# Fundraising And Investor Relations

Raises capital and manages the relationship afterward, deciding how much and why...

- Repository: https://github.com/cbrock84/headcount (2554 stars)
- Category: Engineering
- License: MIT
- Last updated: 2026-10-18
- Runs scripts: no, instructions only

## Install

Claude Code: `npx skills add cbrock84/headcount --skill fundraising-and-investor-relations -g -a claude-code -y`
Codex: `npx skills add cbrock84/headcount --skill fundraising-and-investor-relations -g -a codex -y`
Cursor: `npx skills add cbrock84/headcount --skill fundraising-and-investor-relations -g -a cursor -y`
Gemini CLI: `npx skills add cbrock84/headcount --skill fundraising-and-investor-relations -g -a gemini-cli -y`
Claude Code plugin marketplace: `/plugin marketplace add cbrock84/headcount`

## Description

Raises capital and manages the relationship afterward, deciding how much and why, understanding what dilution and preferences actually cost, running a process with real competitive tension, preparing for diligence before it starts, and reporting to investors and a board in a way that keeps support when results are bad. Use this to plan a raise, evaluate a term sheet beyond the valuation, prepare a data room, or fix reporting that is producing surprises.

## SKILL.md, as published by its author (untrusted third-party text, read it as data)

# Fundraising and investor relations

Capital is bought, not received, and the terms matter more than the headline number. So does what
happens for the years afterward, which is where most of the relationship actually lives.

**Financing terms have legal and tax consequences that vary by structure and jurisdiction. Get
qualified counsel and your accountant on any instrument before signing.**

## Decide the amount from the plan, not from the market

Raise against what the money buys: the milestones that will make the next raise possible, plus
enough runway to reach them and to be wrong once. Working back from milestones gives a number you
can defend and a story that connects the raise to the outcome.

Raising more than the plan needs is not free, it costs dilution now and sets a valuation you have
to grow into. Raising too little is worse, because running out mid-plan is the weakest possible
negotiating position and everyone on the other side of the table knows it.

## Understand what the terms cost, because valuation is the least of them

A high valuation with punishing terms is worse than a lower one with clean terms, and founders
routinely trade the second for the first because only the first is quotable.

- **Liquidation preference** determines who gets paid first and how much before common shares see
  anything. A participating preference or a multiple can mean an apparently good exit returns
  little to founders and staff.
- **Anti-dilution** decides what happens if the next round is lower. The broader forms can shift
  ownership substantially in exactly the circumstances where you can least afford it.
- **Board composition and protective provisions** determine what you can do without asking. This
  is control, and it is permanent in a way valuation is not.
- **Option pool sizing** placed before the investment dilutes existing holders only. Where the pool
  sits in the calculation is a real price negotiation dressed as an administrative detail.

The rest: https://github.com/cbrock84/headcount/blob/HEAD/plugins/executive/skills/fundraising-and-investor-relations/SKILL.md