July 25th, 2024

Startup Finance for Founders — Part I, Accounting

Peter Reinhardt, CEO of Charm Industrial, discusses startup finance, emphasizing accounting basics, banking structures, credit management, and contract formalities, while sharing his experiences from Segment's growth and funding journey.

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Startup Finance for Founders — Part I, Accounting

Peter Reinhardt, CEO and co-founder of Charm Industrial, shares insights on startup finance, particularly focusing on accounting in the first part of a two-part series. Reinhardt recounts his journey from having no finance background to managing a rapidly growing company, Segment, which expanded from 4 to 60 employees and raised $44 million in funding. He emphasizes the importance of understanding accounting basics, including bank account structures, credit card management, and invoicing practices.

Initially, Segment used a simple checking account, but as their funds grew, they restructured their banking to enhance security and manage cash flow effectively. This included moving most cash to a money market account and creating separate accounts for receivables and payables. Reinhardt also discusses the challenges startups face in obtaining credit, sharing his experience of negotiating higher credit limits with banks by emphasizing cash balances rather than revenue projections.

In terms of contracts and invoicing, Reinhardt explains the transition from simple payment methods to more formal agreements as they began closing larger deals. He outlines the structure of contracts, including Master Services Agreements and Order Forms, and highlights the importance of liability insurance in these agreements. The article concludes with a promise to explore strategic finance in the next installment, which will focus on future financial planning and risk management.

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By @Havoc - 6 months
There is literally zero accounting happening in the article but seems solid anyway on what it does cover.

One thing I’d suggest doing different - instead of trying to inch up credit limits rather have that conversation at same time as the investment. ie we’re looking for a provider to park 15m but we also need a credit line/cards/whatever. The sales team wanting the 15m will push to make the line happen internally. It’s the key moment where you have leverage.

By @ckdarby - 6 months
Small note that most credit cards allow you to artificially increase the credit card limit by simply contributing the payment on a zero balance.

Example, $0 balance, card limit $1k, pay onto the card $10k, card limit is now $11k.

$10k of that is really prepaid and $1k is truly credit, but it would have solved their problems given they had the cash on hand and mostly wanted to avoid declines on their cards due to draining the credit limit to $0.

The problem with other forms of payments is they're only usually accepted on a contract annual basis and you're now vendor locked for the remainder of the contract. You're also up fronting the capital to that vendor.

By @AliCollins - 6 months
And the link to the Part II, Strategic Finance: https://rein.pk/startup-finance-for-founders-part-ii-strateg...
By @codetrotter - 6 months
> there are limitations to debit cards (e.g. you can’t rent cars)

This sounds pretty specific to the USA. Here in Europe you certainly can rent a car with a debit card.

By @1st - 6 months
Finance and accounting are my least favorite aspects of being in a startup, yet absolutely crucial. Does anyone have any tips helping my brain learn to enjoy these? Loaded question...
By @mcc1ane - 6 months
(2016)