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In fact, I would broaden the definition of partner from co-founder to “business partner.” The reason is that good attributes apply equally well to “external” partners, as they do to internal partners, like a co-founder or CTO. Believe in the same ethical and diversity boundaries. Carry minimal historical baggage.
In fact, I would broaden the definition of partner from co-founder to “business partner.” The reason is that good attributes apply equally well to “external” partners, as they do to internal partners, like a co-founder or CTO. Believe in the same ethical and diversity boundaries. Carry minimal historical baggage.
Final startup grind from msuster. And the folks at Startup Grind have been kind enough to invite me to present this morning in Mountain View on the topic. Quick summary: Be careful not to have too many co-founders. And you need to be careful about giving up control to cofounders as much as VCs. figure out roles.
Every new business I know dreams of building momentum in their business, where growth continues to increase, customers become your best advocates, and employee motivation is high. It’s important to define your growth strategy, document it, communicate it to your team, and align metrics and employee rewards to target goals.
One of my favorite events last year was attending Startup Grind where I got to interview Clayton Christensen, author of The Innovator’s Dilemma. And of course we talked about many of my views of building startups. You didn’t join startups then. You joined a startup if you couldn’t get a real job.
One of the biggest myths in the business world is that startups are no place for Baby Boomers, that aging generation born between 1945 and 1964. Today people over 55 are almost twice as likely to create successful startups as Gen-Y, age 20 to 34. Supportive co-founder and executive positions. Member of the Advisory Board.
In my experience as an angel investor for new startups, I’m always surprised by how many entrepreneurs are looking for funding without outside advisors. Unless you have a co-founder or two with the business skills to complement your technical ones, you need a friendly Advisory Board. What you learn will apply to employees.
Nearly every successful tech startup 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.
These days, it is almost impossible to find a small business where everything is done by full-time employees, in the office or at home. These approaches allow your startup to grow more rapidly, save costs, but costly mistakes can lead to business failure. Utilization and personal growth of virtual employees is not my problem.”
Startups are hard. We tell startup stories. ” Strangely, the best I’ve ever heard this exemplified is in Anthony Bourdain’s Kitchen Confidential - which is really a book about startups as told through kitchen stories. You should also focus heavily on his or her former employees. ” Just as a test.
A while back I talked about how and where to find a co-founder in “ For a Startup, Two Heads are Always Better Than One ”. The feedback was good, but some readers asked me to be a bit more specific on attributes that might indicate an ideal startup partner. business entrepreneur partner startup traits'
One of the biggest myths in the business world is that startups are no place for Baby Boomers, that aging generation born between 1945 and 1964. Today people over 55 are almost twice as likely to create successful startups as Gen-Y, age 20 to 34. Supportive co-founder and executive positions. Member of the Advisory Board.
Business partners can be co-founders in a startup, multiple owners of an existing business, or a joint venture. As a former startup investor, I was often involved with due diligence on founders, and I felt that founders should do the same on co-founders, as well as investors.
These days, it is almost impossible to find a small business where everything is done at the home location, by full-time employees. These approaches allow your startup to grow more rapidly, save costs, but costly mistakes can lead to business failure. Utilization and personal growth of virtual employees is not my problem.”
” Almost all startupfounders experience a deep and prolonged sadness after selling their company , even when the sale is an outrageous success. The answer is important and fundamental for all startupfounders, whether or not they ever intend to sell their company. A startups is an obsession. What spare time?
As part of our Founder interview series , The Startup Magazine caught up with Salo Sterental, Co-Founder of the SoStereo, a marketing firm that enables brands and artists alike to unlock the marketing power of music. Salo: Zumba Fitness approached Beto (my co-founder) and I with a unique problem.
Three types of organizations – Incubators, Accelerators and Venture Studios – have emerged to reduce the risk of early-stage startup failure by helping teams find product/market fit and raise initial capital. They do the most to de-risk the early stages of a startup. Reducing Startup Risk. Carlos stirred his coffee.
Startup investors tell me they invest in a new venture with a higher caliber of people, rather than the product or service, and I agree. Some of the companies with the best team cultures, including Zappos , even go so far as to offer new employees $2,000 to quit after the first week on the job if they don’t feel a fit with the team assigned.
The most valuable assets of a new startup are the people on the team, and the most challenging task of the entrepreneur and team leaders is to spend their leadership time and energy productively. Most new startupfounders start out by assuming they need to spread their leadership efforts evenly across all team members.
Reading the NY Times article “ Jeffrey Katzenberg Raises $1 Billion for Short-Form Video Venture, ” I realized it was time for a new startup heuristic: the amount of customer discovery and product-market fit you need to find is inversely proportional to the amount and availability of risk capital. It’s the antithesis of the Lean Startup.
Michael Seibel first joined YC as a founder (twice: w07, w12) once with the live streaming service Justin.TV (which morphed into Twitch) and later on Socialcam, another streaming app. All co-founders should have roughly a year’s worth of very frugal living expenses saved up and must have quit their jobs.
Yesterday I wrote a post about “ the politics of startups ” in which I asserted that all companies have politics, which in its purest sense is just about understanding human psychology. ” Of course we all go into businesses expecting to be aligned with our co-founders but over time life changes.
