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I talk to roughly 2 or 3 new startups every week who need advice from an experienced CTO. Generally I can provide quite a bit of help in that brief time. Of course, I provide part-timeCTO services. So, I wanted to use this post to make it official - we are offering free startup CTO consulting sessions.
I talk to roughly 2 or 3 new startups every week who need advice from an experienced CTO. Generally I can provide quite a bit of help in that brief time. Of course, I provide part-timeCTO services. So, I wanted to use this post to make it official - we are offering free startup CTO consulting sessions.
The second bullet, getting feedback from customers is most often not valid either. Even with these, you will have paper-tested your MVP, but the reality is that customers will not be able to assess the value to them until they actually use it. Structure development contracts appropriately or directing the in-house team appropriately.
Background This post partly really came about as a result of a great conversation yesterday with David Croslin a former CTO at HP who recently conducted an interesting experiment. This is actually fairly common and I think it’s a bit challenging in that the technology roles (from technology advisor to CTO) in a startup vary widely.
You’re sales person is getting blocked by the CTO who says she shouldn’t go above him but the CTO isn’t approving the deal. But “he didn’t have the budget to hire a developer until he had raised money!&#. Should she take a chance and potentially ruffle feathers? I said that was my point.
So the first question I usually get is what percent of the company or equity is that person worth? Just because it was your idea doesn’t mean you “deserve” 90% of the equity. The value in a startup is all about tangible results, so I see no equity value in the idea alone. Level of responsibility and time allocated.
So, the first question I usually get is what percent of the company or equity is that person worth? Just because it was your idea doesn’t mean you “deserve” 90% of the equity. The value in a startup is all about tangible results, so I see no equity value in the idea alone. Key to required patents or trade secrets.
The company--which is in the business of operating a content delivery network (CDN) to accelerate the delivery of web graphics, multimedia, applications, and more to end users-- recently disclosed it more than doubled its revenues in 2012, and has grown to over 230 employees--all due to a huge amount of demand for CDN services by its customers.
The reason is that good attributes apply equally well to “external” partners, as they do to internal partners, like a co-founder or CTO. The passion has to be in the business context – meaning results oriented, customer oriented, and sensitive to competition. Partner decisions are more important than hiring decisions.
So the first question I usually get is what percent of the company or equity is that person worth? Just because it was your idea doesn’t mean you “deserve” 90% of the equity. The value in a startup is all about tangible results, so I see no equity value in the idea alone. Level of responsibility and time allocated.
In his spare time he raised nearly $30 million. Partly out of the fact that in 1 week I depart for England to speak at LeWeb, attend our DataSift board meeting and generally make myself available to the DataSift team to meet their customers, partners and employees. Equally each of your board members are probably on 5-10 boards.
Great content again in September that meets at the intersection of startups, technology, product and being a Startup CTO. How-to get that guy as your mentor - Gabriel Weinberg , September 20, 2010 Forming a couple of good mentor relationships can help bridge the gap between startup failure and success, especially for first-time entrepreneurs.
We''re rolling it out to finance and Wall Street, monitoring thousands of sources of continuously changing information, such as news, social media, internal email systems, and analyzing specific, material conditions that our customers are looking for. I was hired to head up strategy, marketing development, and product management.
So the first question I usually get is what percent of the company or equity is that person worth? Just because it was your idea doesn’t mean you “deserve” 90% of the equity. The value in a startup is all about tangible results, so I see no equity value in the idea alone. Level of responsibility and time allocated.
We use a recurring revenue model, where a customer pays us a few hundred dollars on average. We''ve raised around $72 million now in equity capital. I founded that with the former CTO of my first company, Kevin Smilak, who now works at Google. We''re generating tens of million in annual revenues today.
The first question I usually get is what percent of the company or equity is that person worth? Just because it was your idea doesn’t mean you “deserve” 90 percent of the equity. The value in a startup is all about tangible results, so there is no equity value in the idea alone. Level of responsibility and time allocated.
He listed all of the product releases that were up coming, the customers that were in the pipeline and where he saw his competition moving. Your highest priority right now is hiring the 1 or 2 people that are going to join your company and make a difference. There’s you and your killer CTO co-founder.
A CEO who has “been there and done that” is traction, especially if teamed with a financial lead (CFO) and a product lead (CTO). For a business, you must define the absolute minimum features you need to satisfy the customer problem, and test it in the market. Get a real customer and real revenue. Build qualified advisory board.
A CEO who has “been there and done that” is traction, especially if teamed with a financial lead (CFO) and a product lead (CTO). For a business, you must define the absolute minimum features you need to satisfy the customer problem, and test it in the market. Get a real customer and real revenue. Build qualified advisory board.
A CEO who has “been there and done that” is traction, especially if teamed with a financial lead (CFO) and a product lead (CTO). For a business, you must define the absolute minimum features you need to satisfy the customer problem, and test it in the market. Get a real customer and real revenue. Build qualified advisory board.
A CEO who has “been there and done that” is traction, especially if teamed with a financial lead (CIO) and a product lead (CTO). For a business, you must define the absolute minimum features you need to satisfy the customer problem, and test it in the market. Get a real customer and real revenue. Build qualified advisory board.
aka: An Open Letter to the Next Big Social Network) - 500 Hats , November 1, 2010 I've held off writing this post for a long time, because I couldn't quite get my head around all the issues. In my experience, the iceberg part of a code iceberg often involves handling of a lot edge cases. Some time ago I thought these guys should meet!
August was a slow month in terms of traffic and I was away for a lot of the month, but there were some really great posts at the intersection of startups, technology, product and being a Startup CTO. equity debate. Every time I see my graduate students try to teach for the first time, it’s usually so painful I bite my lip.
One of the first tough decisions that startup founders have to make is how to allocate or split the equity among co-founders. Another common “failure to start” situation I see is one where the “idea person” insists that the idea is 90% of the value (and 90% of the equity). Sacrifice and time commitment.
One of the first tough decisions that startup founders have to make is how to allocate or split the equity among co-founders. Another common “failure to start” situation I see is one where the “idea person” insists that the idea is 90% of the value (and 90% of the equity). Sacrifice and time commitment.
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