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Most innovators don’t have a technical background, so it’s hard to evaluate the truth of the situation. And unless they have a tech background, they can’t look under the hood themselves. The answer is to engage a trusted outside source for a TechnicalReview – a deep-dive assessment that provides a C-suite perspective.
It was like having a bunch of mini- Free Startup CTO Consulting Sessions all in one room. But what was interesting to me was that I found myself recommending that each of them should have a technical adviser. Review the code being built. Strategic Technical Advisor. I was very worried for several startup in the room.
Startup founders make decisions on a daily basis – significant decisions that will have lasting impact on their business. Why do this without the right technical advisor? Just like attorneys, technical advisors can help navigate waters that many find murky. No good innovator turns down advice!
Most technologystartups seem to be funded by product people or business people. My first startup was no different. This is why I tell startups that most seasoned sales execs aren’t right for startups. Here’s what I learned in running my first startup. Startups are the art of the possible.
I did a presentation this week at Coloft that looked at how Non-Technical Founders can go about getting their MVP built. I promised to do this post as a follow-up to the session to provide additional links and information. The real reason to build an MVP is to do early tests of key Startup Metrics for the business.
In my experience, consummate entrepreneurs tend come up with more startup ideas than they can ever implement, and some of the ideas may not even make business sense. Passion, optimism, and determination are necessary but not sufficient to assure a successful startup. Find a recognized billion dollar and growing market.
Please help me congratulate him by Re/Tweeting this post (and following him if you don’t already). Industry reviews. Helping be the VC “presence” at key events. Associates often shadow partners at board meetings so that they can help follow up with the company on important initiatives between board meetings.
It’s very common for startup companies to have COO’s. But … Startups don’t need – shouldn’t have – COOs. I have this conversation with every startup that comes to see me and has a CEO & a COO. I think usually a COO title at a startup is an ego thing. CEO’s run things.
But people are still begging for more technology or laws, often to protect them from themselves. Most of these are easy to avoid if you do your homework up front, but can cost you dearly if you get sucked in. If you feel confused by conflicting time zones, differing currencies, and up-front costs, it’s time to run the other way.
Several people have recently come to me to help them source and/or hire full-time CTOs for their startup having found me through my post that looks at: Startup CTO Salary and Equity Data. I'd suggest: Startup CTO or Developer , Startup Founder Developer Gap , Part-Time CTO , Technology Advisor , CTO Founder , Acting CTO.
The press around the raise & company was fantastic and the promise of their technology – wireless charging that works as easily as WiFi – would positively affect many of our lives. uBeam’s tech does work and I have safely seen it demo’d in the real life many times. It can be one of the strongest motivators.
However, Redondo Beach-based StaffRanker (www.staffranker.com) has rolled out a system to help those companies better manage what is a notoriously difficult segment of the labor market, which has a lot of turnover and which just doesn''t match existing, corporate performance management systems. How did you start the company?
Business partners can be co-founders in a startup, multiple owners of an existing business, or a joint venture. You need to do the duediligence to make that decision before you sign away your equity. I was pleased to see this approach highlighted as well in a new book for startups, “ Zero to IPO ,” by Frederick Kerrest.
If you’re interested in recruiting sales people, I wrote on the topic of startup sales people: who to hire & when – understanding the roles of Journeymen, Mavericks & Superstars. Evangelical sales – Understanding startup sales people and process. Here is my recommended approach. You learn by asking.
One of the largest concentrations of technical talent in Los Angeles is in Glendale, at YP -- staffed with a surprising number of Los Angeles startup vets. What''s your background and how did you end up at YP? Our whole product and technology team is about 500 people. Talk about the technology behind your operations here?
As I’ve written about recently, at Upfront Ventures we started talking a couple of years ago about wanting to fund stuff with more meaning. The practical uses for uBeam technology is limitless. Did anybody hold patents that would prevent us from using this technology? We hired IP specialists to review prior art.
It’s the company that evokes fear into more startups and venture capitalists looking to fund eCommerce businesses than any other potential competitor. He would pick up stuff from your apartment and bring it to storage for you and he could save money by having that facility be off site. And could we then compete?”
But, how do you start? The old way was difficult, time consuming, and often expensive; referrals, calling up lawyers, going through initial consultations. We spoke with Michael Chasin, the company''s co-founder, about the startup. How the website works, is the client goes to the website, and indicates what they need help with.
One of the largest concentrations of technical talent in Los Angeles is in Glendale, at YP (www.yp.com) -- staffed with a surprising number of Los Angeles startup vets. What''s your background and how did you end up at YP.com? Our whole product and technology team is about 500 people. Louis and Atlanta.
I find it amusing when a journalist writes an article about a prominent startup (either privately held or preparing for an IPO) and decries that, “They’re not even profitable!” Exec Summary: Most companies (98+%) in the world (even techstartups) should be very profit focused. One of them is profitability.
The era of VCs investing in successful consumer Internet startups such as eBay led to a belief system that seemed to permeate many enterprise software startups that hiring sales or implementation people was a bad thing. If you’re an early-stage enterprise startup services revenue is exactly what you need. We like software.
Sometimes they rush to raise cash because they don’t have a well articulated product / market fit and they think having more money will help them have more time to prove the business. Shallow and superficial and racing from segment to segment in search of some take up has never been a strong strategic plan for me. ” True.
