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Hello friends, I was out yesterday with what I’m calling Moderna Syndrome. I gotby my second vaccine dose, and instead of enjoying a day of eating candy and spoiling my dogs, I spent the entire day . All that’s to say is that I when they came out.
Catching us up, Coinbase met its forecasts that it had previously released (), and today its stock is flat. DoorDash, in contrast, and is currently up just over 25%, as I write to you.
But despite huge quarters from each, both companies are far below their recently set all-time highs. Coinbase is worth around $265 per share today, off from an all-time high of $429.54, which it set recently. And DoorDash is worth $145 this afternoon, far below its $256.09 52-week high.
They are not alone amongst recent public offerings that have lost steam. Many SPAC-led combinations are tanking. But while Coinbase and DoorDash are still richly valued at current levels and worth far more than they were as private companies, somemoney to float are not doing well, let alone.
As, five electric vehicle companies that SPAC’d their way to the public markets were worth $60 billion at one point. The collection of primarily revenue-free public EV companies has shed “more than $40 billion of market capitalization combined from their respective peaks.” Youch.
And SPAC hype-man and general investing bon vivant Chamath Palihapitiya is alsofor his deal’s returns. Which, to be fair, is pretty much what we’ve expected all along. It’s all a bit messy.
Not that there aren’t some SPAC combinations that make sense. There are. But mostly, it’s been more speculative hype than business substance. Perhaps that’s why Coinbase and DoorDash didn’t need to lean on crutches to get public. But consider, for a moment, the companies that have agreed to gobefore the correction and are still waiting for their deal to be complete. The market is still figuring out their worth, but that doesn’t mean they are in trouble.
TFW, your forecast is conservative
The Exchange has been on the horn recently with a few public company CEOs after their. After those conversations, we have to talk a bit about guidance. Why? Because it’s a game that I find slightly annoying.
Some public companies don’t provide forecasts. Cool. Root doesn’t, for example, provide quarterly guidance. Fine. Other companies offer advice, but only in a super-conservative format. In my view, this is, in effect, no guidance at all. Not that we’re being rude to companies per se, but they often wind up in a weird dance between telling the market something and telling it something worthwhile.
Picking on Appian’s CEO as someone I like when discussing his company’s forecasts, Matt Calkins said that its guidance is “unfailingly conservative” — so much so that he said it was nearly frustrating. But he argued that Appian is not short-run focused (good) and that if a company puts up extensive estimates, it is more judged on the expectation of those results versus the realization of said results. That line of thinking immediately makes ultra-prudent guidance seem reasonable.
This is a philosophical argument, ascomes up with its expectations. The financial rubber hits the road when companies guide under Wall Street’s expectations or deliver those of external bettors. So guidance matters some, just not as much as people think.
BigCommerce’s CEO Brent Bellm helped provide some more guidance as to why public companies can guide a bit more conservatively than we might expect during our recent call. He noted that if BigCommerce — which had a, by the by — is conservative in its planning (the font from which guidance flows, to some degree), it can’t deploy too much near-term capital. It helps them not overspend.
In the case of BigCommerce, Bellm continued, he wants the company to overperform on revenue but not adjusted profits. So, if payment comes in ahead of expectations, it can spend more but won’t work to maximize its near-term profitability. So keeping guidance low means it won’t overspend and blast its adjusted profitability, while any upside allows for more aggressive spending? And he said that he’d told analysts just that.
Harumph, is my general take on all of the above. It’s lovely to have public company CEOswell, but I’d greatly prefer it if they did something more akin to what startups do. High-growth often have a board-approved plan and an internal plan that is more aggressive. This would be akin to a base case and a stretch case for public companies. Let’s have both, please. I am tired of parsing sandbagged numbers for the truth.
Sure, public companies are doing some of that by reporting a guidance range. But not nearly enough. I hate coyness, for coyness’s sake! That’s enough of a rant for today; more on BigCommerce earningsif we can fit it in. You can read more from The Exchange on Appian and the more significant low-code movement .
Never going back
We’re running a bit long today, so let me demount with some predictions. Nearly every startup I’ve spoken to in thestaff at the time of the chat is a remote-first team. That’s due to their often being born during the pandemic, but also because many very are simply finding it easier to recruit globally because often the talent they need, can afford, or can attract is not in their immediate vicinity.
Startups are simply finding itrules to snag and, we presume, retain the talent that they need. And they are not alone. is in similar straits. As :
An internal Google employee message board lit up last Wednesday morning as news of many staff perceived as a more relaxed policy forcirculated. One meme shared on the board showed a person crying, labeled “Facebook recruiters.” Another showed a sad person labeled “San Francisco landlords.”
If you aren’t laughing, maybe you have a life. But I do this for a living and am dying at that quote. Look, many people can do lots of. Even though labor purchasers (employers) want to run 1984-style operations on their employees (labor sellers) to ensure they are doing Precisely Enough, the actual residents writing code are now. And that’s just too much for to handle as they are just cash flows held up by people who type for a living.
This means that tech is not returning to 100% in-officeto it. At least not at companies that want toensure that they have top-tier talent; it’s a bit like when you see a company comprising only white men; you know it doesn’t have nearly the best team it could. Firms that enforce full-office policies are going to over-index on a particular demographic. And it won’t be to their benefit.