This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
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 technicaladviser. Review the code being built. There are two kinds of advisors that are commonly needed.
I generally am working as an acting CTO for about 3-4 start-ups or other companies at any one time. Most often I'm being brought in the early stage, Start-up or Expansion (as the company looks at new product lines). Basically, the role is to support both the business strategy and technical strategy.
I’ve worked with 30+ early-stage companies in all sorts of capacities (and spoken to many, many more), so I thought it might be worthwhile trying to classify the various ways that I’ve engaged in different technology roles in startups. Later he posted about his experience in Challenges of Startups.
This is part of my Startup Advice series. I spent nearly a decade building software for large companies and then advising companies on the same. 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.
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. Start today building a bigger network. Success requires a great amount of hard work.
Well, I caved and signed up. How they knew anything about us is beyond me, but that is where we got started. I told them I’d be happy to sign up if that rating was increased to an A. Your BBB has formed a strategic alliance to help save you money in your everyday costs starting immediately. Please advise.
Based on my experience advising new entrepreneurs as well as more mature businesses, I recommend the following strategies for building business momentum, while still optimizing the limited resources of every small business: Find more customers that like what you do best. Focus first on finding more of the right customers.
We’ve heard this from startup founders, product managers, development team leads, CTOs, and others who see their product gaining traction, but simultaneously see performance falling off a cliff. Often this situation is characterized as a “good problem to have” until you’re the technical person who needs to solve the problem—and quickly.
Of course you could start your own company. As I talked about in “ Is it Time to Learn or Time to Earn ” – overwhelmingly the best economics go to those that start successful companies. But not everybody has the right skills to build a highly successful and valuable startup from scratch.
Len Short is truly an online marketing pioneer, heading up marketing at Charles Schwab, AOL and then (PRODUCT)RED. I recently caught up with Len outside of George Lucas’ Skywalker Ranch. Despite this technical glitch, I opted to publish our discussion, given the high-quality content of his comments.
Yet, whether you’re looking to start a business or take an existing venture to the next level, there is actually a wealth of opportunities out there to help you reach your potential. View the top business tech deals for 2024 👨💻 1. You can unsubscribe at any time.
Many of the entrepreneurs I advise or invest with spend considerable time on the Internet, keeping up with technology, customers, and competitors, but very few feel the need for an early personal presence. Consistently review and respond to relevant online feedback. Every future entrepreneur should start by networking.
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.
I always advise software startups to file patents to protect their “secret sauce” from competitors, and to increase their valuation. Even after your application is accepted, the issuing process takes a lifetime in today’s technology (4-5 years). Software technology changes rapidly. Different rules around the world.
For a software startup, a patent can be the intellectual property providing the key competitive advantage, or it can be an expensive non-defensible bureaucratic nightmare -- or both. Even if you start with the U.S. That’s more than a lifetime in today’s technology. Patent offices can’t keep up with software technology.
Truth be told, your only path to some serious funding is perseverance and diligence in getting meetings and being prepared. To help you crush your next investor meeting, we asked top VCs and tech leaders to share their best pitch advice. What startup teams don’t realize is that having competition is good. Know Your Stuff.
I was reading Danielle Morrill’s blog post today on whether one’s “ Startup Burn Rate is Normal. I love how transparently Danielle lives her startup (& encourages other to join in) because it provides much needed transparency to other startups. Let’s set up a framework. Gross Burn vs. Net Burn.
Let me start with a story. We ended up agreeing a term sheet for $16.5 We had people hearing through the grapevine that we were about to raise money and new investors started calling us to get in on the deal. Guys, I accept that we could probably shop this around but we could also end up with nothing. I was resolute.
Johnnie Cochran was an effective, albeit smarmy, defense lawyer who would say or do anything to defend his clients (anyone up for a glass of OJ?). Yet, despite his exceptional courtroom theatrics, you would be foolhardy to hire good old Johnnie to review your software cross-licensing agreement. free weekly Infochachkie articles!
► August (1) Stay Positive ► July (2) Go Fast, but Don’t Hurry The DNA of an A++ Team ► June (1) Setting up Shop - Picking an Office Space ► May (3) Startup 6.0 - the Rubicon Project: Internet Advert. No, it’ Startup 2.0: Startup 1.0: “The Bug Bite&# - The Internet Needs.
We organize all of the trending information in your field so you don't have to. Join 5,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content