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But what was interesting to me was that I found myself recommending that each of them should have a technicaladviser. This is exactly the kind of thing I'm doing as a Part-Time CTO or TechnicalAdvisor for startups. There are two kinds of advisors that are commonly needed. Strategic TechnicalAdvisor.
In my years of advising startups and occasional investing, I’ve seen many great ideas start and fail, but the right team always seems to make good things happen, even without the ultimate idea. You need to have a technical genius on the team to get your startup product off the ground. Outsourcing your core competency does not work.
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. For 1991 I was very technical and also had a lot of practical business implementation experience in technology.
I’ve worked with 30+ early-stage companies in all sorts of capacities (and spoken to many, many more), so I thought it might be worthwhile trying to classify the various ways that I’ve engaged in different technology roles in startups. It depends on the business, people, technologies, etc. Each situation is just a bit different.
My role is to work as part of the team to (1) understand related technologies and technical opportunities, (2) understand and help drive alignment around a vision of where the business should go, and (3) mesh those together to help make disciplined, proactive technical decisions.
In my years of advising startups and occasional investing, I’ve seen many great ideas start and fail, but the right team always seems to make good things happen, even without the ultimate idea. You need to have a technical genius on the team to get your startup product off the ground. dream team entrepreneur startup technical'
I've had several Startup CTO Consulting sessions recently where it became apparent that the Founder needed help with the business and product as much or more than the technology. Then we discussed how they could go about finding this startup business advisor. These are not mutually exclusive and good mentors and advisors get into both.
In my years of advising startups and occasional investing, I’ve seen many great ideas start and fail, but the right team always seems to make good things happen, even without the ultimate idea. You need to have a technical genius on the team to get your startup product off the ground. Outsourcing your core competency does not work.
We caught up with Erik to hear more about MuckerLab, and its efforts to grow the Los Angeles technology ecosystem. The second piece, is we want to, more globally, drive the growth and evolution of the technology and startup ecosystem here in Los Angeles. Erik, thanks for the time. Everything they need to launch and grow their business.
But as I rose in my career (and post MBA) I moved into a role in which I was to advise board-level executives on topics where I was expected to rapidly become an expert. Some areas were easy because they were technical and the answer was knowable or estimate-able.
I spent nearly a decade building software for large companies and then advising companies on the same. The technology team disagrees on direction and wants resolutions. He would have found somebody technical and inspired that individual to work for equity or deferred payment. obviously don’t read this as zero analysis).
In my years of advising startups and occasional investing, I’ve seen many great ideas start and fail, but the right team always seems to make good things happen, even without the ultimate idea. You need to have a technical genius on the team to get your startup product off the ground. Outsourcing your core competency does not work.
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. Well, there are a number of technical reasons for applications suffering performance issues. Performance in your technology selection process. So, why does this happen? ” Really?
So when the Stanford MBA, the ex senior technology developer or the former Chief Revenue Officer of a company is calling me and asking my advice on their next gig you can see why I start with “are you ready to earn or to learn? He wanted to know what to do. I told him that he needed to decide whether to learn or to earn.
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 people totally advise against stealth. We all know that much of early-stage technology startup success comes from execution and often what you’re working on today will be rolled out more seriously over the next several months. Be careful about this advice. Also be careful about VCs. You don’t.
I always advise software startups to file patents to protect their “secret sauce” from competitors, and to increase their valuation. Even after your application is accepted, the issuing process takes a lifetime in today’s technology (4-5 years). Software technology changes rapidly. It is in the jargon not “technical.”
In my years of advising startups and occasional investing, I’ve seen many great ideas start and fail, but the right team always seems to make good things happen, even without the ultimate idea. You need to have a technical genius on the team to get your startup product off the ground. Outsourcing your core competency does not work.
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.
He and I connected, and walked through PartySlate and what we were doing, and he immediately said he wanted to invest and become an advisor to the company. He introduced me to Wavemaker, also in LA, and also Halogen Ventures, which is led by Jessie Draper, which invests in women-run technology companies.
I always advise software startups to file patents to protect their “secret sauce” from competitors, and to increase their valuation. Even after your application is accepted, the issuing process takes a lifetime in today’s technology (4-5 years). Software technology changes rapidly. Patents have become a tax on innovation.
I always advise software startups to file patents to protect their “secret sauce” from competitors, and to increase their valuation. Even after your application is accepted, the issuing process takes a lifetime in today’s technology (4-5 years). Software technology changes rapidly. Patents have become a tax on innovation.
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. We retained legal council in Milan and were advised that we would loose if the case went to trial.
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. Voice recognition and artificial intelligence are great technologies, but very few customers today can tell you how these make their life more enjoyable.
Most of the entrepreneurs I advise today are ready to declare success when they get that first surge of traction with a real customer. The specialists to support these may speak different technical as well as communication languages, and be physically dispersed around the world.
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.
I always advise software startups to file patents to protect their “secret sauce” from competitors, and to increase their valuation. Even after your application is accepted, the issuing process takes a lifetime in today’s technology (2-5 years). Software technology changes rapidly. It is in the jargon not “technical.”
The aim, according to the private college’s press release, is to provide “mentoring, advising and access to resources for up to 15 student- and community-run companies with a philanthropic twist.” Outlyer Technologies, and Your Village. The California Spirits Company. The Travel Experience Incubator.
From the start he saw the power of technology to augment social interaction and began forming an interactive collective which led to it’s spin off and incorporation as Syyn Labs, LLC in 2009, and gained quick notoriety for their RGM music video collaboration with OK Go. He make others see technology as magic. 10:15am: MIND. 12pm: BODY.
I still generally advise software startups to file a patent as a barrier to entry from competitors and to increase their valuation by investors, but every entrepreneur needs to understand the tradeoffs. That’s more than a lifetime in today’s technology. Patent offices can’t keep up with software technology.
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.
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. We retained legal council in Milan and were advised that we would loose if the case went to trial. Respect local customs and practices.
I made the jump myself from IBM several years ago, and now have a satisfying startup advising small businesses and mentoring entrepreneurs. Most technical people I know love to discuss and debate technology, but avoid business subjects, including finance and marketing, like the plague. Focus on customer value in every job.
With public interest in artificial intelligence technologies on the rise, five of the world’s largest corporations—vying against each other in so many spheres—are banding together to support research on the ethical and societal issues raised by machines with increasingly human-like capabilities.
There is a core that exists in human connectedness that no amount of technology can replace. 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. If they can’t, I doubt it will become a big, important technical company.
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