Founder Team Quotes

If what's always distinguished bad writing--flat characters, a narrative world that's clichéd and not recognizably human, etc.--is also a description of today's world, then bad writing becomes an ingenious mimesis of a bad world. If readers simply believe the world is stupid and shallow and mean, then [Bret] Ellis can write a mean shallow stupid novel that becomes a mordant deadpan commentary on the badness of everything. Look man, we'd probably most of us agree that these are dark times, and stupid ones, but do we need fiction that does nothing but dramatize how dark and stupid everything is? In dark times, the definition of good art would seem to be art that locates and applies CPR to those elements of what's human and magical that still live and glow despite the times' darkness. Really good fiction could have as dark a worldview as it wished, but it'd find a way both to depict this world and to illuminate the possibilities for being alive and human in it. Postmodern irony and cynicism's become an end in itself, a measure of hip sophistication and literary savvy. Few artists dare to try to talk about ways of working toward redeeming what's wrong, because they'll look sentimental and naive to all the weary ironists. Irony's gone from liberating to enslaving. There's some great essay somewhere that has a line about irony being the song of the prisoner who's come to love his cage… The postmodern founders' patricidal work was great, but patricide produces orphans, and no amount of revelry can make up for the fact that writers my age have been literary orphans throughout our formative years. We enter a spiritual puberty where we snap to the fact that the great transcendent horror is loneliness, excluded encagement in the self. Once we’ve hit this age, we will now give or take anything, wear any mask, to fit, be part-of, not be Alone, we young. The U.S. arts are our guide to inclusion. A how-to. We are shown how to fashion masks of ennui and jaded irony at a young age where the face is fictile enough to assume the shape of whatever it wears. And then it’s stuck there, the weary cynicism that saves us from gooey sentiment and unsophisticated naïveté. Sentiment equals naïveté on this continent. You burn with hunger for food that does not exist. A U. S. of modern A. where the State is not a team or a code, but a sort of sloppy intersection of desires and fears, where the only public consensus a boy must surrender to is the acknowledged primacy of straight-line pursuing this flat and short-sighted idea of personal happiness.

The building block of organizations should be small teams. Jeff Bezos, Amazon’s founder, at one point had a “two-pizza team” rule,41 which stipulates that teams be small enough to be fed by two pizzas.

This experience is both horrifying and liberating—realizing that, as Apple founder Steve Jobs once said, “Everything around you that you call life was made up by people who were no smarter than you.

Building an exceptional team or institution starts with a founder. But being a founder doesn’t mean starting a new company. It is within anyone’s grasp to be the founder and culture-creator of their own team, whether you are the first employee or joining a company that has existed for decades.

people may recognize one founder as the innovator, but it takes a team to make a new venture work.

best reflected in the trusted team the founders form to launch their venture. So ask that team: What do we care about? What do we believe? Who do we want to be? How do we want our company

Market matters most; neither a stellar team nor fantastic product will redeem a bad market. Markets that don’t exist don’t care how smart you are. —MARC ANDREESSEN, VENTURE CAPITALIST AND FOUNDER OF NETSCAPE AND NING.COM

Venture capitalists, with the exception of people like Don Valentine, would tell you that they'd rather fund a great team than a great idea. The reason is that if they have a bad idea, great teams can figure out a better one. Mediocre people even with a great idea can screw it up in its execution. Or if they have a bad idea, then they aren't going to be in a position to think about how to change it. They're just going to pursue it blindly.

in the scramble to survive, founders often hire to solve immediate needs and simultaneously create long-term problems. This mistake is common enough that Bob Sutton wrote a book, The No-Asshole Rule, to help executives recognize the damage these hires cause to culture.5 No matter how many golden lectures a leader gives imploring people to “Be collaborative” or “Work as a team,” if the people hired have destructive habits, the lecture will lose.

I'd disagree with the characterisations of him as competitive (which I think was just misinterpretation of his ambition) or secretive (which I think is more about wanting to protect his team and his customers). Jeff [Bezos] could much more accurately be described as a naively optimistic geek than a calculating megalomaniac.

[A] people needs to understand what freedom is. We Americans are fortunate that the Founders and their generation possessed that understanding. They knew that freedom, per se, is not enough. They knew that freedom must be limited to be preserved. This paradox is difficult for many students to grasp. Young people generally think freedom means authority figures leaving them alone so they can "do their own thing." That's part of what it means to be free, but true freedom involves much, much more. As understood by our Founders and by the best minds of the young republic, true freedom is always conditioned by morality. John Adams wrote, "I would define liberty as a power to do as we would be done by." In other words, freedom is not the power to do what one can, but what one ought. Duty always accompanies liberty. Tocqueville similarly observed, "No free communities ever existed without morals." The best minds concur: there must be borders: freedom must be limited to be preserved. What kinds of limits are we talking about? * The moral limits of right and wrong, which we did not invent but owe largely to our Judeo-Christian heritage. * Intellectual limits imposed by sound reasoning. Again, we did not invent these but are in debt largely to Greco-Roman civilization, from the pre-Socratic philosophers forward. * Political limits such as the rule of law, inalienable rights, and representative institutions, which we inherited primarily from the British. * Legal limits of the natural and common law, which we also owe to our Western heritage. * Certain social limits, which are extremely important to the survival of freedom. These are the habits of our hearts--good manners, kindness, decency, and willingness to put others first, among other things--which are learned in our homes and places of worship, at school and in team sports, and in other social settings. All these limits complement each other and make a good society possible. But they cannot be taken for granted. It takes intellectual and moral leadership to make the case that such limits are important. Our Founders did that. To an exceptional degree, their words tutored succeeding generations in the ways of liberty. It is to America's everlasting credit that our Founders got freedom right.

Over the past ten years, we’ve gone from $300 million in funds under management and a three-person team to managing more than $7 billion in funds and roughly 150 employees. Most of our employees focus on that “something more,” spending their days building relationships with people and institutions that can help improve the likelihood of our founder CEOs building enduring and valuable companies.

Gene Berdichevsky, one of the members of the solar-powered-car team, lit up the second he heard from Straubel. An undergraduate, Berdichevsky volunteered to quit school, work for free, and sweep the floors at Tesla if that’s what it took to get a job. The founders were impressed with his spirit and hired Berdichevsky after one meeting. This left Berdichevsky in the uncomfortable position of calling his Russian immigrant parents, a pair of nuclear submarine engineers, to tell them that he was giving up on Stanford to join an electric car start-up. As employee No. 7, he spent part of the workday in the Menlo Park office and the rest in Straubel’s living room designing three-dimensional models of the car’s powertrain on a computer and building battery pack prototypes in the garage. “Only now do I realize how insane it was,” Berdichevsky said.

After several rounds of interviews with Google’s founders, they offered me a job. My bank account was diminishing quickly, so it was time to get back to paid employment, and fast. In typical—and yes, annoying—MBA fashion, I made a spreadsheet and listed my various opportunities in the rows and my selection criteria in the columns. I compared the roles, the level of responsibility, and so on. My heart wanted to join Google in its mission to provide the world with access to information, but in the spreadsheet game, the Google job fared the worst by far. I went back to Eric and explained my dilemma. The other companies were recruiting me for real jobs with teams to run and goals to hit. At Google, I would be the first “business unit general manager,” which sounded great except for the glaring fact that Google had no business units and therefore nothing to actually manage. Not only was the role lower in level than my other options, but it was entirely unclear what the job was in the first place. Eric responded with perhaps the best piece of career advice that I have ever heard. He covered my spreadsheet with his hand and told me not to be an idiot (also a great piece of advice). Then he explained that only one criterion mattered when picking a job—fast growth. When

Everything we have learned in Outliers says that success follows a predictable course. It is not the brightest who succeed. If it were, Chris Langan would be up there with Einstein. Nor is success simply the sum of the decisions and efforts we make on our own behalf. It is, rather, a gift. Outliers are those who have been given opportunities—and who have had the strength and presence of mind to seize them. For hockey and soccer players born in January, it’s a better shot at making the all-star team. For the Beatles, it was Hamburg. For Bill Gates, the lucky break was being born at the right time and getting the gift of a computer terminal in junior high. Joe Flom and the founders of Wachtell, Lipton, Rosen and Katz got multiple breaks. They were born at the right time with the right parents and the right ethnicity, which allowed them to practice takeover law for twenty years before the rest of the legal world caught on.

