Remove 2005 Remove Competition Remove Customer Remove IP
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Interview with Kanaan Jemili, uCast Global

socalTECH

Those technologies allow us to scale and offer a superior product for customers. He saw that the industry was being disrupted globally, and actually started with the idea of building a new company that could be scalable, and flexible, and offer delivery of that content at competitive pricing. Who are your core customers?

Content 113
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What is the Right Burn Rate at a Startup Company?

Both Sides of the Table

by Michael Woolf that is worth any startup founder reading to get a sense of perspective on the reality warp that is startup world during a frothy market such as 1997-1999, 2005-2007 or 2012-2014. You are particularly vulnerable if: You have revenue concentration (few customers each providing a large total of percentage of your revenue).

Startup 383
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Interview: Venture Capitalists On Pitching

socalTECH

The proof nowadays is certainly in winning customers--whether that is a consumer or in the enterprise. Between 2005 and 2008, there were lots of companies raising half a million, and selling for 15 million. Defensibility is also big--we're not interested in the me-too's without some unique IP. It's in the DNA of entrepreneurs.

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A Few Key People Really Can Make a Huge Difference

Both Sides of the Table

He listed all of the product releases that were up coming, the customers that were in the pipeline and where he saw his competition moving. When you account for competition for talent, the difficulty of retention, the cost of living and the difficulty of rising above the noise – there are many advantages of staying put.