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
As a long-time business advisor and angel investor, I’m a believer that “two heads are better than one” in building a new business. The reason is that good attributes apply equally well to “external” partners, as they do to internal partners, like a co-founder or CTO. This is probably the best place to apply your “gut” feeling.
By spending more time educating your board on your business you get more valuable advice from them. Trust me – that kind of encounter can mean the difference between securing a contract, protecting yourself from getting turfed or getting acquired one day. ” His argument is as follows. Assigns tasks. Already covered.
As a long-time business advisor and angel investor, I’m a believer that “two heads are better than one” in building a new business. The reason is that good attributes apply equally well to “external” partners, as they do to internal partners, like a co-founder or CTO. This is probably the best place to apply your “gut” feeling.
I started as a teenager, and I did babysitting, life guarding, and swim coaching. We wanted to bring together the babysitters and nannies in the community, and started working with them as contracts. How did you handle going from a background in child care, to developing and app and figuring out the technology side of things?
As a long-time business advisor and angel investor, I’m a believer that “two heads are better than one” in building a new business. The reason is that good attributes apply equally well to “external” partners, as they do to internal partners, like a co-founder or CTO. This is probably the best place to apply your “gut” feeling.
I like their recommended framework for emerging firms, as well as large multinationals, to help build an optimal growth strategy for your company: Evaluate internal development versus external sourcing. Building through internal development, or organic growth, makes the most sense when you have a core set of skilled internal resources.
August was a slow month in terms of traffic and I was away for a lot of the month, but there were some really great posts at the intersection of startups, technology, product and being a Startup CTO. Often board members give entrepreneurs two bits of advice regarding scale: Get a mentor. m the f%*kin’ boss.”. Has convertible debt won?
They outline the following framework for emerging firms, as well as large multinationals, to help build an optimal growth strategy for your company: Evaluate internal development versus external sourcing. Building through internal development, or organic growth, makes the most sense when you have a core set of skilled internal resources.
I like their recommended framework for emerging firms, as well as large multinationals, to help build an optimal growth strategy for your company: Evaluate internal development versus external sourcing. Building through internal development, or organic growth, makes the most sense when you have a core set of skilled internal resources.
He previously led business development for Affiliate Fuel, leading to its acquisition by Experian in 2005. Matthew Clough is a social entrepreneur and creative professional who has dedicated himself to helping children get the educations they deserve in Tanzania, Africa. Matt Miller – Co-Founder and CTO of CareerBliss.com.
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