Besides the changes in technology, we’re told to believe in our uniqueness above all else. We’re told to think big, live big, to be memorable and “dare greatly.” We think that success requires a bold vision or some sweeping plan—after all, that’s what the founders of this company or that championship team supposedly had. (But did they? Did they really?) We see risk-taking swagger and successful people in the media, and eager for our own successes, try to reverse engineer the right attitude, the right pose.

This was a huge red flag, because real technologists wear T-shirts and jeans. So we instituted a blanket rule: pass on any company whose founders dressed up for pitch meetings. Maybe we still would have avoided these bad investments if we had taken the time to evaluate each company’s technology in detail. But the team insight—never invest in a tech CEO that wears a suit—got us to the truth a lot faster. The best sales is hidden. There’s nothing wrong with a CEO who can sell, but if he actually looks like a salesman, he’s probably bad at sales and worse at tech.

great. This is a good description of Rovio, which was around for six years and underwent layoffs before the “instant” success of the Angry Birds video game franchise. In the case of the Five Guys restaurant chain, the founders spent fifteen years tweaking their original handful of restaurants in Virginia, finding the right bun bakery, the right number of times to shake the french fries before serving, how best to assemble a burger, and where to source their potatoes before expanding nationwide. Most businesses require a complex network of relationships to function, and these relationships take time to build. In many instances you have to be around for a few years to receive consistent recognition. It takes time to develop connections with investors, suppliers, and vendors. And it takes time for staff and founders to gain effectiveness in their roles and become a strong team.* So, yes, the bar is high when you want to start a company. You’ll have the chance to work on something you own and care about from day to day. You’ll be 100 percent engaged and motivated, and doing something you believe in. You can lead an integrated life, as opposed to a compartmentalized one in which you play a role in an office and then try to forget about it when you get home. You can define an organization, not the other way around. But even if you quit your job, hunker down for years, work hard for uncertain reward, and ask everyone you know for help, there’s still a great chance that your new business will not succeed. Over 50 percent of companies fail within their first three years.2 There’s a quote I like from an unknown source: “Entrepreneurship is living a few years of your life like most people won’t, so that you can spend the rest of your life like most people can’t.

On the day the company starts, there is very limited customer input to a product specification. The company doesn’t know who its initial customers are (but it may think it knows) or what they will want as features. One alternative is to put Product Development on hold until the Customer Development team can find those customers. However, having a product you can demonstrate and iterate is helpful in moving the Customer Development process along. A more productive approach is to proceed with Product Development, with the feature list driven by the vision and experience of the company’s founders.

One day I was watching the cartoon She-Ra, and the episode that was on was called ‘She-Ra and the Mighty Rebellions.’ At that time, the gang was already formed and was on the move. We were already getting involved in territory fights. This was when the Syndicates was out [the Syndicates was the first street gang ever to be established in The Bahamas; however, they were put out of business by the Rebellions]. One day we were on the wall, and guys were throwing out different names. I told them that the best name for this gang would be the Rebellions. To this day, I’m sorry I ever came up with that name, because I’m getting tired of seeing that name on the walls throughout Nassau. Anthony ‘Ada’ Allen, one of the former leaders and founders of the Rebellion Raiders street gang.

Eager to reestablish their brand as the “King of Beers,” the company’s board of directors had authorized August Jr., the superintendent of the brewery, to buy several teams of Clydesdale draft horses “for advertising purposes.” Gussie, as he was called, purchased sixteen of the massive 2,000-pound animals for $21,000 at the Kansas City stockyards. He also found two wooden wagons from back in the days when the company employed eight hundred teams of horses to deliver its beer, and set about having them restored to the exacting standards of his late grandfather, brewery founder Adolphus Busch, who liked to conduct weekly inspections from a viewing stand, with his son August at his side as all the drivers passed in parade, hoping to win the $25 prize for the best-kept team and wagon.

Peter Thiel and Ken Howery at Founders Fund, however, reached out to their friends behind the scenes at Friendster. They dug into why users were leaving the site. Like other users, Thiel and Howery knew that Friendster crashed often. They also knew that the team behind Friendster had received, and ignored, crucial advice on how to scale their site—how to transform a system built for a few thousand users into one that could support millions of users. They asked for and received a copy of Friendster’s data on user retention. They were stunned by how long users stayed with the site, despite the irritating crashes. They concluded that users weren’t leaving because social networks were weak business models, like clothing brands. They were leaving because of a software glitch. It was a False Fail. Thiel wrote Zuckerberg a check for $500,000. Eight years later, he sold most of his stake in Facebook for roughly a billion dollars.

The whole world knew about the piracy case of the tanker Maersk Alabama, which three Navy SEAL sharpshooters saved the imprisoned ship captain. Those SEALs spent a full day lying in wait with their weapons trained on the pirate boat, waiting for the kill command. When the order came down, they instantly fired their sniper rifles, with their own vessel bobbing at a different rate from the pirates’ boat, having no room for error if the captive was to survive. The snipers took out all three pirates in a single shot while sparing the kidnapped victim. Captain Richard Phillips was freed unharmed from the close quarters of that little boat, while the dead bodies of the three armed pirates slumped around him. Details of DEVGRU training are not available to explain this feat of timing and marksmanship, but the results testify to its deadly effect. SEAL Team Six founder Richard Marcinko has said that his budget for ammunition for his men’s training was greater than that of the entire Marin Corps. The comment might be dismissed as braggadocio if not for undeniable results produced under intense and deadly pressure. Consequently, by the time Jessica Buchanan was being marched into a pitched-black desert to her own mock execution two years later, the same people at the White House who took note of her disappearance had reason to wonder if it might be time for another visit to the region from the men you don’t see coming.

1. Linus Malthus "Winning is just the snow that came down yesterday"   Founder of total football. Tactical revolutionary who created the foundation of modern football  저희는 7가지 철칙을 바탕으로 거래를 합니다. 고객들과 지키지못할약속은 하지않습니다 1.정품보장 2.총알배송 3.투명한 가격 4.편한 상담 5.끝내주는 서비스 6.고객님 정보 보호 7.깔끔한 거래 [경영항목] 엑스터시,신의눈물,lsd,아이스,캔디,대마초,떨,마리화나,프로포폴,에토미데이트,해피벌륜등많은제품판매하고있습니다 믿고 주문해주세요~저희는 제품판매를 고객님들과 신용과신뢰의 거래로 하고있습니다. 제품효과 못보실 그럴일은 없지만 만의하나 효과못보시면 저희가 1차재발송과 2차 환불까지 약속합니다 텔레【KC98K】카톡【ACD5】라인【SPR331】 The only winner in the international major tournament, Holland, the best soccer line of football 2. Sir Alex Ferguson Mr.Man Utd   The Red Boss The best director in soccer history (most of the past soccer coach rankings are the top picks) It is the most obvious that shows how important the director is in football.   Manchester United's 27-year-old championship, the spiritual stake of all United players and fans, Manchester United itself 3. Theme Mourinho "I do not pretend to be arrogant, because I'm all true, I am a European champion, I am not one of the cunning bosses around, I think I am Special One." The Special One The cost of counterattack after a player Charming world with charisma and poetry The director who has the most violent career of soccer directors 4. Pep Guardiola A man who achieved the world's first and only six treasures beyond treble. Make a team with a page of football history 5. Ottmar Hitzfeld Borussia Dortmund and Bayern are the best directors in Munich history. Legendary former football manager of Germany Sir Alex Ferguson's rival

In fact, the same basic ingredients can easily be found in numerous start-up clusters in the United States and around the world: Austin, Boston, New York, Seattle, Shanghai, Bangalore, Istanbul, Stockholm, Tel Aviv, and Dubai. To discover the secret to Silicon Valley’s success, you need to look beyond the standard origin story. When people think of Silicon Valley, the first things that spring to mind—after the HBO television show, of course—are the names of famous start-ups and their equally glamorized founders: Apple, Google, Facebook; Jobs/ Wozniak, Page/ Brin, Zuckerberg. The success narrative of these hallowed names has become so universally familiar that people from countries around the world can tell it just as well as Sand Hill Road venture capitalists. It goes something like this: A brilliant entrepreneur discovers an incredible opportunity. After dropping out of college, he or she gathers a small team who are happy to work for equity, sets up shop in a humble garage, plays foosball, raises money from sage venture capitalists, and proceeds to change the world—after which, of course, the founders and early employees live happily ever after, using the wealth they’ve amassed to fund both a new generation of entrepreneurs and a set of eponymous buildings for Stanford University’s Computer Science Department. It’s an exciting and inspiring story. We get the appeal. There’s only one problem. It’s incomplete and deceptive in several important ways. First, while “Silicon Valley” and “start-ups” are used almost synonymously these days, only a tiny fraction of the world’s start-ups actually originate in Silicon Valley, and this fraction has been getting smaller as start-up knowledge spreads around the globe. Thanks to the Internet, entrepreneurs everywhere have access to the same information. Moreover, as other markets have matured, smart founders from around the globe are electing to build companies in start-up hubs in their home countries rather than immigrating to Silicon Valley.

