There is a belief in the business world that founders can’t scale. Put another way, a company’s growth curve will eventually outstrip the capabilities of its founder’s ability to remain CEO.
1. Proprietary and Confidential
START UP
SECRETS
An insider’s guide to unfair competitive advantage
Do you have what it takes?
@underscorevc startupsecrets.com
3. Proprietary and Confidential 3
Where does this all fit?
startupsecrets.com@underscorevc
Vision
(Market)
Startup
Roadmap
Enduring
Company
Value
Proposition
People
Team
Execution
Cultural Consistency
The
Founder
It Starts
With YOU
4. Proprietary and Confidential
Technology platform is here
Lower cost barriers
Faster time to launch
More accelerators and mentors
Better ability to test product market fit
Does it mean you should just jump in and startup?
4
Context…
startupsecrets.com@underscorevc
5. Proprietary and Confidential
A question for you…
5startupsecrets.com@underscorevc
What does success look like to you?
• Lifestyle?
• Fame?
• Power?
• Money?
• Other?
6. Proprietary and Confidential
Founder’s Dilemmas – Rich vs. King
6startupsecrets.com@underscorevc
Most entrepreneurs want to get rich AND run the
show
Tough to have both money AND power…
• To make a lot of money on a venture means getting
financial resources to capitalize on opportunities in front
of you. Tradeoff is loss of control
• To remain in charge you need to retain equity. This
means fewer financial resources to fuel your venture.
If you don’t figure out which matters more to you,
you’ll wind up being neither rich nor king
7. Proprietary and Confidential
Reality of what’s involved
7startupsecrets.com@underscorevc
“I want to change the world.”
• Pressure
• Sacrifice (not if your passion)
• Money “Rent and Ramen”
Uncertainty
• years to outcome: 7 to 10 yrs.
~ ‘000s: 1 funding
~ 1 in 10 breakouts
(Anecdotal: only 45 “Unicorns” in the past decade)
9. Proprietary and Confidential
The roadmap to success…
9startupsecrets.com@underscorevc
Pivots?
Ideation
Repeatability?
Predictability?
Scalability?
Validation?
Profitability?
Funding?
Creation
What will yours be?
• Make it up!
10. Proprietary and Confidential
What will yours be?
• Expect the unexpected…
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The roadmap to success…
startupsecrets.com@underscorevc
Pivots?
Ideation
Repeatability?
Predictability?
Scalability?
Validation?
Profitability?
Funding?
Creation
Outlier
customers
Business Model
Reworking
Funding
Mirage
Iterations
The unexpected:
“near death”
experience
Team
Upgrades
Growth vs
Leverage?
Re- Creation
(See LinkedIn article here)
Startup
Euphoria
11. Proprietary and Confidential
What will yours be?
• Expect the unexpected…
Longer, harder, maybe even bigger
11
The roadmap to success…
startupsecrets.com@underscorevc
Pivots?
Ideation
Repeatability?
Predictability?
Scalability?
Validation?
Profitability?
Funding?
Creation
Outlier
customers
Business Model
Reworking
Funding
Mirage
Iterations
The unexpected:
“near death”
experience
Team
Upgrades
Growth vs
Leverage?
Re- Creation
Startup
Euphoria
13. Proprietary and Confidential
Playing the UNgame
My 5 watchwords: REALITY, CLARITY, HUMILITY, CREDIBILTY, CERTAINTY
• Reality
Confront it head on, shine a spotlight on it to get…
• Clarity
Do everything you can to get people to fully understand the situation, problem, opportunity
• Humility
Show humility with customers, partners, employees, investors, media, etc. first by listening before jumping to
conclusions / answers
• Credibility
Establish what have you learned and then move on fast to …
Build credibility by delivering improvements before promising anything
• Certainty
Confirm it’s turning things around from the outside in – check with customers etc
Expect it to be fleeting if you’re growing fast!
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17. Proprietary and Confidential
Why are you doing this?
Inspired?
• Change the world
Meeting a need?
• Personal or market?
Addressing a pain point?
• Scratching an itch?
• Healing a wound?
• Positively motivated?
Or just to prove someone wrong?
Fun or Fundamental?
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20. Proprietary and Confidential
Timing…
20startupsecrets.com@underscorevc
When do you think is the right time to become an entrepreneur?
Right out of school, college?
After you’ve got some real work experience?
After you’ve been in a startup?
If you’ve worked your way up a corporation?
Whenever ?!
Is it age related?
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The Age Old argument: Youth vs.
Experience
21startupsecrets.com@underscorevc
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
0-24 25-34 35-44 45-54 55+
Age of U.S. Tech Entrepreneurs - At Time of Funding
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The Age Old argument: Youth vs.
