196. Startup Maxims: Do Things That Don’t Scale
This is probably my favorite startup maxim of all. It ties in with the Lean Startup Methodology, and is core to figuring out what you should be building and for whom.
Learn how to position your startup, plan your go-to-market, and grow with a solid strategy.
This is probably my favorite startup maxim of all. It ties in with the Lean Startup Methodology, and is core to figuring out what you should be building and for whom.
The last episode of ABF. I promise. Maybe. But we’re definitely missing the founder’s perspective on this one, which is why I was glad to have Liz Giorgi’s input.
ABF: Always Be Fundraising. Should you really always be fundraising? Here are some tips on how to evaluate if this is right for you.
If you aren’t getting positive feedback from the market, don’t start adding things. Strip the product down to its core basic value prop.
Founders are efficiency-seeking missiles, which is what compels them to start businesses, but it’s a double-edged sword.
The CEO is responsible for three things: communicate the vision, hire great people, and don’t run out of money. But it all boils down to just one thing.
It’s not a thing that VCs talk about, but it is something that we should cover. I tag-teamed with my friend, Eric Marcoullier on the topic of shutting down your startup.
My friend Eric is a very successful startup founder who has been a CEO coach for the last decade. When founders come to him to ask if they should shut down their startup, he runs this process with them.
There are ways to shut down: The Ghost, The Bonfire, The Refund. But there’s also a great way to sell your startup. That advice is not mine to share, so go read this presentation by Geoff Lewis: The Terminal Plan
This week, we’re covering an important but difficult topic: shutting down your startup. If you’re asking yourself the question, you may already have the answer. And your investors may have already written your company down.
Allyson joins us to share her insights on providing specificity to the problem being solved. A founder has to be able to convey the severity of the problem and the specific upside to solving it. Without both, investors know customers just won’t buy.
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