Even though the Internet provided a tool for virtual and distant collaborations, another lesson of digital-age innovation is that, now as in the past, physical proximity is beneficial. There is something special, as evidenced at Bell Labs, about meetings in the flesh, which cannot be replicated digitally. The founders of Intel created a sprawling, team-oriented open workspace where employees from Noyce on down all rubbed against one another. It was a model that became common in Silicon Valley. Predictions that digital tools would allow workers to telecommute were never fully realized. One of Marissa Mayer’s first acts as CEO of Yahoo! was to discourage the practice of working from home, rightly pointing out that “people are more collaborative and innovative when they’re together.” When Steve Jobs designed a new headquarters for Pixar, he obsessed over ways to structure the atrium, and even where to locate the bathrooms, so that serendipitous personal encounters would occur. Among his last creations was the plan for Apple’s new signature headquarters, a circle with rings of open workspaces surrounding a central courtyard. Throughout history the best leadership has come from teams that combined people with complementary styles. That was the case with the founding of the United States. The leaders included an icon of rectitude, George Washington; brilliant thinkers such as Thomas Jefferson and James Madison; men of vision and passion, including Samuel and John Adams; and a sage conciliator, Benjamin Franklin. Likewise, the founders of the ARPANET included visionaries such as Licklider, crisp decision-making engineers such as Larry Roberts, politically adroit people handlers such as Bob Taylor, and collaborative oarsmen such as Steve Crocker and Vint Cerf. Another key to fielding a great team is pairing visionaries, who can generate ideas, with operating managers, who can execute them. Visions without execution are hallucinations.31 Robert Noyce and Gordon Moore were both visionaries, which is why it was important that their first hire at Intel was Andy Grove, who knew how to impose crisp management procedures, force people to focus, and get things done. Visionaries who lack such teams around them often go down in history as merely footnotes.

How Google Works (Schmidt, Eric) - Your Highlight on Location 3124-3150 | Added on Sunday, April 5, 2015 10:35:40 AM In late 1999, John Doerr gave a presentation at Google that changed the company, because it created a simple tool that let the founders institutionalize their “think big” ethos. John sat on our board, and his firm, Kleiner Perkins, had recently invested in the company. The topic was a form of management by objectives called OKRs (to which we referred in the previous chapter), which John had learned from former Intel CEO Andy Grove.173 There are several characteristics that set OKRs apart from their typical underpromise-and-overdeliver corporate-objective brethren. First, a good OKR marries the big-picture objective with a highly measurable key result. It’s easy to set some amorphous strategic goal (make usability better … improve team morale … get in better shape) as an objective and then, at quarter end, declare victory. But when the strategic goal is measured against a concrete goal (increase usage of features by X percent … raise employee satisfaction scores by Y percent … run a half marathon in under two hours), then things get interesting. For example, one of our platform team’s recent OKRs was to have “new WW systems serving significant traffic for XX large services with latency < YY microseconds @ ZZ% on Jupiter.”174 (Jupiter is a code name, not the location of Google’s newest data center.) There is no ambiguity with this OKR; it is very easy to measure whether or not it is accomplished. Other OKRs will call for rolling out a product across a specific number of countries, or set objectives for usage (e.g., one of the Google+ team’s recent OKRs was about the daily number of messages users would post in hangouts) or performance (e.g., median watch latency on YouTube videos). Second—and here is where thinking big comes in—a good OKR should be a stretch to achieve, and hitting 100 percent on all OKRs should be practically unattainable. If your OKRs are all green, you aren’t setting them high enough. The best OKRs are aggressive, but realistic. Under this strange arithmetic, a score of 70 percent on a well-constructed OKR is often better than 100 percent on a lesser one. Third, most everyone does them. Remember, you need everyone thinking in your venture, regardless of their position. Fourth, they are scored, but this scoring isn’t used for anything and isn’t even tracked. This lets people judge their performance honestly. Fifth, OKRs are not comprehensive; they are reserved for areas that need special focus and objectives that won’t be reached without some extra oomph. Business-as-usual stuff doesn’t need OKRs. As your venture grows, the most important OKRs shift from individuals to teams. In a small company, an individual can achieve incredible things on her own, but as the company grows it becomes harder to accomplish stretch goals without teammates. This doesn’t mean that individuals should stop doing OKRs, but rather that team OKRs become the more important means to maintain focus on the big tasks. And there’s one final benefit of an OKR-driven culture: It helps keep people from chasing competitors. Competitors are everywhere in the Internet Century, and chasing them (as we noted earlier) is the fastest path to mediocrity. If employees are focused on a well-conceived set of OKRs, then this isn’t a problem. They know where they need to go and don’t have time to worry about the competition. ==========

“I’m talking about greatness, about taking a lever to the world and moving it,” Larry Ellison said, walking the grounds of his new Woodside property in spring 2000 with his best friend, Steve Jobs. “I’m not talking about moral perfection. I’m talking about people who changed the world the most during their lifetime.” Jobs, who had returned to Apple three years earlier, enjoyed the conversational volleying with Larry about who was history’s greatest person. The Apple co-founder placed Leonardo da Vinci and Gandhi as his top choices, with Gandhi in the lead. Leonardo, a great artist and inventor, lived in violent times and was a designer of tanks, battlements, ramparts, and an assortment of other military tools and castle fortifications. Larry joked that had Leonardo not been gay, he would have been “a perfect fit for the Bush administration.” Jobs, who had studied in India, cited Gandhi’s doctrine of nonviolent revolution as an example of how it was possible to remain morally pure while aggressively pursuing change. Larry’s choice could not have been more different from Gandhi: the Corsican-born military leader Napoleon Bonaparte. “Napoleon overthrew kings and tyrants throughout Europe, created a system of free public schools, and wrote one set of laws that applied to everybody. Napoleon achieved liberal ends through conservative means,” Larry argued. " - The Billionaire and the Mechanic

Culture stems from founders, but it is best reflected in the trusted team the founders form to launch their venture.

Recently, a large company offered to buy one of our portfolio companies. The deal was lucrative and compelling given the portfolio company’s progress to date and revenue level. The founder/CEO (I’ll call him Hamlet—not his real name) thought that selling did not make sense due to the giant market opportunity that he was pursuing, but he still wanted to make sure that he made the best possible choice for investors and employees. Hamlet wanted to reject the offer, but only marginally. To complicate matters, most of the management team and the board thought the opposite. It did not help that the board and the management team were far more experienced than Hamlet. As a result, Hamlet spent many sleepless nights worrying about whether he was right. He realized that it was impossible to know. This did not help him sleep. In the end, Hamlet made the best and most courageous decision he could and did not sell the company. I believe that will prove to be the defining moment of his career.

For example, in 2015, Payal Kadakia, the founder of ClassPass (a monthly subscription service for fitness classes) decided that she needed to double the size of her staff in just three months so that ClassPass would be able expand into more cities. To achieve this kind of speed, Kadakia and her team abandoned traditional hiring processes and followed two simple rules. First, they hired people from their personal networks, with an emphasis on “branded” talent. For example, if an employee had a friend, and that friend worked for the management consulting firm Bain & Company, that friend got hired because ClassPass could assume that the person was smart and would get along with people. Second, some of the time saved by not interviewing for skills allowed the team to interview for alignment with the company’s mission. Crazy? Perhaps. But ClassPass was in a crowded, emerging market, and being able to hire faster than the competition helped it maintain and increase its leadership position. Blitzscaling also requires a strong focus on risk management. While blitzscaling requires risk taking, it doesn’t require unnecessary risk taking. Indeed, the higher level of risk associated with blitzscaling makes risk management even more valuable and important. As Yahoo! cofounder Jerry Yang told us in an interview for Reid’s Masters of Scale podcast, “All bold strategies have a risk. If you don’t see it, you’re flying risk-blind.

The sole purpose of these two teams is to ensure that we stay true to the high-quality bar set by the founders. If you start a company or team, you know exactly what you are looking for in a new hire: someone just as motivated, clever, interesting, and passionate as you are about the new venture. And the first few people you hire will meet that standard. But they in turn won’t uniformly hire to the same standard as you, not because they are bad or incompetent people, but because they won’t have precisely the same understanding of what you are looking for.