Here is how remote startups are changing the game for everyone. In fact, according to Founders Forum’s survey of 400+ startup owners, 94% of the respondents were already working from home before the pandemic. To help them make the transition, a new breed of “remote startups” has emerged. Image Credit: pixaby.
Too many entrepreneurs I know still believe that that their great idea will carry the startup, and they may even minimize their own value, especially if they have introvert tendencies. Everyone needs to realize that whether it’s in the workplace or in the startup community, business is a new world today with new rules.
by Zain Jaffer, serial entrepreneur and the Founder and CEO of Zain Ventures. This is especially true for startups, which operate on the basis of customer traction to solidify expectations with investors or lending institutions. Company culture may also be a contributing factor in the manner in which employees deal with hindrances.
Why do these founders get to stay around? Because the balance of power has dramatically shifted from investors to founders. — Unremarked and unheralded, the balance of power between startup CEOs and their investors has radically changed: IPOs/M&A without a profit (or at times revenue) have become the norm. .
The path to success is far from easy, which is a lesson Quattro Development’s founders, Rob Walters and Mike Liyeos, know all too well. The duo recall their most profound failures as co-founders, as well as the steps they took to overcome misfortune and become a premier national developer.
My internal compass has always steered me strongly toward the belief that founders who can scale with their startup companies are better to back that founders who eventually need to hire a CEO. Very few founder CEOs go into the job ever expecting to give up their seat. To be a founder in state of mind.
Idealistic founders believe they will break the mold when they scale, and not turn into a “typical big company.” Why is this impossible when you have 500 employees? Or it’s fatal because that was a co-founder. Then new-employee-orientation. Why do they never succeed? From Brittle to Robust. Predictability.
Guest Post by Misti Yang, Writer for Lean StartupCo. Editor’s Note: We wrapped up the 2017 Lean Startup Week in San Francisco just a few weeks ago, and we’re excited to share with you some of the best lessons learned in entrepreneurship and corporate innovation. We try to talk to real practitioners about actual, real issues.”
These days, it is almost impossible to find a small business where everything is done at the home location, by full-time employees. These approaches allow your startup to grow more rapidly, save costs, but costly mistakes can lead to business failure. Utilization and personal growth of virtual employees is not my problem.”
Equity distribution among co-founders may be a complex procedure while starting any business. How you split founderstartup equity can be even harder for a tech startup due to different roles and contributions from the founders. What is the equity structure of a startup? Required funds.
One of the biggest myths in the business world is that startups are no place for Baby Boomers, that aging generation born between 1945 and 1964. Today people over 55 are almost twice as likely to create successful startups as Gen-Y, age 20 to 34. Supportive co-founder and executive positions. Member of the Advisory Board.
When you first start your company and raise initial venture capital your board probably consists of 1-3 founders and 1-2 VCs. Most experienced VCs won’t push you to give up founder control at this stage of the business nor should they. Founder’s perspective. You’ll get empathy. Experience. Relationships.
Others join startups to strike out on their own. Most great technology startups – Oracle, Microsoft, Apple, Amazon, Tesla – were built by a team led by an entrepreneur. These are entrepreneurial skills you need to rapidly acquire or find a co-founder who already has them. Lessons Learned.
Thus I was pleased to see a much more complete and broader perspective of employee support recommendations in a new book, “ Employees First! ” by Donna Cutting, who is a globally-recognized guru on employee culture and optimizing customer service. Of course, you as the business leader have a key role in making all this happen.
If you’re an early employee at a startup, one day you will wake up to find that what you worked on 24/7 for the last year is no longer the most important thing – you’re no longer the most important employee, and process, meetings, paperwork and managers and bosses have shown up. I know a change is going to come.
I covered what I call “the co-founder mythology.&# Either you’re not technical and you think you need a technical co-founder or vice-versa. It is increasingly popular to have “founder dating&# or “startup weekend hackathons&# of some variety or the other. Hire your co-founder.
by Sam Bahreini, co-founder and COO of VoloForce. We put our technology into the hands of employees — but in a controlled environment. When you’re a startup, that shot is even more important because it can determine the future of your product. We test our products with our partners in their retail spaces.
by Josh Fechter , co-founder and CEO of Squibler. Why keep employees engaged? By understanding employee engagement , you can enhance productivity, improve retention in demanding fields and deliver higher quality products and services. Although not all employees like working together, many thrive on the prospect.
The past year was a wild ride for startups and founders, giving a whole new meaning to the ”rollercoaster” aspect of being an entrepreneur. A combination of competition for top talent and an effort to bring employees back to the office drove startups in Israel to throw extravagant parties and all-inclusive retreats abroad.
by Hema Crockett and Jamie Jacobs, co-founders of Gig Talent . In the past, working remotely was considered “normal” for entrepreneurs or independent contractors in the gig economy only, but organizations wanted employees, and consultants, to be onsite and working in the office. Employees clearly want and enjoy the flexibility.
If you are a young startupfounder, how do you find that CEO or other executive for your “dream team” to close on funding or complement your skills to kick start your company? Remember that leadership is both upward, as well as downward to direct reports and employees. Most founders are product guys.
You’re spending much of your time selling: the vision to employees, the opportunity to investors, the story to the press, the offering to the customers, the relationship to partners. Can your lack of interest or skill in “selling” be counter-balanced by a cofounder or team that’s great at it? Yes and No. Notes and More.
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