Experience
22startupsecrets.com@underscorevc
• Youth
• Ignorance is bliss
• Unaware = unlimited
• Open mind = open to possibilities
• less to lose
• Experience
• Confidence
• Stronger networks
• Deeper pockets
• also more to lose
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Networks and Relationships
23startupsecrets.com@underscorevc
Cultivate, Curate your network
Attract, Select, Grow people
Find mentors
The number one relationship
• Your potential customer
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Shoe Leather
24startupsecrets.com@underscorevc
Customer intimacy
• Vital in product development, support, etc.
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Career paths for founders?
26startupsecrets.com@underscorevc
PeopleSoft
Outcome Founder(s) Relevant Prior Experience
David Duffield
Aneel Bhusri
$9.5B
Yahoo & Infoseek
Michael Baum,
Rob Das,
Erik Swan
$3B
PayPal & Socialnet.comReid Hoffman$7.8B
Odeo, Audioblog, Pyra
Labs, Blogger
Jack Dorsey,
Evan Williams,
Biz Stone &
Noah Glass
$31.6B
27. Proprietary and Confidential
Big Company vs. Startup Experience?
27startupsecrets.com@underscorevc
I’ve been incredibly successful at Global Enterprises
• Does that set me up for success as an entrepreneur?
IMHO = NO!
If you want startup experience
• Go and work in… A STARTUP!
Find a mentor within the startup
32. Proprietary and Confidential
YOU are your biggest investor
32startupsecrets.com@underscorevc
VCs, investors, advisor
• Invest some of their time
• Some of their money
• Part of their portfolio
You invest
• Your life
• Your reputation
• And there is only ONE of you to invest
It takes
• Dedication
• Focus
33. Proprietary and Confidential
Innovation & Entrepeneurship
33startupsecrets.com@underscorevc
Don’t set out to create a billion-dollar company
Set out to solve a multi “billion-dollar problem”
MINDFUL of what it takes to build an enduring company
In the real world you’d iterate
Today we’re going to do a workshop to allow you to build a value proposition
For (target customers—beachhead segment only)
Who are dissatisfied with (the current market alternative)
Our product is a (new product category)
That provides (key problem-solving capability).
Unlike (the product alternative),
We have assembled (key whole product features for your specific application).
Moore, Geoffrey A. (2009-03-17). Crossing the Chasm: Marketing and Selling Technology Project (p. 154). Harper Collins, Inc.. Kindle Edition.
For (target customers—beachhead segment only)
Who are dissatisfied with (the current market alternative)
Our product is a (new product category)
That provides (key problem-solving capability).
Unlike (the product alternative),
We have assembled (key whole product features for your specific application).
Moore, Geoffrey A. (2009-03-17). Crossing the Chasm: Marketing and Selling Technology Project (p. 154). Harper Collins, Inc.. Kindle Edition.
EG
Silicon Graphics in Hollywood
For post-production film engineers
Who are dissatisfied with the limitations of traditional film editors
Our workstation is a digital film editor That lets you modify film images any way you choose.
Unlike workstations from Sun, HP, or IBM, We have assembled all the interfaces needed for post-production film editing.
Moore, Geoffrey A. (2009-03-17). Crossing the Chasm: Marketing and Selling Technology Project (p. 154). Harper Collins, Inc.. Kindle Edition.
EG
Silicon Graphics in Hollywood
For post-production film engineers
Who are dissatisfied with the limitations of traditional film editors
Our workstation is a digital film editor That lets you modify film images any way you choose.
Unlike workstations from Sun, HP, or IBM, We have assembled all the interfaces needed for post-production film editing.
Moore, Geoffrey A. (2009-03-17). Crossing the Chasm: Marketing and Selling Technology Project (p. 154). Harper Collins, Inc.. Kindle Edition.
EG
Silicon Graphics in Hollywood
For post-production film engineers
Who are dissatisfied with the limitations of traditional film editors
Our workstation is a digital film editor That lets you modify film images any way you choose.
Unlike workstations from Sun, HP, or IBM, We have assembled all the interfaces needed for post-production film editing.
Moore, Geoffrey A. (2009-03-17). Crossing the Chasm: Marketing and Selling Technology Project (p. 154). Harper Collins, Inc.. Kindle Edition.
EG
Silicon Graphics in Hollywood
For post-production film engineers
Who are dissatisfied with the limitations of traditional film editors
Our workstation is a digital film editor That lets you modify film images any way you choose.
Unlike workstations from Sun, HP, or IBM, We have assembled all the interfaces needed for post-production film editing.
Moore, Geoffrey A. (2009-03-17). Crossing the Chasm: Marketing and Selling Technology Project (p. 154). Harper Collins, Inc.. Kindle Edition.
EG
Silicon Graphics in Hollywood
For post-production film engineers
Who are dissatisfied with the limitations of traditional film editors
Our workstation is a digital film editor That lets you modify film images any way you choose.
Unlike workstations from Sun, HP, or IBM, We have assembled all the interfaces needed for post-production film editing.
Moore, Geoffrey A. (2009-03-17). Crossing the Chasm: Marketing and Selling Technology Project (p. 154). Harper Collins, Inc.. Kindle Edition.