If you haven’t already read Eric Ries’s book The Lean Startup, go do that now. Then pick up Sprint by Jake Knapp and the Google Ventures team.

Culture stems from founders, but it is best reflected in the trusted team the founders form to launch their venture. So ask that team: What do we care about? What do we believe? Who do we want to be? How do we want our company to act and make decisions? Then write down their responses. They will, in all likelihood, encompass the founders’ values, but embellish them with insights from the team’s different perspectives and experiences. Most companies neglect this. They become successful, and then decide they need to document their culture. The job falls to someone in the human resources or PR department who probably wasn’t a member of the founding team but who is expected to draft a mission statement that captures the essence of the place. The result is usually a set of corporate sayings that are full of “delighted” customers, “maximized” shareholder value, and “innovative” employees. The difference, though, between successful companies and unsuccessful ones is whether employees believe the words.

Platinum Flooring Company’s certified and skilled installers are trained to install hardwood products for any give art form, which would not only make your new floor look great, but last long for years to come. The Platinum Flooring Company’s specialist would not only help you select the perfect laminate flooring for your home that would suit your home décor as well as budget, but would also install your new laminate flooring for a fast, worry-free installation experience. Platinum Flooring Company is a full service, Hayward based flooring and installation firm specializing in classic design with a global influence. Whether designing residential or commercial spaces, Platinum Flooring has built a reputation on achieving highly individual results for a discerning clientele across the state of California and Beyond. At Platinum Floor Company, we have a separate team of stair installers headed by a stair specialist, having intense knowledge of different wood species, latest technology tools and in-depth knowledge of angular complexities. “Wooden floor, especially hardwood is good as it can take a lot of abuse and has a greater life expectancy compared to laminate or engineered floors.”, says Alex Vongsouthi – Founder, Platinum Flooring Company. But there are several reasons which can make your wood floor crack or separate between boards, cup, crown, etc. some being high traffic on the floor, spillages, sunlight and high percentage of moisture content in the room. With this it can be difficult to know whether floors need to be replaced or can be fixed. Platinum Flooring is renowned for its high standards and uncompromising service quality, with the expertise of a high-end retailer in Hardwood, Engineered wood and Laminate flooring.

While forming a team for your startup always remember 5Cs: commitment, capability, capacity, character and craving of your team members.

So, of the three major risk areas, execution risk remains the only real issue in building a company. How will the enterprise organize itself to maximize performance from its founders and management team? How will it leverage technology and information to create a unique and sustainable advantage and business model? Answering these questions correctly is the key to building a successful Exponential Organization. For this reason, we need to look more closely at each of the steps in building a powerful and effective team.

Mary Kay Ash, the founder of the Mary Kay Cosmetic empire, taught her teams that most people have a sign hanging around their necks that says, “Make me feel special.” Answer that need in others through nurturing words, deeds, and actions, and you will be amazed by the ease with which people respond to you. What can you do to make other people feel special?

On a trip to Korea, Thiel’s corporate credit card was declined as he tried to purchase a return ticket home. The investors he had met with were only too happy to furnish a first-class plane ticket—which they did on the spot. “They were excited beyond belief,” Thiel remembered. “The next day, they called up our law firm and asked, ‘What’s the bank account we need to send the money to?’ ” The crazed nature of it all confirmed Thiel’s suspicions about the market. “I remember thinking to myself that it felt like things couldn’t get much crazier, and that we really had to close the money quickly because the window might not last forever,” he said. The final $100 million figure actually disappointed some on the team. Confinity and X.com had secured verbal commitments for double that amount, and some on the team had wanted to hold out for the remaining funding or push for a billion-dollar valuation. Thiel disagreed, urging Selby and others on the financing team to turn handshakes into actual checks, to get term sheets signed, and have deposits confirmed. “Peter kicked everyone’s asses to get that funding round done,” David Sacks remembered. Many Confinity employees—who had seen Thiel at his toughest—rarely remember him this insistent. “If we don’t get this money raised,” Howery recalled Thiel saying, “the whole company could blow up.

During the bust, fuckedcompany.com—a snarky twist on the technology magazine Fast Company—became popular with the tech crowd. As its name suggested, Fucked Company logged the era’s many misadventures. Several X.com employees remembered browsing Fucked Company daily during this period—not out of schadenfreude, but out of fear that they might be next. That Confinity and X.com didn’t end up in the Valley’s discard bin was attributable to a number of factors, not least that it had enough runway to ride out a rocky year. “Back then, there were probably five to seven other little piddling online money moving services… that just got starved of oxygen over time. And they all died out by the fall,” said Vince Sollitto. Former employees point to the $100 million round’s timing as a watershed for PayPal. “I don’t think people know how precarious it was,” Klement offered. “If we hadn’t raised that $100 million round, there would be no PayPal.” Mark Woolway extended the counterfactual: “If the team hadn’t closed that one hundred million,” Woolway said, “there would be no SpaceX, no LinkedIn, and no Tesla.

Max Levchin, my co-founder at PayPal, says that startups should make their early staff as personally similar as possible. Startups have limited resources and small teams. They must work quickly and efficiently in order to survive, and that’s easier to do when everyone shares an understanding of the world.

Companies that succeed have a founder or a leadership team that fundamentally understands their customers, sometimes even better than customers know themselves. They imagine what the customer wants before they know they want it, and they package it in a way that is irresistible. And, they manage well. xTV had the vision, but not the discipline.

Product evangelism is, as Guy Kawasaki put it years ago, “selling the dream.” It's helping people imagine the future and inspiring them to help create that future. If you're a startup founder, a CEO, or a head of product, this is a very big part of your job, and you'll have a hard time assembling a strong team if you don't get good at it.

I don’t think people know how precarious it was,” Klement offered. “If we hadn’t raised that $ 100 million round, there would be no PayPal.” Mark Woolway extended the counterfactual: “If the team hadn’t closed that one hundred million,” Woolway said, “there would be no SpaceX, no LinkedIn, and no Tesla.

Although she has a reputation as a serious and hardworking professional in her field of biomedical research, Trisha Pfluger, M.S., PMP, a Northwest Arkansas resident, still thinks of herself as a fun, approachable person. When not working, Trisha Pfluger of Northwest Arkansas takes the time to meditate and hike with her dog on the beautiful trails of Northwest Arkansas (NWA) near her retreat home. Since founding Juno Biomedical in 2014, Trisha Pfluger, a Northwest Arkansas businesswoman, has led the company to great success in developing next generation deep brain stimulation (DBS) technology in close collaboration with a team of experts at the FDA.

Michael Artime is CEO & Founder of Ecom Honey which leads a small, focused team comprised of designers, copywriters, and other marketing professionals working together to create email and SMS marketing campaigns that convert. The company boasts significant increases in client revenues and has worked with over 100 popular e-commerce brands. Mr. Artime is a University of Central Florida alum and enjoys golfing. He lives in Nashville, Tennessee where Ecom Honey is headquartered.

The diamond-and-square framework provides the answers. The framework’s diamond breaks down the startup’s opportunity—that is, the “horse”—into four constituent parts: its customer value proposition, technology and operations, marketing, and profit formula. The diamond is framed by a square whose corners denote the venture’s key resource providers: its founders (that is, the “jockeys”), other team members, outside investors, and strategic partners.

Blumenhaus Frei is a flower shop founded in 1985 that has had an excellent reputation throughout Switzerland for more than 30 years. The company is managed by its founders Johanna and Durs Frei. They have a competent and expert team of employees at their disposal to make sure their plants are the highest quality. The quality and freshness of our flowers and plants are the most important concerns for the company, and so they continue to do everything they can to satisfy their many customers.

VC Fred Wilson estimates that a typical startup will turn over its management team three times between its inception and when it achieves significant scale. Wilson emphasizes that turning over a team is not the same as firing someone for poor performance. Still, it can be tough to create new roles for senior managers who can’t handle the evolving demands of their current positions, and terminating them can be demoralizing for colleagues who’ve worked with them since the beginning—especially if those individuals are torchbearers for the startup’s mission and values. Wilson notes that serial entrepreneurs, having seen these patterns before, are better equipped to manage executive churn. He also advises founders to be open with new hires, letting them know that “they may not make it to the finish line, but they will be handsomely compensated with equity.

The four elements described above—the “diamond” in the diamond-and-square framework—collectively specify the opportunity: what the venture will offer and to whom; its plan for technology and operations; its marketing approach; and how the venture will make money. To capture this opportunity, the venture will need the right resources in the right amounts. The “square” in the diamond-and-square framework specifies the four types of resource providers whose contributions are important for success in most startups. They include the venture’s founders, other team members, outside investors, and strategic partners who may provide key technologies, operational capabilities, or access to distribution channels.

