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In the initial phases of any new market you’re developing a product (hopefully with a minimal set of features), getting feedback from customers, refining your product based on user feedback and then re-launching your product. Markets develop for a complex set of factors that are often beyond all of our control. You have a hunch.
And I tried to evaluate the idea and figure out: What did the founder really need here? Was it a Startup Founder Developer Gap ? Did they really need a Startup CTO or Developer or both? Did they have a Weak DevelopmentTeam ? And do I fit as a Part-Time CTO , Technology Advisor , CTO Founder , Acting CTO ?
Are specific technologies or platforms involved in your project? You'll discover firms that are prolific in design/interface and light on development, and vice versa. Do they have experience with the technologies involved in your project? How do they verify the ongoing progress of development? Are they publicly available?
Running that effort is Kevin Hell , the founder of DivX, who we caught up with to learn more about EvoNexus and how the group is trying to help grow technology startups in San Dieog. They get to meet the team, we do some duediligence, and have them talk to functional experts. That's earlier than at the UTC.
Entrepreneurs need to be effective team leaders, since no one can transform an idea into a product and a business without some help. Unfortunately many founders I work with as a mentor are experts on the technical side, but have no insight into leading a team. Be compulsive about scheduling time for your team.
Entrepreneurs need to be effective team leaders, since no one can transform an idea into a product and a business without some help. Unfortunately many founders I work with as a mentor are experts on the technical side, but have no insight into leading a team. Be compulsive about scheduling time for your team.
Entrepreneurs need to be effective team leaders, since no one can transform an idea into a product and a business without some help. Unfortunately many founders I work with as a mentor are experts on the technical side, but have no insight into leading a team. Be compulsive about scheduling time for your team.
Sometime around 2003/04 my technologyteam turned me on to “Spolsky on Software&# a periodic newsletter served up blog style from Joel Spolsky of FogCreek Software, a maker of bug-tracking software. But I loved reading them and so did my team. The role of Product Managers at Technology Companies. 15 minutes.
It said that I didn’t believe it was a good idea to hire job hoppers. I learned how to establish a technology center in India and how to manage disparate developmentteams (and this has drive my thoughts also about what does NOT work.). So rather than focus on that angle I’d like to focus on the opposite.
Entrepreneurs need to be effective team leaders, since no one can transform an idea into a product and a business without some help. Unfortunately many founders I work with as a mentor are experts on the technical side, but have no insight into leading a team. Be compulsive about scheduling time for your team.
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