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I have long advised startup companies that if you don’t control your messaging somebody else will and your potential customers will form impressions of you shaped by somebody else or by nobody at all. If you’re not in the mood for a personal essay as an example of personal brand management you might want to wait for my next post.
In some countries outside the US (the UK for example) employers can specify in an employment contract that ANY IP you develop while you’re employed by that company is owned by them. If not, at least find someone really technical that you trust to help act as an adviser to you.
Then we discussed how they could go about finding this startup business advisor. Great question and I believe that just like finding a TechnicalAdvisor for your startup is critical, finding a good mentor is critical. These are not mutually exclusive and good mentors and advisors get into both. For me, I'd use LinkedIn.
We can all point to examples of successful entrepreneurs who dropped out of college, but still went on to make a big impact. Take advantage of inside and outside advisers at school. Most universities also bring in outside advisors to mentor budding entrepreneurs. Some college faculty members have great practical experience.
Often this situation is characterized as a “good problem to have” until you’re the technical person who needs to solve the problem—and quickly. We don’t know just how often this occurs, but judging from the calls we get there are lots of anecdotal examples. Examples would be intranet or special-purpose B2B applications.
Getting customer attention often takes more innovation today than solving the tough technical problems. As a business adviser, I still see too many new venture founders who skimp on their marketing focus, or start too late. For example, Warby Parker boosted selling glasses online a while back with “Try five frames at home for free.”
If you're familiar with YCombinator or TechStars, you know that companies also get access to a deep network of top tier mentors and advisors, who help them with a variety of things, such as product marketing, go-to-market, and funding. We're providing seed funding, office space, and put them through a three month, structured program.
I spent nearly a decade building software for large companies and then advising companies on the same. A couple of quick stories / examples: 1. He would have found somebody technical and inspired that individual to work for equity or deferred payment. Good entrepreneurs have a penchant for doing vs. over-analyzing.
Most people totally advise against stealth. I think a great example right now is turntable.fm. You always have too much technical debt, too many problems, staff members quitting, not enough capital, customer complaints, etc. They think that only by being open and testing your ideas in an open marketplace can you be successful.
Thus, I was happy to see my perspective solidified and detailed with real examples in a timely book, “ Mission Possible: How to Build a Business for our Times ,” by Alexandre Mars. In my own experience with technical startup founders, I still find it hard to name one who was also good, or even interested in financials or business operations.
Based on my experience advising new entrepreneurs as well as more mature businesses, I recommend the following strategies for building business momentum, while still optimizing the limited resources of every small business: Find more customers that like what you do best. Focus first on finding more of the right customers.
Most small businesses I advise still rely on traditional advertising models, assuming they can create enough media “noise” to get customers attention and sway them. For example, the company GoPro makes cameras, yet now rarely ever talks about cameras in its marketing. You now need a personal context in your marketing to get results.
Many of the entrepreneurs I advise or invest with spend considerable time on the Internet, keeping up with technology, customers, and competitors, but very few feel the need for an early personal presence. In fact, some totally avoid it, assuming their product or solution will speak for itself later.
In my business of mentoring new entrepreneurs and advising small company owners, I recognize that most don’t start as experienced leaders, and most don’t realize that people leadership is a primary key to their future success. Building a business is not a one-person job, and leading by edict rarely works today.
Here are a few examples from my personal experience: You need to translate/localize your products. Our own subsidiary, of a major technology company, started to repair and service competitive products in order to maintain our own technical staff and service capabilities. Respect local customs and practices.
In my years of advising startups, and also as an occasional angel investor, I still recommend this set of best practices to prepare you for platform applications: Formalize a business entity immediately. Most solo entrepreneurs can’t show the range of experience or skills to build a winning business alone.
Most of the entrepreneurs I advise today are ready to declare success when they get that first surge of traction with a real customer. BMW, for example, now has around 12,000 suppliers worldwide, for their many models, and each car now consists of over 30,000 parts.
Unfortunately, too many of the technical entrepreneurs I mentor and advise are focused on their technology, and assume that the value will be self-evident to customers. Tech may be the tool, but hospitality – making life a little easier, more comfortable, and more enjoyable for your customer, is the winning focus.
I always advise software startups to file patents to protect their “secret sauce” from competitors, and to increase their valuation. They don’t insist on something very narrow, with proper technical content. It is in the jargon not “technical.” Patents are litigation intensive.
There is a second set of career discussions I have even more frequently than my “angel yourself” advice but this type is almost never discussed publicly in blogs, which tend to emphasize only billion-dollar opportunities, 20-something technical founders and Silicon Valley elitism.
As a follow-on to that article, here are a few examples from my personal experience: You need to translate/localize your products. Our own subsidiary, of a major technology company, started to repair and service competitive products in order to maintain our own technical staff and service capabilities.
I decided that I was going to consult/advise a few companies and relax for a bit. He went from recruiter to IT manager to technical sales… Then, he did such a great job in sales that we had to build up more infrastructure for our ad-serving and email delivery platform to support the increased demand.
I would argue that this mostly consists of consumer Internet companies (although not exclusively) and it is predominantly early-stage people who are product gurus and have a mildly technical bend to them. Obvious examples include Chris Dixon, Keith Rabois, Aydin Senkut, Dave McClure, Chris Sacca, XG Ventures, Reid Hoffman and so on.
Your lawyer is a trusted advisor, but in the end, you run your business, your lawyer does not. In other words, find a lawyer who will take the time to understand the issues underlying your business and advise you how to best accomplish your objectives while minimizing your legal exposure. but They Make Great Guard Dogs. Do not do it.
For example, how safe would you feel if you found out that hackers might be able to remotely access and control the steering wheel and brakes in your car? Terrifying as these examples may sound, the exact purpose of these discussions is to address and seek solutions to such flaws in security.
For example, Howard Schultz was not the founder of Starbucks, but started his career in one of their first 60 shops. Steve Jobs started his technical career creating circuit boards at Atari, before joining Steve Wozniak to build personal computers in his garage. Recognize career growth requires changing with the business.
Each company is investing untold billions of dollars in developing AI technologies, betting on a future defined by computer systems that can perceive, reason, advise, and decide. You had the sense that there was some legal review going on about the implications of the words for business, for example,” he says.
I often advise these CEOs to make the tough choices early in the company’s history – either move up North or build your tech team in LA. I believe that startup tech companies need to develop a technical DNA and this doesn’t happen when you outsource. There are pluses and minus for both cases. What about offshoring?
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