One decision about team composition that early-stage startups often wrestle with is whether to hire for attitude or skill. This is a delicate balance. If founders hire mostly for attitude, their team will be comprised of highly motivated, hardworking, jack-of-all-trade generalists who will shift readily between tasks as circumstances require. Hiring for cultural fit can yield similar results,

Quincy hadn’t assembled the resources required to capitalize on its promising opportunity. As a result, it fell victim to the early-stage startup failure pattern I call “Good Idea, Bad Bedfellows.” In this context, “resources” doesn’t refer simply to capital; we see the Good Idea, Bad Bedfellows pattern play out when a startup with a promising opportunity falters due to deficiencies and dysfunction among a range of key resource providers, including its founders, other team members, investors, and strategic partners.

Meet Lijia Zhang, the visionary founder of Konpoto, a haven for lovers of authentic Japanese ceramics. Inspired by a deep connection to the artistry of pottery, Lijia curates an exquisite collection sourced directly from Japan's renowned kilns. Her dedication to preserving tradition while embracing contemporary design shines through each meticulously crafted piece. With an unwavering commitment to quality, she invites individuals to experience the elegance and sophistication of Japanese tableware. Join Lijia and her passionate team at Konpoto on a journey that celebrates timeless craftsmanship and the beauty of cultural heritage.

Women’s track and field is under provisional status for these Olympic Games, and officials have given some indication that the ladies will not be asked to return because these feats of endurance can be too strenuous for the fairer sex." Pierre de Coubertin, founder of the International Olympic Committee (IOC) and its second president, always a staunch advocate of banning women from athletic participation, has made his vision of feminine participation clear by saying, “At the Olympic Games, a woman’s role should only be to crown the victors.

Even the smartest people can form an ineffective team if they are mismatched.

As the 1970s drew to a close, and Commodore, Tandy, Altair, and Apple began to emerge from the sidelines, PARC director Bert Sutherland asked Larry Tesler to assess what some analysts were already predicting to be the coming era of “hobby and personal computers.” “I think that the era of the personal computer is here,” Tesler countered; “PARC has kept involved in the world of academic computing, but we have largely neglected the world of personal computing which we helped to found.”41 His warning went largely unheeded. Xerox Corporation’s parochial belief that computers need only talk to printers and filing cabinets and not to each other meant that the “office of the future” remained an unfulfilled promise, and in the years between 1978 and 1982 PARC experienced a dispersal of core talent that rivals the flight of Greek scholars during the declining years of Byzantium: Charles Simonyi brought the Alto’s Bravo text editing program to Redmond, Washington, where it was rebooted as Microsoft Word; Robert Metcalf used the Ethernet protocol he had invented at PARC to found the networking giant, 3Com; John Warnock and Charles Geschke, tiring of an unresponsive bureaucracy, took their InterPress page description language and founded Adobe Systems; Tesler himself brought the icon-based, object-oriented Smalltalk programming language with him when he joined the Lisa engineering team at Apple, and Tim Mott, his codeveloper of the Gypsy desktop interface, became one of the founders of Electronic Arts—five startups that would ultimately pay off the mortgages and student loans of many hundreds of industrial, graphic, and interaction designers, and provide the tools of the trade for untold thousands of others.

The next step is, then, for each member of the group, beginning with the founder, to ask: ‘What are the activities that I am doing well? And what are the activities that each of my key associates in this business is actually doing well?’ Again, there is going to be agreement on most of the people and on most of their strengths. But, again, any disagreement should be taken seriously. Next, one asks: ‘Which of the key activities should each of us, therefore, take on as his or her first and major responsibility because they fit the individual’s strengths? Which individual fits which key activity?’ Then the work on building a team can begin. The founder starts to discipline himself (or herself) not to handle people and their problems, if this is not the key activity that fits him best. Perhaps this individual’s key strength is new products and new technology. Perhaps this individual’s key activity is operations, manufacturing, physical distribution, service. Or perhaps it is money and finance and someone else had better handle people. But all key activities need to be covered by someone who has proven ability in performance.

An integral part of a public offering is a “road show,” during which company leaders pitch their prospects to bankers and investment gurus. Brin and Page refused to see themselves as supplicants. According to Lise Buyer, the founders routinely spurned any advice from the experienced financial team they’d hired to guide them through the process. “If you told them you couldn’t do something a certain way, they would think you were an idiot,” she says. The tone of the road-show presentations was set early, as Brin and Page introduced themselves by first names, an opening more appropriate for bistro waiters than potential captains of industry. And of course they weren’t attired like executives—the day of their presentation of Google’s case to investors was one more in a lifetime of casual dress days for them. Google had prepared a video to promote the company, but viewers considered it amateurish. It was poorly lit and wasn’t even enlivened by the customary upbeat musical sound track. Though anyone who read the prospectus should have been prepared for that, some investors had difficulty with the heresy that Google was willing to forgo some profits for its founders’ idealistic views of what made the world a better place. On the video Brin cautioned that Google might apply its resources “to ameliorate a number of the world’s problems.” Probably the low point of the road show was a massive session involving 1,500 potential investors at the Waldorf-Astoria hotel in New York. Brin and Page caused a firestorm by refusing to answer many questions, cracking jokes instead. According to The Wall Street Journal, “Some investors sitting in the ballroom began speculating with each other whether the executives had spent any time practicing the presentation, or if they were winging it.” The latter was in fact the case—despite the desperate urging of Google’s IPO team, Page and Brin had refused to perform even a cursory run-through.

it is better to focus on how a team is performing, not on the talents of the individuals within it.

Right away, we realized that we’d made a terrible mistake. Everything about the project ran counter to what we believed in. We didn’t know how to aim low. We had nothing against the direct-to-video model, in theory; Disney was doing it and making heaps of money. We just couldn’t figure out how to go about it without sacrificing quality. What’s more, it soon became clear that scaling back our expectations to make a direct-to-video product was having a negative impact on our internal culture, in that it created an A-team (A Bug’s Life) and a B-team (Toy Story 2). The crew assigned to work on Toy Story 2 was not interested in producing B-level work, and more than a few came into my office to say so. It would have been foolish to ignore their passion.

The sort of candidate who might have benefited from such legislation is Boštjan Špetič, a Slovenian citizen, discussed previously. As founder of Zemanta, Špetič had opened his business in New York in 2009 with an L-1A visa, used to transfer a foreign company's top managers. Zemanta had an office in London and Špetič had moved to the USA from there. After a year, however, he was denied a visa renewal. “The US officers said that we didn’t have enough staff in the United States to justify a senior executive position,” recalls Špetič. “They stated that it was obvious from the organizational chart that we didn’t have an office manager, implying that no one was answering phone calls, and that’s why we could not claim a senior executive transfer. Somewhere in my office I still have four pages of explanations. At that point, I called everybody, the American ambassador in Slovenia, the Slovenian ambassador here, the Slovenian foreign ministry. My investor, Fred Wilson, got in touch with a New York senator, but no one could do anything.” Špetič therefore had to work from Ljubljana for the following three months, when a new attorney finally found the right bureaucratic avenue to obtain an L-1B visa, a specialized technology visa. “Personally, I want to move back home eventually,” says Špetič. “I’m not looking to permanently immigrate to the US. I prefer the European lifestyle. Nevertheless, this is absolutely the best place to build a startup, especially in the media space. It made so much sense to build and grow the company here. I never could have done it in Europe, and that is an amazing achievement for New York City.” For this reason, when other European entrepreneurs ask him for advice, Špetič always tells them to settle in New York, at least for a period of time, to gain American experience. And for them he dreams of creating a co-working space modeled after WeWork Labs: “Imagine a place exactly like this, but with decent coffee, wine tasting events in the evening and only non-US business people working in its offices,” explains Špetič. “There is a set of problems that foreigners have that Americans just can’t understand. Visa issues are the most obvious ones. Working-with-remote-teams issues, travel issues, personal issues such as which schools to send your children to… It’s a set of things that is different from what American startups talk about. You don’t need networking events for foreigners because you want people to network into the New York community, but a working environment would make sense because it would be like a safe haven, an extra comfort zone for foreigners with a different work culture.

Teams of prior coworkers were significantly more stable than both teams who had a prior social relationship and teams of strangers.

Founder Scott Cook believes that some of the company’s best ideas have come from learning from mistakes or from initiatives that didn’t live up to their potential.

