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Launchpad LA today announces it will accept applications for its third class of Los Angeles-based tech startups. To give visibility to these companies to: Sources of funding (angels / VCs), business development partners, mentors who have themselves built successful companies, the press and potential employees to hire.
In December 2007, I described how I commonly take on an Acting CTO Role in a Start-up. However, I’ve now begun questioning how and what an early-stage / startup CTO should be. What worries me a bit is how often I read that startups should hire a developer / hands-on lead developer. Gap closed, right? Probably not.
You don’t have to have previous startup problems to show resilience – everyone should have a story of tackling a tough challenge with minimal success, but using the failure to move on and achieve an objective. Evan Williams , for example, before cofounding Twitter, started a podcasting platform named Odeo.
That's what Los Angeles-based MergeLocal (www.mergelocal.com) is looking to find out, by offering up points which can be converted to real cash, when users check into local businesses. What's your background, and how did you decide to start the company? We've gone through this before in startup companies and pushing things forward.
In my role as advisor and mentor to many new entrepreneurs, I often find myself suggesting that they think bigger. A successful startup requires a full understanding of multiple domains, rarely embodied in one person. Then you need to set goals and metrics to use as the benchmark for your own results and expectations.
I got a call a few years ago from a well-known investor up North. He’s an incredibly smart investor and somebody that I actually consider to be a mentor to myself. He opted for two big VC funds up North who split $1.5 He called me 15 months later excited to show me his metrics and wanted to talk about his A round.
As a mentor to entrepreneurs, I tend to see many of the same obstacles appearing in every new startup, and since I don’t want to appear to be a downer , I’m not sure how to properly warn people ahead of time to be on the alert for these challenges. Funding is depleted before customer sales ramp up.
Why is it that only the most successful entrepreneurs , including Mark Zuckerberg, Bill Gates, and Richard Branson, admit to having a mentor and actually use them? Starting a new business is tough, and the last thing you need is to suffer the same mistakes that have killed businesses like yours before you.
It’s important to define your growth strategy, document it, communicate it to your team, and align metrics and employee rewards to target goals. Utilize outside expertise and mentoring. No matter how much energy, experience, and passion you have, there is always more you can learn from an Advisory Board of external experts or a mentor.
community in many ways, including his weekly Internet TV program on entrepreneurism, and participation in several mentoring programs. . 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!
Even after many years mentoring entrepreneurs and advising businesses, I continue to be surprised by the primary focus on products and processes, and the often incidental attention to hiring and nurturing the right people. Almost any startup can start with Excel, and move to open-source data analysis tools, including Python or RStudio.
In fact, I believe the majority of true entrepreneurs are not interested in this new role, and jump ship quickly by hiring an experienced CEO or merging with another company, to start their next entrepreneurial effort. With a startup, everything is an experiment. Implement metrics and set objectives for every organization.
By definition, every startup is predictably unpredictable, since new solutions have no proven track record, startups are usually building a new market, and the world around them is changing faster than ever. Bring in expert advisors and mentors to set initial goals, and build recovery plans. The solution fails to come together.
When starting a new business, an entrepreneur has to take a “hands-on” role. Thus I don’t see many startups run in absentia or by big company executives. Startup founders need to see, touch and feel all the key elements of a new business as it evolves, much like an artist renders a new painting or sculpture.
Based on my own years of experience in big business, startups, and the investor community, here are the key habits and traits that each of us needs to continually improve to be perceived by peers and others as leaders and innovators in business here and consistently around the world: Be aggressive in aspirations but prudent in execution.
As a mentor to entrepreneurs over the years, I see many of you who don’t communicate enough, others who seem to do all the talking, and some that are hesitant to be direct and open. You as the leader have a responsibility to define goals, strategy, and operational metrics. Always open to be influenced by new information.
The good news is that recent big company financial woes and layoffs have generated a flood of candidates with real experience seeking positions at startups. They are not the ones you need in the few key team positions to drive your startup. Set your own metrics and rewards to map to results. Back in 1968, Dr. Laurence J.
In fact, I believe the majority of true entrepreneurs are not interested in this new role, and jump ship quickly by hiring an experienced CEO or merging with another company, to start their next entrepreneurial effort. With a startup, everything is an experiment. Implement metrics and set objectives for every organization.
As a long-time mentor to entrepreneurs, here is my collection of smart risks that investors and I look for in new startups: Focus on a tough customer problem rather than a fun technology. Use metrics to measure results of marketing initiatives. business calculated risks entrepreneur smart risks startup' Marty Zwilling.
As a long-time mentor to entrepreneurs, here is my collection of smart risks that investors and I look for in new startups: Focus on a tough customer problem rather than a fun technology. Use metrics to measure results of marketing initiatives. Finding win-win deals is a manageable risk, versus a battle with one winner.
In my own business career, many years as a business advisor, and mentor to aspiring entrepreneurs, I have validated the following strategies to practice and guide you. Of course, this all has to start with you having the confidence and conviction that there is at least one solution to every problem, and that you can find it.
As a business advisor, I meet many business professionals and aspiring entrepreneurs who are anxious to be their own boss , or have an innovative idea to start or acquire a new business. Also, initiating a startup is quite different from taking over a thriving business, where the focus is on repeatable processes and quarterly profits.
