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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.
We hired outside experts. We checked patents. We checked charge times. When we ship product. But would you expect Apple to reveal its product details before launching? Should Elon Musk have responded early to the cynicism of Nasa or the Auto Industry or just delivered his products? Time will tell.
Value factors include your related product breadth and depth, relationships with thought leaders, key vendors, and large potential customers. Building the product may be the easy part of your startup challenge. Key to required patents or trade secrets. Level of responsibility and time allocated.
You’ll learn about competitive products that exist or are being built. You’ll gauge people’s excitement level for the product and for various features. Startups that come to me and ask me to sign an NDA in order to get Free Startup CTO Consulting really are missing it. You’ll discover flaws and hopefully correct them.
You’ll learn about competitive products that exist or are being built. You’ll gauge people’s excitement level for the product and for various features. Startups that come to me and ask me to sign an NDA in order to get Free Startup CTO Consulting really are missing it. You’ll discover flaws and hopefully correct them.
There are lots of products that might look for any mention of a product name or company name, and yes, we do that--but more importantly, we are also analyzing situations that arise. We''re looking for lighting bolts in time which are important. I was hired to head up strategy, marketing development, and product management.
Value factors include your related product breadth and depth, relationships with thought leaders, key vendors and large potential customers. Building the product may be the easy part of your startup challenge. Key to required patents or trade secrets. Level of responsibility and time allocated.
Value factors include your related product breadth and depth, relationships with thought leaders, key vendors, and large potential customers. Building the product may be the easy part of your startup challenge. Key to required patents or trade secrets. Level of responsibility and time allocated.
Value factors include your related product breadth and depth, relationships with thought leaders, key vendors, and large potential customers. Building the product may be the easy part of your startup challenge. Key to required patents or trade secrets. Level of responsibility and time allocated.
If you have a product description, that’s necessary, but not sufficient. A CEO who has “been there and done that” is traction, especially if teamed with a financial lead (CFO) and a product lead (CTO). Ship a minimum product now. For a true scientist, the product is never good enough, so it’s never done.
If you have a product description, that’s necessary, but not sufficient. A CEO who has “been there and done that” is traction, especially if teamed with a financial lead (CFO) and a product lead (CTO). Ship a minimum product now. For a true scientist, the product is never good enough, so it’s never done.
If you have a product description, that’s necessary, but not sufficient. A CEO who has “been there and done that” is traction, especially if teamed with a financial lead (CFO) and a product lead (CTO). Ship a minimum product now. For a true scientist, the product is never good enough, so it’s never done.
If you have a product description, that’s necessary, but not sufficient. A CEO who has “been there and done that” is traction, especially if teamed with a financial lead (CIO) and a product lead (CTO). Ship a minimum product now. For a true scientist, the product is never good enough, so it’s never done.
Value factors include your related product breadth and depth, relationships with thought leaders, key vendors, and large potential customers. Building the product may be the easy part of your startup challenge. Key to required patents or trade secrets. Level of responsibility and time allocated.
Under Process, Over Deliver So, you need to develop a product? ► 2006 (20) ► December (2) Just Say What it Is 12 Proven Guidelines for Rapid Product Development. Sometimes I have had to trash what they produced, other times it became a major turning point in a companys growth. Build a SWAT team 3.
Under Process, Over Deliver So, you need to develop a product? ▼ 2006 (20) ► December (2) Just Say What it Is 12 Proven Guidelines for Rapid Product Development. I developed a technology product called DHARMA (stood for Dynamic Hybrid of Advertising and Response Management Applications). Build a SWAT team 3.
It’s much harder to be productive in a room where everything is strewn around. However, if all of your socks are in your sock drawer, your shirts are on your coat hanger, or your pencils in your pencil case, then not only will you be much more productive, but you’ll know where to look when you need to work on a particular task or project.
Building a product doesn’t get it distributed and sold. Ideas are not intellectual property, until they have been converted into patents, trade secrets, trademarks, or copyrights. Sacrifice and time commitment. Who will be the CEO, CFO, and CTO? Expertise can be marketing, technical, financial, or sales.
Building a product doesn’t get it distributed and sold. Ideas are not intellectual property, until they have been converted into patents, trade secrets, trademarks, or copyrights. Sacrifice and time commitment. Who will be the CEO, CFO, and CTO? Expertise can be marketing, technical, financial, or sales.
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