If you give a good idea to a mediocre team, they will screw it up. If you give a mediocre idea to a brilliant team, they will either fix it or throw it away and come up with something better. The takeaway here is worth repeating: Getting the team right is the necessary precursor to getting the ideas right. It is easy to say you want talented people, and you do, but the way those people interact with one another is the real key. Even the smartest people can form an ineffective team if they are mismatched. That means it is better to focus on how a team is performing, not on the talents of the individuals within it. A good team is made up of people who complement each other. There is an important principle here that may seem obvious, yet—in my experience—is not obvious at all. Getting the right people and the right chemistry is more important than getting the right idea.

Josh Miller, 22 years old. He is co-founder of Branch, a “platform for chatting online as if you were sitting around the table after dinner.” Miller works at Betaworks, a hybrid company encapsulating a co-working space, an incubator and a venture capital fund, headquartered on 13th Street in the heart of the Meatpacking District. This kid in T-shirt and Bermuda shorts, and a potential star of the 2.0 version of Sex and the City, is super-excited by his new life as a digital neo-entrepreneur. He dropped out of Princeton in the summer of 2011 a year before getting his degree—heresy for the almost 30,000 students who annually apply to the prestigious Ivy League school in the hope of being among the 9% of applicants accepted. What made him decide to take such a big step? An internship in the summer of 2011 at Meetup, the community site for those who organize meetings in the flesh for like-minded people. His leader, Scott Heiferman, took him to one of the monthly meetings of New York Tech Meetup and it was there that Miller saw the light. “It was the coolest thing that ever happened to me,” he remembers. “All those people with such incredible energy. It was nothing like the sheltered atmosphere of Princeton.” The next step was to take part in a seminar on startups where the idea for Branch came to him. He found two partners –students at NYU who could design a website. Heartened by having won a contest for Internet projects, Miller dropped out of Princeton. “My parents told me I was crazy but I think they understood because they had also made unconventional choices when they were kids,” says Miller. “My father, who is now a lawyer, played drums when he was at college, and he and my mother, who left home at 16, traveled around Europe for a year. I want to be a part of the new creative class that is pushing the boundaries farther. I want to contribute to making online discussion important again. Today there is nothing but the soliloquy of bloggers or rude anonymous comments.” The idea, something like a public group email exchange where one can contribute by invitation only, interested Twitter cofounder Biz Stone and other California investors who invited Miller and his team to move to San Francisco, financing them with a two million dollar investment. After only four months in California, Branch returned to New York, where it now employs a dozen or so people. “San Francisco was beautiful and I learned a lot from Biz and my other mentors, but there’s much more adrenaline here,” explains Miller, who is from California, born and raised in Santa Monica. “Life is more varied here and creating a technological startup is something new, unlike in San Francisco or Silicon Valley where everyone’s doing it: it grabs you like a drug. Besides New York is the media capital and we’re an online publishing organization so it’s only right to be here.”[52]

Now when I consider investing in a startup, I study the founding teams. Technical abilities and complementary skill sets matter, but how well the founders know each other and how well they work together matter just as much. Founders should share a prehistory before they start a company together—otherwise they’re just rolling dice.

Once the whittling process was complete, Tom needed to find out roughly how many people were interested in each discussion topic so that he could plan the day accordingly. To that end, the Notes Day Working Group circulated a survey, and what he learned was striking: The number one topic—the one that the most people wanted to talk about—was how to achieve a 12,000 person-week movie. In the end, Tom and his team would arrange seven separate 90-minute sessions on this topic alone. The people who signed up for these sessions weren’t martyrs. The

Vision, Capital and Team are the Top Three Things That are Required to Create a Modern World Successful Startup

Let excellence guide your choice of co-founders, advisors, employees, and personal experiences. In selecting team members and investors ask the question: Have they seen excellence in the kinds of activities that matter to your company? #4

all those who’d volunteered to be “idea advocates” were called in to work with Tom and his team to hone their pitches. Then, they began making them to me, John, and our general manager, Jim Morris—and together, we immediately began moving to implement the ones that made sense.

Tom’s team distilled the thousand ideas down to 293 discussion topics. That was still way too many for a single day’s agenda, so a group of senior managers then met and whittled those down to 120 topics, organized into several broad categories such as Training, Environment and Culture; Cross-Show Resource Pooling (we often call our movies “shows”); Tools and Technology; and Workflow.

Culture stems from founders, but it is best reflected in the trusted team the founders form to launch their venture. So ask that team: What do we care about? What do we believe? Who do we want to be? How do we want our company to act and make decisions? Then write down their responses. They will, in all likelihood, encompass the founders’ values, but embellish them with insights from the team’s different perspectives and experiences.

Given that we all agree, in principle, that postmortems are good for us, I’m always struck by how much people dread them. Most feel that they’ve learned what they could during the execution of the project, so they’d just as soon move on. Problems that arose are frequently personal, so most are eager to avoid revisiting them. Who looks forward to a forum for being second-guessed? People, in general, would rather talk about what went right than what went wrong, using the occasion to give additional kudos to their most deserving team members. Left to our own devices, we avoid unpleasantness. It isn’t just postmortems, though: In general, people are resistant to self-assessment. Companies are bad at it, too. Looking inward, to them, often boils down to this: “We are successful, so what we are doing must be correct.” Or the converse: “We failed, so what we did was wrong.” This is shallow. Do not be cowed into missing this opportunity.

the best way to do that is to ask the smart creatives who form your core team, the ones who know the gospel and believe in it as much as you do. Culture stems from founders, but it is best reflected in the trusted team the founders form to launch their venture. So ask that team: What do we care about? What do we believe? Who do we want to be? How do we want our company to act and make decisions? Then

Jeff Bezos, Amazon’s founder, at one point had a “two-pizza team” rule,41 which stipulates that teams be small enough to be fed by two pizzas.

at Pixar, Steve couldn’t shape the culture. He wasn’t the founder, and even as owner, he could not change the company to reflect his image and sensibilities. It already had a culture. It already had a leader. Its cohesive and collaborative team knew exactly what it wanted to do.

The advice process: From the start, make sure that all members of the organization can make any decision, as long as they consult with the people affected and the people who have expertise on the matter. If a new hire comes to you to approve a decision, refuse to give him the assent he is looking for. Make it clear that nobody, not even the founder, “approves” a decision in a self-managing organization. That said, if you are meaningfully affected by the decision or if you have expertise on the matter, you can of course share your advice. A conflict resolution mechanism: When there is disagreement between two colleagues, they are likely to send it up to you if you are the founder or CEO. Resist the temptation to settle the matter for them. Instead, it’s time to formulate a conflict resolution mechanism that will help them work their way through the conflict. (You might be involved later on if they can’t sort the issue out one-on-one and if they choose you as a mediator or panel member.) Peer-based evaluation and salary processes: Who will decide on the compensation of a new hire, and based on what process? Unless you consciously think about it, you might do it the traditional way: as a founder, you negotiate and settle with the new recruit on a certain package (and then probably keep it confidential). Why not innovate from the start? Give the potential hire information about other people’s salaries and let them peg their own number, to which the group of colleagues can then react with advice to increase or lower the number. Similarly, it makes sense right from the beginning to choose a peer-based mechanism for the appraisal process if you choose to formalize such a process. Otherwise, people will naturally look to you, the founder, to tell them how they are doing, creating a de facto sense of hierarchy within the team.

One day your team will have an origin story, a founding myth, just like Rome or Oprah or Google. Think about what you want it to be, about what you want to stand for. Think about what stories people will tell about you, your work, your team. Today you have the opportunity to become the architect of that story. To choose whether you want to be a founder or an employee.

One day your team will have an origin story, a founding myth, just like Rome or Oprah or Google. Think about what you want it to be, about what you want to stand for. Think about what stories people will tell about you, your work, your team. Today you have the opportunity to become the architect of that story. To choose whether you want to be a founder or an employee. I know which I’d choose.

The takeaway here is worth repeating: Getting the team right is the necessary precursor to getting the ideas right.