Successful entrepreneurs are the ones who think the most creatively, not only in their initial product or service, but more importantly all through the stages of growth from startup to maturity. Using data metrics alone for decisions, without seeking the root problem and alternative solutions, kills creativity. Polarized thinking.
Starting and running a business requires many different skills and interests, and not many of us have all of them. Thus, in my mentoring of potential technical entrepreneurs who have a real passion for their technology, I often recommend that they find a co-founder who can manage the marketing and execution elements of the new venture.
Start small and move quickly to test new approaches that can be scaled up later, with an understanding that some will fail. That means making sure you are utilizing coaching and mentoring, as well as training to keep up with changes in technology and the marketplace. Adopt some key metrics to measure your change agility.
As our first time covering a 500 Startups demo day , we could only imagine the stratospheric levels of stress our Batch 8 founders must have gone through to get on stage and present their progress from their last four months of startup bootcamp. In true 500 Startups fashion, Demo Day had an almost cathartic feel.
To do it well requires a focus on several key activities and practices, including the following: Maintain a positive attitude, since startup problems are normal. If you feel angry or exhibit a negative attitude to the team about problems, you will jeopardize the potential success of your startup. Very few startup problems are unique.
After many years of working in and starting businesses, I’m convinced that implementing new business ideas is much more difficult than coming up with the ideas. Here are the key principles she espouses, extended to leadership teams, based on my own background and mentoring new entrepreneurs: Learn to trust yourself and your team.
After many years of working in and starting businesses, I’m convinced that implementing new business ideas is much more difficult than coming up with the ideas. Here are the key principles she espouses, extended to leadership teams, based on my own background and mentoring new entrepreneurs: Learn to trust yourself and your team.
In the spirit of helping you avoid some of our own learning experiences with startups, I will paraphrase here the nine key stages that he and I both see most businesses going through in their evolution from a startup to a successful and stable entity: You can’t sustain a business without positive cash flow.
Almost every entrepreneur and new business owner I mentor is certain that his/her idea has a very high probability of success, and all find it hard to believe that ninety percent of startups ultimately fail. I realized that he and I see several common patterns that account for a large percentage of new venture failures.
Successful entrepreneurs are the ones who think the most creatively, not only in their initial product or service, but more importantly all through the stages of growth from startup to maturity. Using data metrics alone for decisions, without seeking the root problem and alternative solutions, kills creativity. Polarized thinking.
Successful entrepreneurs are the ones who think the most creatively, not only in their initial product or service, but more importantly all through the stages of growth from startup to maturity. Using data metrics alone for decisions, without seeking the root problem and alternative solutions, kills creativity. Polarized thinking.
This morning, Techstars (www.techstars.org), the startup accelerator which has had great success in spreading its approach to helping to get startups to the next stage of their life�usually, funding�announced it has opened up its third accelerator in Los Angeles, Techstars LA. The focus is on helping the startup.
As a long-time mentor to entrepreneurs, here is my collection of smart risks that investors and I look for in new startups: Focus on a tough customer problem rather than a fun technology. Use metrics to measure results of marketing initiatives. Finding win-win deals is a manageable risk, versus a battle with one winner.
Image via Pixabay As a mentor to many small business owners, I always caution them that you can never relax completely, just because your initial solution or product set appears to be getting traction, and the market buzz is positive. Follow-up on receivables and watch the terms of big orders.
Successful entrepreneurs are the ones who think the most creatively, not only in their initial product or service, but more importantly all through the stages of growth from startup to maturity. Using data metrics alone for decisions, without seeking the root problem and alternative solutions, kills creativity. Polarized thinking.
As an investor in startups, I most often see entrepreneurs who are technologists, or at least have a real passion for a specific product. Here is my list of key drivers that I find critical to thriving in big businesses, as well as startups: Networking to build and maintain key relationships.
As a long-time mentor to entrepreneurs, here is my collection of smart risks that investors and I look for in new startups: Focus on a tough customer problem rather than a fun technology. Use metrics to measure results of marketing initiatives. Finding win-win deals is a manageable risk, versus a battle with one winner.
As an angel investor in new startups, I’ve long believed that investors invest in people, not ideas. In my view, it starts with your communication of real personal values , and ends your focus on results. Define and use real metrics to measure progress. In fact, these same attributes also bound your leadership skills.
Many of you business professionals I meet in my business consulting and mentoring roles seem very determined to advance their career, or even start their own business. Most people find that the act of committing something to paper forces them to face the reality of getting started and measuring progress.
One of the attributes that I often recommend to the business professionals and entrepreneurs I mentor is to always be totally accountable for your actions and ideas. In any business, accountability ideally starts at the top. Accountability requires that you manage your own efforts, as well as keep others up to speed.
PartySlate (www.partyslate.com)--which is backed by a slate of LA area investors--offers up a place to browse photos on events, find venues, and most importantly, planners who put those events on, so your next big event can be an unforgettable one. That's how I came up with the idea. I said, that's what we need for the event industry.
From there, I became the first non-founder employee at an e-commerce startup called BITSource, which was the first electronic software distributor delivering electronic volume software licenses to corporations. Earlier this year I founded a new startup called KlickFu. What’s keeping you up at night? What are you working on now?
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