Lastly, venture partners are not involved in the day-to-day operations or investment decisions of the firm. In addition to investments, partners are also accountable for raising capital for the funds that the firm will be investing with. The difference in the title varies depending on whether the individual just has the voice in investment decisions or may also have a say in operational decisions. Partners could be general partners or managing partners. The most senior people within a VC firm are above principals, and are called partners. They have power within the firm but cannot be considered the most senior within the firm. Principals are those individuals that are close to making partner. A principal can get you inside the door and be your lead to help bring you through the entire process of receiving funding.
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They are senior people that can make decisions when it comes down to investments but they do not have full power in the execution of the overall strategy of the firm. Over associates, you will be able to find principals. Associates do not make decisions in a firm but they can definitely warm up an introduction with individuals involved in the decision-making. Associates tend to be people that come with a financial background and with powerful skills in building relationships. An associate could be either junior or senior. The most immediate position after the analyst is the associate.
However, analysts are for the most part conducting research of the market and studying you and your competitors, so be careful with educating them too much. Analysts are not able to make decisions, but they could be a good way to get your foot in the door and to have them introduce you to someone more senior within the firm. The main role of analysts is to go to conferences and to scout deals that might be within the investment strategy of the fund that the VC firm is investing out of.
These people are either MBA students in an internship or people that just graduated from school. The most junior people want to be analysts.
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