Jeff Bezos, Amazon’s founder, at one point had a “two-pizza team” rule,41 which stipulates that teams be small enough to be fed by two pizzas. Small teams get more done than big ones, and they spend less time politicking and worrying about who gets credit. Small teams are like families: They can bicker and fight, or even be downright dysfunctional, but they usually pull together at crunch time. Small teams tend to get bigger as their products grow; things built by only a handful of people eventually require a much bigger team to maintain them. This is OK, as long as the bigger teams don’t preclude the existence of small teams working on the next breakthroughs. A scaling company needs both.

but with complementary skills and know-how for the core team (absolutely the founders) make certain to climb the ladder on the appropriate wall as you’re starting out—that is, identifying and targeting the right growing market add lots of value to your clients/customers through your product and services differentiate clearly what you do in comparison to your competitors, all the while remembering whom you and your team serve keep innovating Furthermore, if you are entrepreneurial, you need to craft and implement a strong marketing and distribution strategy, be a

Business Plan Writers If you need a business plan in less than a week, our consulting service can help! Our business plan consultants will create a business strategy that will impress your investors. We looked at all the best business plan writing services and compared their features and pricing. Here is our in depth comparison and recommendations. A business plan writing service is a team of business experts that take your ideas & numbers, combine it with some of their own research and produce a professional, well-formatted business plan. We looked at the 3 top business plan writing services and compared their features and pricing. From start-up guidance to operations consulting, your company can become more successful with the support of one of our business consultants. First, let our team learn more about your business and listen to your needs. Then, we’ll identify key areas of opportunity, and help you to implement the right business plan and strategy for the growth of your company. It was a good startup. It had a good idea and, much more important, a market window, differentiation and experience to make it happen. One of my first engagements in business planning was as business plan consultant to a startup with three experienced founders. I met with them several times, listened always, and did their business plan. I built the financial model, wrote the text, and produced the document as a business plan document. But I wasn’t part of the team.

To develop influence, you have to teach other people how to think. Much of this comes through coaching and training and, again, role-modeling the behavior. Provide a safe, yet challenging, place for people to come to help them work through their thinking, and then hold them accountable to taking action. Push your team members. Issue them challenges and see who rises to the occasion. Regardless of your title, when you are challenging others to think differently and to become the best version of themselves by trying new things and getting out of their comfort zone, you can’t help but be seen as a leader.

Discover Alex Getelman, the dynamic founder shaping Algorithms Development Corp's trajectory. With an innate flair for innovation and an unyielding dedication to technology, Alex has emerged as a trailblazer in the field. Off the clock, his allegiance to the New York Yankees and NY Knicks shines bright, reflecting his deep-seated love for his hometown teams.

LOW: Sales Effort Sales effort is a measure of the length of your sales cycle and includes the number of touch points required to make the sale. Where CAC measures the amount of money you’re spending to get a new customer, sales effort measures the time and energy you’re spending. The best way to track sales effort is to look at both the average number of days from someone scheduling their first demo to closing and the number of calls it takes to close a deal. Your ability to keep sales effort low depends greatly on your industry and customer base. If you’re doing enterprise sales, your sales cycle will be long and require more effort than if you’re targeting solopreneurs and other small businesses with a single decision-maker. A three- or four-month sales cycle is reasonable in enterprise sales—and worth it because the ACV might be $50,000. If you’re spending that much time for $5,000 contracts, though, that’s rough. No matter what your sales process looks like, you want your sales effort to be as low as possible. Here are some ways to lower this number. Self-Serve Sign-up and Onboarding. Many inexpensive products can get away with low price points because they have a low-touch or no-touch sales process. They have a self-serve sign-up and onboarding process, which requires almost no sales effort. The higher your ARPA, the less likely they are to become customers without some sales effort. But finding places to offer self-service along the journey can reduce the amount of hand-holding your team has to do while making the process speedier for your customer. One-Call Close. Self-service isn’t going to work in a lot of spaces, but you can try to get to a point where the decision is made by a single person. You can do this by targeting a founder, a developer, or a single manager. You can also streamline the back-and-forth of providing more sales materials, getting on second calls, waiting for input from the committee—and on and on. Educate your customers as much as you can ahead of time so they have the information they need and develop checklists to gather the information you need to close the deal quickly.

raising funding also has the potential to save you years. As Craig Hewett, the founder of Castos, told me, funding allows you to “live in the future” by making investments you otherwise would have had to wait for. When Craig Hewett raised money for Castos, he spent it on hiring senior sales and development team members rather than the juniors many startups are forced to hire because of a lack of cash. This allowed Castos to make progress fast. Ruben Gamez, the founder of SignWell, used funding to invest in compliance (SOC2 Type 2 and HIPAA). They would have done so eventually, but they wouldn’t have been able to afford it until later. This investment allowed them to start closing major deals sooner and grow faster. Strategic hiring can be another way to spend funds. Jordan Gal, the founder of Rally, hired a chief of staff almost from day one. He told me, “Money allows you to hire in such a way that you, as the founder, can focus on whatever your superpower is, with far fewer distractions than when bootstrapped.” Derrick Reimer of SavvyCal burst into a crowded scheduling space by investing funds into SEO and marketing earlier than he would have been able to if he was purely bootstrapped. This potentially shaved a year or more off his marketing efforts. Those are just a few of the ways funding can help when applied strategically.

Change is situational: the move to a new site, a new CEO replaces the founder, the reorganization of the roles on the team, and new technology. Transition, on the other hand, is psychological; it is a three-phase process that people go through as they internalize and come to terms with the details of the new situation that the change brings about.

Venture capitalists and investors have bought into the media-driven narrative that younger people are more likely to build great companies. Vinod Khosla, a cofounder of Sun Microsystems and venture capitalist, said, “People under 35 are the people who make change happen . . . people over 45 basically die in terms of new ideas.” Paul Graham, the founder of Y Combinator, the famous start-up accelerator, said that, when a founder is over the age of thirty-two, investors “start to be a little skeptical.” Zuckerberg himself famously said, with his characteristic absence of tact, “Young people are just smarter.” But, it turns out, when it comes to age, the entrepreneurs we learn about in the media are not representative. In a pathbreaking study, a team of economists—Pierre Azoulay, Benjamin F. Jones, J. Daniel Kim, and Javier Miranda (henceforth referred to as AJKM)—analyzed the age of the founder of every business created in the United States between the years 2007 and 2014. Their study included some 2.7 million entrepreneurs, a far broader and more representative sample than the dozens featured in business magazines. The researchers found that the average age of a business founder in the United States is 41.9 years old—in other words, more than a decade older than the average age of founders featured in the media. And older people don’t just start businesses more than many of us realize; they also succeed at creating highly profitable businesses more often than their younger peers do. AJKM used various metrics of success for a business, including staying in business for longer and ranking among the top firms in revenue and employees. They discovered that older founders consistently had higher probabilities of success, at least until the age of sixty.

Singapore Why should I book a live band for my wedding? Merry Bees Merry Bees have serenaded dignitaries at the Istana. Merry bees provide services to their customers like Solo Live Music, Virtual live band, Solo Musician, Solo Wedding Singer, Instrumental live band, Corporate Live Band, wedding livestream etc. their all the services are quite good. Merry bees also performed at TV programmes and other high profile events including APEC, F1 Singapore Grand Prix, Young NTUC Celebrates NDP, DBS, Prudential, Maersk, Singapore Sports Awards, etc. Merry Bees have produced and performed to over 2,000 successful events. When COVID-19 hit us in 2020, Merry Bees was one of the first few events companies in Singapore who adapted quickly to virtual. Merry bees have produced and live streamed to over 250 events and performances by Dec 2020. Apart from that merry bees also provide Content creation, Videography, livestream production, Corporate Videography Merry bees are emotionally attached with their each client. ShiLi & Adi TWO IS BETTER THAN ONE It is no surprise that ShiLi & Adi are a highly sought after duo in the wedding live bands and corporate events circuit due to their fresh piano arrangements and smooth vocal harmony. From duets and their ability to medley any songs dedicated by the audience, their chemistry is unmistakable. John Lye Live Looping Singer Guitarist, Bilingual Emcee & Host, Production & Technical Director John Lye is one of the most versatile performers we know with 12 years of performing experience under his belt. As part of our core team and co-founder of Merry Bees, John wears many hats but his biggest hat would be charming audiences with a wide vocal range and solid guitar live looping skills, as he switches effortlessly from heavy old school rock ballads of Journey and Bon Jovi to classics from Sinatra and Nat King Cole in various languages. Merry bees have many live offers you can book merry bees to make your special day wonderful.

