She had by now cold-called more than one thousand companies.
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Now she wanted to help build companies that would make the world a better place.Ī few months before leaving for Harvard, Hoel, sitting at her desk at TA, studied an ad in PC Magazine. Hoel had proved that she had a nose for deals. Moreover, venture capitalists and entrepreneurs were her favorite type of people: optimists. They were the futurists, hand holders, and risk takers in the financial world. But she was set on becoming a venture capitalist, knowing they played a key role in launching and shaping revolutionary companies. When Hoel informed TA Associates that she would be leaving at the beginning of the summer, the firm’s managing partner, Kevin Landry, offered to double her salary if she stayed. “I want to become a venture capital partner!” she told her roommate Anne. But she was thrilled about attending Harvard. Hoel was heartbroken that they would be apart. Dimming her excitement, her longtime boyfriend was accepted to the business school at the University of Michigan. So she applied to the business schools at Stanford, Dartmouth, and Harvard and was accepted at Harvard. Venture partners took board seats and worked in lockstep with entrepreneurs. It was the partners who made investments and received the all-important and closely held “carry”-a share of the profits. Both went public.īut to rise through the ranks of the financial world to become a partner, she realized, she would need an MBA.
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Within two years of her arrival at TA Associates, Hoel landed two hugely lucrative deals by cold-calling companies she’d found in computer magazines-OnTrack, a data recovery software company, and Artisoft, which connected PCs to a network. She understood intuitively that learning about the problem a company intended to solve, its market size, and its business model was just as important as learning about its core technology.
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She knew how to seek out companies that solved problems for businesses with products that were 10 times more efficient at one-tenth the cost. After a few days of sulking and second-guessing herself, she looked in the mirror and said, Snap out of it. Am I here just because I’m a woman? she wondered. Standing upstairs in TA’s gorgeous wood-paneled offices, she looked down the spiral staircase and realized she was the only female investor in the Boston office. It was the perfect place for the cheerful blue-eyed southerner who liked to say “My obstacles are my allies.”īut before long, Hoel’s naturally sunny disposition took a hit. Nothing was going to dim her love affair with the venture capital industry. In the same way, when she heard that her fellow analysts were getting together for Scotch after work, she quickly joined, feigning delight at what she found to be an awful-tasting drink. “You will be treated with more respect,” her mother advised.
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Before starting at TA, she had heeded her mother’s advice to cut her hair and wear glasses.
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Hoel didn’t dwell on it-she was just glad to be there. In 1989, 22-year-old Sonja Hoel had been working as an analyst at the venture capital firm TA Associates in Boston for several weeks-yet she still didn’t have a chair for her desk.