Both Sides of the Table
JUNE 13, 2018
You want to develop a “narrative” that holds the readers attention and helps shape the company into context. If you have another 15–20 super detailed slides they should either be in an appendix after you get through the main presentation or in a separate deck that you may or may not get out. Compelling. Don’t send these?—?go
SoCal CTO
SEPTEMBER 20, 2011
One of the readers asked my opinion around sharing your startup concept: My first question has always been - how do you protect your idea while shopping around for feedback, partners, developers, etc.? Someone Stole My Startup Idea – Part 2: They Raised Money With My Slides?! Lots of thoughts here. False Confidence.
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SoCal CTO
SEPTEMBER 20, 2011
One of the readers asked my opinion around sharing your startup concept: My first question has always been - how do you protect your idea while shopping around for feedback, partners, developers, etc.? Someone Stole My Startup Idea – Part 2: They Raised Money With My Slides?! Lots of thoughts here. False Confidence.
Tech.Co
MAY 22, 2018
Try to compile all the different types of questions you could be asked about your business, like technical details, financial assumptions and projections, marketing, IP, etc., Try to keep the presentation tight, 10 slides is ideal,” Gruber said. Also keep the slides clean and easy to read. and prepare a response. Less Is More.
SoCal CTO
JANUARY 5, 2011
First Principles. Steve Blank , January 25, 2010 10 Tips for Adding Game Mechanics to a Non-Gaming Service - ReadWriteStart , September 21, 2010 Startups & VCs: Learn How to Design, Market, & Eat Your Own. -
Startup Professionals Musings
JANUARY 11, 2013
Once they see you have developed credible traction, they can grab your space with less cost (meaning lower price) than you had to put into developing it. Don’t count on your IP to save you. Even after you bring chaos under control, you face an ongoing challenge to avoid back-sliding. Employees stop innovating.
Startup Professionals Musings
FEBRUARY 23, 2014
Once they see you have developed credible traction, they can grab your space with less cost (meaning lower price) than you had to put into developing it. Don’t count on your IP to save you. Even after you bring chaos under control, you face an ongoing challenge to avoid back-sliding. Employees stop innovating.
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