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
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. Actually, David’s taking even broader roles than I generally do as he’s CEO for at least one startup.
A CEO who has “been there and done that” is traction, especially if teamed with a financial lead (CFO) and a product lead (CTO). Build qualified advisoryboard. If you can convince a couple of domain experts, or a couple of experienced executives to join your board and be your advocate, that’s traction.
A CEO who has “been there and done that” is traction, especially if teamed with a financial lead (CFO) and a product lead (CTO). Build qualified advisoryboard. If you can convince a couple of domain experts, or a couple of experienced executives to join your board and be your advocate, that’s traction.
A CEO who has “been there and done that” is traction, especially if teamed with a financial lead (CFO) and a product lead (CTO). Build qualified advisoryboard. If you can convince a couple of domain experts, or a couple of experienced executives to join your board and be your advocate, that’s traction.
A CEO who has “been there and done that” is traction, especially if teamed with a financial lead (CIO) and a product lead (CTO). Build qualified advisoryboard. If you can convince a couple of domain experts, or a couple of experienced executives to join your board and be your advocate, that’s traction.
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