When talking to startup founders or other innovators, we always ask questions to better understand their business as a core. These two questions/answers can help define the early proof points for your company. Proving your Business Model Works - Build, Define, and Review But how do you prove your numbers?
It’s a very important concept for me because in a startup you are constantly under pressure and have way too many distractions. Having a set of metrics that you watch & that you feel are the key drivers of your success helps keep clarity. Commitment & urgency are key drivers of success in startup businesses.
I’m a very big proponent of the “lean startup movement&# as espoused by Steve Blank & Eric Ries. Testing is what helps determine whether you’re really on to something. “If my competitors have raised $40 million then I need to in order to keep up.&# This post originally appeared on TechCrunch.
Recently, I’ve seen a lot of discussion about bringing the work back home, since costs have gone up in less-developed countries, there are issues with intellectual property, and time zone and language differences make management difficult. Saving cost won’t help you if you can’t make the daily innovations required to stay competitive.
I’ve written a lot about recruiting and hiring at startups including my controversial post on whom not to hire and my rapid response to the flame war. We will have to build (or buy) technology in this area.” She might gladly tell you who gets decisions made, who is a pain in the arse, who is super technical, etc.
One startup that aims to help make the process simpler, cheaper and less stressful by helping people manage the home renovation process has raised $6 million to help it grow even faster. Construction techstartups are poised to shake up a $1.3-trillion-dollar trillion-dollar industry.
Nearly every successful techstartup I’ve observed over the past 20 years has gone through a similar growth pattern: Innovate, systematize then scale operations. Innovate In the early years of a startup there is a lot of kinetic energy of enthusiastic innovators looking to launch a product that changes how an industry works.
"I started the site when I was 19. These individuals would have undoubtedly helped the company avoid some of its intellectual property and employee compensation lawsuits. "When you give everyone a voice and give people power, the system usually ends up in a really good place. 1) Get A Mentor. "I
Most technologystartups seem to be founded by three types of people: product managers, engineers or biz dev types (MBAs and the like). Very few of them are started, in my experience, by sales people and very few early stage companies really understand sales. Here’s mine: Let me start with a few biases.
Companies that have leveraged technology to make the procurement and delivery of food more accessible to more people have been seeing a big surge of business this year, as millions of consumers are encouraged (or outright mandated, due to Covid-19) to socially distance or want to avoid the crowds of physical shopping and eating excursions.
Taking on a business partner can be an excellent strategic decision in helping move the business forward. Access to new technologies. Example: percent of ownership, officer/operational, director/board member… What are the parties willing to give up in return for the prospect of business success? Depending upon others Ignition!
There’s an article making the rounds in tech circles titled “ Growth Hacking is Bull ” written by Muhammad Saleem. His quip to suggest this is all a slight-of-hand, trickery dreamed up by marketing b *s is quite clever if misguided. For starters it brings a mindset to startups that not all of them have innately.
One of the vivid memories I have from being a startup CEO is the feeling that most people in your company have a look in their eyes that like they can do your job as well as you. But if you level up , raise capital and grow customers, revenue and staff – life changes. They review competitors offerings and analyst reports.
I’ll try to get write-ups shortly but for now here is an overview of my interview with Nanea Reeves – President and COO of textPlus. Nanea Reeves has a storied career in senior leadership roles at technology companies. Office politics – including Nanea’s experience being a woman in technology.
2 preamble issues having read the comments on TC today: 1: I know that the prices of startup companies is much great in Silicon Valley than in smaller towns / less tech focused areas in the US and the US prices higher than many foreign markets. This article originally appeared on TechCrunch. I acknowledged this in the article.
The main thrust of the post is that with YouTube taking a 45% of revenue and talent taking 70% of the remaining revenue, YouTube Networks didn’t have sustainable businesses unless they invested heavily in technology as a tool to increase margin and provide defensibility. That is the definition of Disruptive Technology.
This is part of my Startup Advice series. So I was surprised at the sheer volumes of decisions that had to be made when I became a startup CEO. The technology team disagrees on direction and wants resolutions. Somebody asks whether you plan to set up 401k’s and do contribution matching. This was such a guy.
I’m inspired by the enthusiasm of the young, emerging startup ecosystem that is here. Seattle should be the envy of any non Silicon Valley tech community in the country. As I gear up to give a keynote at the annual Seattle 2.0 As I gear up to give a keynote at the annual Seattle 2.0 I will start recruiting soon.
I spend a lot of time with startups and thus hear many companies talk about their approach to sales and their interactions with customers. Starting with a positive. The entire dinner was a discussion of what it would take for our software to help this customer be successful, what he liked about it and where we needed to improve.
Chris Dixon is one of my favorite people in tech and writes one of the few blogs I read religiously. If you don’t read it and you care about tech & entrepreneurship, you should. If you like the quick summary notes, please check out Adam’s blog on tech, entrepreneurship & VC as a thank you.
The frantic pace of technology cycles, the amount of tech news, the blogs, the conferences, the demo days, the announcements, the fundings, the IPOs. For years I saw myself as the new guy in VC but then you wake up one day and realize that 50% of your peers have been doing it for less time than you and time has moved on.
Over my many years of mentoring aspiring entrepreneurs and business professionals, I often hear a desire to start a new business, with a big hesitation while waiting for that perfect idea and perfect alignment of the stars. Know yourself and find help to fill in the gaps. Start today building a bigger network.
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