How does someone “grow” in an organization that may never surpass a dozen people? My team wants is always comparing their growth path at my startup versus a big company — how do I become a better alternative?
In business, and in your personal life, the ability to anticipate and overcome criticism is one of the biggest differentiators between leaders, who make things happen, and followers, who may have great ideas but never seem to get things to go their way. In fact, leaders are not remembered for their dreams, aspirations, or intentions – they are remembered because they achieved results.
Every startup success is a function of great people, products, and profits. But there is no magic formula on how to bring these together a second time, but there are some good insights on the parameters in a classic startup business parable, Endless Encores.
Influencer marketing is one of the most misunderstood concepts in business.
Why are we perfectly comfortable using money as the metric for startup success at the expense of pretty much every other aspect of our lives? When we use money as the only metric, what other compromises are we making to get there, and frankly, is it even worth it?
During our recent ‘Moving up the Ranks’ Zoom panel, an amazing group of speakers across various startup industries, Gary Kleigman, Jamie Coakley, Grace Ouma-Cabezas, and Zofia Ciechowska, delved into a wealth of topics relevant to anyone in a startup environment. They shared how they progressed in their own careers, how to successfully make a career pivot, and went deep […]
The seven capital assets that are the core required to create a thriving entrepreneurial ecosystem, and produce real economic value for your startup and the rest of us.
Cash flow is a basic survival metric for every startup. Investors check your burn rate to assess your efficiency and project your remaining runway before you run out of money and into a brick wall. Don’t wait until you are almost out of cash before managing every dollar spent, or looking for the next refueling from investors. Desperate entrepreneurs lose their leverage and die young.
Why do we talk about how big our startups could be before we talk about how likely we are to get there? What’s the point of going after a billion dollars if we can far more likely achieve a million dollars? Who’s really driving these decisions?
Pitch decks come in a lot of flavors. We’ve seen five pages, we’ve seen fifty. We’ve seen them sparsely punctured with bullet points, we’ve seen what might have happened if David Foster Wallace wrote a novel in PowerPoint. Where’s the golden mean? What can you throw away and what sparks joy?