Human Debt

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The Challenges of Dividing Equity Early in a Startup

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The Challenges of Dividing Equity Early in a Startup

This task can be thought of as either splitting hairs (since the startup is so new, who even knows if there’s anything real), or dividing the ocean (because its possibility is nearly endless). Alex Blumberg, in his Startup podcast from Gimlet Media, refers to this as “dividing an imaginary pie.” We were reminded of this challenge recently as several alumni have reached out to us for help with dividing their own pies. Their challenge wastrying to divide a piewhen they are still trying to figure out what kind of pie to bake, assembling the ingredients, and settling on a recipe.

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What Kind Of Experience Do Startup Founders And Founding Teams Need

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What Kind Of Experience Do Startup Founders And Founding Teams Need

We’ve shared the PEP model for founding teams before - Passion, Experience and Persistence. Since we’ve already covered the 2 Ps (click above to read about them), we thought it was time to talk about Experience.

There is a myth in startups that startup founders are young people, fresh from education, and looking to disrupt the world. We see icons like Bill Gates, Mark Zuckerberg, and Steve Jobs and think, “You have to be young to start a company.” There are notable startup founders who are young. But the average age of all startup founders is 42 years.

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Right-sizing Startup Funding

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Right-sizing Startup Funding

In 2013, Fred Wilson (AVC) of Union Square (US) Ventures asserted, based on their portfolio’s data, that “the amount of money a startup raised in seed and Series A funding was inversely correlated with success. “ That is, the more money a startup raises, the more likely it is to fail. Or the less money it raises, the more likely it is to succeed. At least, that’s the pattern supported by US Ventures’ data at the time. 

CBInsights tested this assertion with their own data in 2013. They found “no relationship between the amount of money raised and success.” In other words, funding levels were not related to venture success or failure.

Many people assume that raising more money is better and that more success will follow raising more money. These studies suggest that it’s not about the total amount of money raised. It’s interesting that neither dataset supports the idea that more money = more success. It will take more time and data to know which is correct. 

We would argue that the strategic question is not how much you can raise - it’s about raising the right money at the right time. Start with the questions: “Do you raise money at all?  If so, how much and when?” Here are 3 tips for right-sizing your funding:

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Is the Startup Life a Sprint? A Marathon? Nope, it’s an Ironman

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Is the Startup Life a Sprint? A Marathon? Nope, it’s an Ironman

“It’s not a sprint—it’s a marathon!” We hear entrepreneurs with some experience use this phrase to caution new founders about going too fast too soon and burning out. We absolutely agree with part of this expression—starting a company is certainly not a sprint. But as endurance athletes ourselves, we would put a twist on this. Getting a startup going is a lot more like a multisport endurance event such as an Ironman than it is like a marathon. Why? Because it takes several different skillsets to launch a successful venture, not just one. Like a triathlon, there are at least three major categories of uncertainties founders must navigate—working with people, understanding the market, both competition and customers, and developing the product. We call these the human, marketing, and technical oceans.

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Startup Sales: Up and To the Right?

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Startup Sales: Up and To the Right?

Every startup pitch has a slide that shows a future revenue or sales forecast. Can you guess what the overall shape of that revenue growth looks like? If you thought “hockey stick,” then ding, ding, ding – you are right! For those that don’t know what a hockey stick sales growth chart looks like, check out the figure below. But, is that shape of the sales growth curve realistic for startups? It could be.

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Even Startups Need the Right Tool for the Right Job

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Even Startups Need the Right Tool for the Right Job

Recently, we were doing a trail run at a state park. We tend to run for a reasonable amount of time. That means that we need to carry some sort of liquids to hydrate. For years, we’ve used a Fuel Belt to carry a couple of 8-ounce bottles we can sip from. But, we recently switched to a Nathan hydration pack. During my first run, I realized how much more pleasant and faster my run was with the new hydration pack. How can such a simple change have a meaningful impact on my run? 

Well, the two hydration options really have different purposes. We got the belts when we were mostly running on streets. But when we moved to trails, the bottles topple out when you run down even little hills. When this happens, and it happens alot, you have to stop, pick the bottle up, clean the dirt off the top, and then be prepared to get some grit in your mouth anyway. It’s manageable, but it takes time. Plus, no one likes dirt with their drink. The pack is just better for the trails – that’s where it was designed to be used.

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For Startups at the Scaling Stage - What are the Biggest Icebergs?

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For Startups at the Scaling Stage - What are the Biggest Icebergs?

In our last blogpost, we discussed the biggest debtbergs in the Growth stage. This blogpost is focused on the Scaling stage. The startup is selling something. It is moving to a growing venture in terms of products, customers, and employees. It may have the opportunity to get more significant funding through angel groups, and perhaps even A-round funding with venture capital investors. Significant investments in product development and support, marketing, and sales may follow. It likely now has a board of directors as well as one or more advisory boards. It is trying to accomplish extraordinary growth, or become a “Gazelle” (check the glossary in the book to find out more). Scaling requires moving from experiments to having known processes to escalate sales. Once again, the biggest challenges change across our Oceans of debtbergs…

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For Startups at the Launch and Growth Stage - What are the Biggest Icebergs?

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For Startups at the Launch and Growth Stage - What are the Biggest Icebergs?

In our last blogpost, we discussed the biggest debtbergs in the MVP stage. This blogpost is focused on the Growth stage. The startup is selling something and has moved from one to a number of paying customers. Hopefully by now, there is a team in place and an advisory board. It may even be seeking some type of outside funding. At this stage, the startup is balancing making progress in the Human, Marketing, and Technical Oceans simultaneously. So, the biggest debtbergs now include…

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For Startups at the MVP Stage - What are the Biggest Icebergs?

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For Startups at the MVP Stage - What are the Biggest Icebergs?

In our last blogpost, we discussed the biggest debtbergs in the Pre-Revenue stage. This blogpost is focused on the MVP stage. As a reminder, at this stage a startup has begun building its management team, is developing an MVP (Minimally Viable Product), and is engaging with customers for proof of concept. But, it probably is self-funded or has friends and family for financial support. Now, the biggest debtbergs to avoid have changed from the Pre-Revenue stage…

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For Startups at the Pre-Revenue Stage - What are the Biggest Icebergs?

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For Startups at the Pre-Revenue Stage - What are the Biggest Icebergs?

Our goal in The Titanic Effect: Successfully Navigating the Uncertainties that Sink Most Startups is to help startups steer around hidden debts, or debtbergs, on their path to success. These debtbergs arise because there are decisions startups have to make where the best possible path is uncertain. And, the consequences of these choices are like icebergs in that they are only partially visible. In the book, we detail 33 different debtbergs a startup might encounter, across the four Oceans of Human, Marketing, Technical and Strategy choices. As we’ve started using these materials with different audiences, we’ve recognized that the biggest, most dangerous debtbergs vary based on the stage of the startup. So, this blogpost and the next three detail the biggest debtbergs to manage at each stage of a startup. Check out the biggest debtbergs at the Pre-Revenue stage…