Think about the following before you team up for the long haul: Do not start a relationship with someone unless you really, really trust them. Do introduce vesting so that each of you earns your stock over several years. Do make sure you are aligned on your values, what you want to build, and how you want to build it. Do not ignore the possibility that one of you may leave. Plan for what a successful exit from the business may look like. Do have the hard conversations as early as you possibly can. Just like there’s no point in dating someone for five years before you figure out if they want what you want, early in any serious professional relationship, it is important to explore and understand each other’s values and ambitions. Because hard conversations get harder the longer you wait to have them. Here are some questions worth asking your potential partners: What does a happy relationship look like? What does success for this business look like? What does an exit look like? How fast do we want to grow? Why are we starting this together? Have these hard conversations again and again. Think about specific check-ins to reevaluate these goals so that disagreements don’t fester silently, and make sure that whatever path you plan on taking, you’re on the same page about

When Wimdu launched, the Samwers reached out to Airbnb to discuss combining forces, as they had done with Groupon and eBay to facilitate a speedy exit. Discussions ensued between Airbnb and Wimdu cofounders and investors—meeting multiple times, touring the Wimdu offices, and checking with other founders like Andrew Mason from Groupon to best understand the potential outcome. In the end, Airbnb chose to fight. Brian Chesky described his thought process: My view was, my biggest punishment, my biggest revenge on you is, I’m gonna make you run this company long term. So you had the baby, now you gotta raise the child. And you’re stuck with it for 18 years. Because I knew he wanted to sell the company. I knew he could move faster than me for a year, but he wasn’t gonna keep doing it. And so that was our strategy. And we built the company long term. And the ultimate way we won is, we had a better community. He couldn’t understand community. And I think we had a better product.82 To do this, the company would mobilize their product teams to rapidly improve their support for international regions. Jonathan Golden, the first product manager at Airbnb, described their efforts: Early on, Airbnb’s listing experience was basic. You filled out forms, uploaded 1 photo—usually not professional—and editing the listing after the fact was hard. The mobile app in the early days was lightweight, where you could only browse but not book. There were a lot of markets in those days with just 1 or 2 listings. Booking only supported US dollars, so it catered towards American travelers only, and for hosts, they could get money out via a bank transfer to an American bank via ACH, or PayPal. We needed to get from this skeleton of a product into something that could work internationally if we wanted to fend off Wimdu. We internationalized the product, translating it into all the major languages. We went from supporting 1 currency to adding 32. We bought all the local domains, like airbnb.co.uk for the UK website and airbnb.es for Spain. It was important to move quickly to close off the opportunity in Europe.83 Alongside the product, the fastest way to fight on Wimdu’s turf was to quickly scale up paid marketing in Europe using Facebook, Google, and other channels to augment the company’s organic channels, built over years. Most important, Airbnb finally pulled the trigger on putting boots on the ground—hiring Martin Reiter, the company’s first head of international, and also partnering with Springstar, a German incubator and peer of Rocket Internet’s, to accelerate their international expansion.

Surrounding yourself with great people. Learning to delegate early on—not trying to do everything yourself. Making sure you’ve got the kind of people who are praising the team around them, not criticizing them. And having people who are willing to really innovate, be bold, and create something that everybody who works for the company can be really proud of.

3. MIGRATE YOUR DNA New products require new capabilities. Equally, new products can result from the unique character and living expansion of your firm. No two species are identical. Neither are two ventures. The mix of founders and early employees is unique. Nobody will ever do things quite the way you do. The more different you can make your firm, the better. Intelligently, of course, ★ hire and promote people who have similar attitudes to the target market; ★ hire people who get on well with each other and go the extra mile for customers and colleagues; ★ hire people who have a high ratio of smarts to cost - younger or from neglected talent pools; ★ hire risk-takers, experimenters, explorers, oddballs, and those with a restless spirit; ★ train on the job; team novices with senior role models; concentrate on the few things customers like most, that can be done with least effort and cost; ★ make your venture bright, quirky, colourful, distinctive, fun and highly commercial - thrilling customers at a high profit for the firm. Encourage smart experiments at every level, in every way, at every time. Make it a way of life in your firm. Then, sooner or later, your star will emerge. LEK did not start by migrating its product. First we migrated its DNA, then we created products we were uniquely able to sell. This goes against the grain, but it works!

As a founder, you are the Chief Storyteller. In the very beginning, you have a story that only you believe. Soon, a couple more people believe that story (your early team). A few more with checkbooks start believing it, too (your investors). And then, finally, the ones who matter most (your customers).

Then there was Obama being Obama the day after the election: "We have to remember that we're actually all on one team." A man's character is his fate, as Heraclitus said, and what a sick, twisted fate indeed that Barack Obarna-cerebral, disciplined, cool, ever seeking to reconcile and accommodate (as an African-American pastor in Charleston drily commented, once his presidency is over, Obama will no longer have "to be the least threatening black man in America't has had to contend these past eight years with a political opposition that regards him as very much not on the team. Not even American: "His grandmother in Kenya said, 'Oh, no, he was born in Kenya and I was there and I witnessed the birth.' She's on tape. I think that tape's going to be produced fairly soon.."5 Or not a "real" American, but a "man who is a closet secular-type Muslim, but he's still a Muslim. He's no Christian. We're seeing a man who's a Socialist Communist in the White House, pretending to be an American. That terrorist fist-bump, remember? Oh, and he was the founder of ISIS, an aspiring tyrant aiming for a Nazi-or Soviet-style dictatorship, and looks like a skinny ghetto crackhead.Z "All this damage he's done to America is deliberate," said Marco Rubio during a Republican debate,a which had to be one of the dumbest things anyone said during the whole campaign. If Obama wanted to destroy the U.S., all he needed to do was sit on his hands in 2009 and let the hot mess of the Bush economy melt the country down to slag. But the issue is bigger than any particular president. After his "all on one team" remark, Obama continued: The point, though, is that we all go forward with a _presumption of goodfrith in our fellow citizens, because that, of good faith is essential to a vibrant and finctioning democracy.

Then there was Obama being Obama the day after the election: "We have to remember that we're actually all on one team." A man's character is his fate, as Heraclitus said, and what a sick, twisted fate indeed that Barack Obarna-cerebral, disciplined, cool, ever seeking to reconcile and accommodate (as an African-American pastor in Charleston drily commented, once his presidency is over, Obama will no longer have "to be the least threatening black man in America” has had to contend these past eight years with a political opposition that regards him as very much not on the team. Not even American: "His grandmother in Kenya said, 'Oh, no, he was born in Kenya and I was there and I witnessed the birth.' She's on tape. I think that tape's going to be produced fairly soon...» or not a "real" American, but a "man who is a closet secular-type Muslim, but he's still a Muslim. He's no Christian. We're seeing a man who's a Socialist Communist in the White House, pretending to be an American. That terrorist fist-bump, remember? Oh, and he was the founder of ISIS, an aspiring tyrant aiming for a Nazi-or Soviet-style dictatorship, and looks like a skinny ghetto crackhead. "All this damage he's done to America is deliberate," said Marco Rubio during a Republican debate, which had to be one of the dumbest things anyone said during the whole campaign. If Obama wanted to destroy the U.S., all he needed to do was sit on his hands in 2009 and let the hot mess of the Bush economy melt the country down to slag. But the issue is bigger than any particular president. After his "all on one team" remark, Obama continued: The point, though, is that we all go forward with a presumption of good faith in our fellow citizens, because that, of good faith is essential to a vibrant and functioning democracy.

Even PayPal’s millions of dollars in bad transactions could be justified for the extensive data set they generated. “Losing a lot of money to fraud was a necessary byproduct in gathering the data needed to understand the problem and build good predictive models,” Greenfield later wrote on a personal blog. “With millions of transactions and tens of thousands of fraudulent transactions, our fraud analytics team could find subtler patterns and detect fraud more accurately.” Taken together, PayPal turned fraud from an existential threat to one of the company’s defining triumphs. It also had the unexpected benefit of thinning out the competition. “As the Russian mobsters got better and better,” Thiel said, “they got better and better at destroying all our competitors.” Thieves forced to work ever harder to fleece PayPal customers moved on to easier prey. “We’d also find that fraudsters were kind of lazy, right? They want to do just the least amount of work… So we just kind of hoped to push them off onto [our competitors],” Miller observed.

The Perfect Pitch Here’s the general framework for successful pitches: 1. Here’s how the world works today. 2. Here’s how the world should work in the future, but here’s what’s broken/missing. 3. Here’s why no one has been able to solve this problem so far (potentially reference folks who have tried and failed). This is a massive opportunity. Whoever solves this problem is going to have to do X, Y, and Z, but will be rewarded heavily. 4. Here’s the secret to how we’re going to fix this. A secret can be a unique insight, approach, technology, invention, or some shift or change in the world that has opened up an opportunity with you being the first mover. 5. Here’s why we’re going to execute the best (best team ever, traction thus far if applicable, your unique experience as a founder, etc.).

The best thing a founder can do to increase their chances of raising money from top venture capitalists is to assemble an outstanding team and tweak the idea enough to find massive pull from customers.