝗦𝘁𝗲𝗽 𝟮: 𝗦𝗲𝗻𝗱 𝗼𝗻𝗲 𝗲𝗺𝗮𝗶𝗹 𝗽𝗲𝗿 𝘄𝗲𝗲𝗸. Yes, every week. Not a newsletter—an ask tied to a specific need or a story that connects them to your organization. Most small nonprofits under-ask and under communicate by a mile. Your donors WANT to help. Let them. 𝗦𝘁𝗲𝗽 𝟯: 𝗧𝗲𝘅𝘁 𝘆𝗼𝘂𝗿 𝘁𝗼𝗽 𝟱𝟬 𝗱𝗼𝗻𝗼𝗿𝘀 𝗼𝗻𝗰𝗲 𝗮 𝗺𝗼𝗻𝘁𝗵. A simple "thank you" or quick impact update. No ask. Just connection. These texts take 30 minutes and keep your best supporters feeling seen. 𝗦𝘁𝗲𝗽 𝟰: 𝗥𝘂𝗻 𝗼𝗻𝗲 𝗺𝗶𝗻𝗶-𝗰𝗮𝗺𝗽𝗮𝗶𝗴𝗻 𝗽𝗲𝗿 𝗾𝘂𝗮𝗿𝘁𝗲𝗿. A 3-day push with a clear goal and deadline. "Help us raise $2,000 by Friday to fund summer camp scholarships." Urgency + specificity = action. 𝗦𝘁𝗲𝗽 𝟱: 𝗔𝘀𝗸 𝗲𝘃𝗲𝗿𝘆 𝗻𝗲𝘄 𝗱𝗼𝗻𝗼𝗿 𝘁𝗼 𝗴𝗼 𝗺𝗼𝗻𝘁𝗵𝗹𝘆. Within 48 hours of their first gift. The conversion rate will surprise you. This isn't complicated. It's consistent. The charities hitting their goals month after month aren't doing anything fancy. They're just showing up in the inbox, telling great stories, and making it easy to give. What would you add to this list?

A new term is about to become more familiar to nonprofit organizations in 2026. Bunching. I expect many more people to start talking about bunching related to both corporate and individual philanthropy as the OBBA takes effect. What is bunching you ask? Bunching is the practice of giving more in one year and none in the year or two following to maximize tax benefits. Your individual donor who has always given $10,000 a year may skip a few years and then give $30,000 in 2028. The corporate donor who has always supported your 5K may take a year or two off (or seek a significantly greater marketing tie-in as they reclassify the gift as a business expense and turn a previous unrestricted gift into a restricted one with deliverables). What does this mean for nonprofits? Budget planning could become more chaotic as predicting year-over-year revenue may ebb and flow. As someone who has always enjoyed working closely with the finance team, this makes me (admittedly) nervous. I know the work that goes into building the forecast! Create multiple forecasts as we all learn how donors will respond to the new tax implications. Plan stewardship to continue through the “off” years. I know so many of us in the trenches recognize donors in a variety of giving societies by what they have given in the last fiscal year. Consider looking at a three-year rolling cycle. I like this for a variety of reasons that could be the subject of another post for another day. Begin to educate board members now.  Finance committees love consistency and stabilization. The new tax implications may lead to instability from year to year. Resist the urge to expand programs if you have a year of significant increase in funding, UNLESS you have had conversations with your donors and are expecting the growth to continue beyond one year. In other words, remember that donors could be bunching and remind your board. High-income itemizers and corporations are the most likely to be affected by changes in tax laws. Run a report to see how much of your revenue comes from these segments, and scenario-plan. Admittedly, we don’t know exactly how this will impact nonprofit funding but I think being prepared and understanding how this could be a roller coaster for nonprofits is important. For additional information on the changes, I will link a few articles in the comments!