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Business Planning Feed

  • Total Posts: 16
  • Total Subscribers: 462
  • 1 min read

Weight Distribution Hitch 2017

Towing a heavy truck or RV will be dangerous if you don't have a [andersen or equalizer anti sway hitches](https://tinyspacesliving.com/best-weight-distribution-hitch-review/) for sale. We have chosen top 5 weight distribution hitches for much different duties. I have a tiny house and I use a equalizer hitch to make sure that I can drive my tiny house safely.  I need it because I traveling for long distance with my tiny house on wheels. What about you? do you need it? Take a look to know which one is perfect for your need!
  • 1 min read

Vintage Turntable 2017

Best Vintage Turntable and Portable Vintage Record Player - 2017 Review - Tiny Spaces Living

Tiny Spaces Living

Best Vintage Turntable and Portable Vintage Record Player - 2017 Review The vintage vinyl collection might be your legacy. Therefore, you'll be needing your vintage turntable on. This player intends to play vintage vinyl records with modern features, such as playing MP3s via USB or smartphones, AM/FM radio, CD and cassette players.

  • 1 min read

Sleeper Sofa and Sofa Bed 2017

What is the Best Sleeper Sofa and Best Sofa Bed - 2017 Reviews and Guide

Tiny Spaces Living

What is the Best Sleeper Sofa and Best Sofa Bed - 2017 Reviews and Guide If you have a home, then the idea of a guest room may have crossed your mind once or twice. Don't worry, you don't actually need to have a guest room because some Best Sleeper Sofa can provide you all the necessary space you need for a guest.

  • 1 min read

bathroom exhaust fans with light

Bathroom Exhaust Fans with Light

Bathroomexhaustfanswithlight

The right exhaust fan is a crucial component of every bathroom. There's nothing better than the peaceful retreat of enjoying long showers without a care in the world, but without the right fan, those soothing escapes can be potentially harmful to your health and even to your home.

  • 1 min read

Outdoor Ceiling Fans With Lights

Best Outdoor Ceiling Fans with Lights Reviews 2016 - 2017

Outdoorceilingfanswithlights

With the scorching summer heat on its alarming high rates, it has become indispensable for a common man to use other sources of air than the nature. And nevertheless the increasing rates of pollution, heat and global warming have only added to the situation.

  • 7 min read

How to Think about Intentionality and Revenue

This year has been off to a big start with some major changes happening in the market. And so it happens, startups are sitting in the splash zone. I had the opportunity to discuss with George Arabian, Managing Partner from [Steelhead Ventures](www.steelheadvc.com/) about the new state of the market and what that means for startups that need to think about revenue. Steelhead is an early stage MicroVC fund that invests at the seed stage often when initial product market fit is reached and revenues are either just beginning or are in the early stage of scaling. With a founder centric lens, they like to look below the surface of what makes that founder tick and if that founder has a vision to get to market. 

![George Arabian](http://s24.postimg.org/wfm018rqt/GA_post.png)

With his background in scaling companies (3 IPOs, 2 exits), George Arabian joins founders at their earliest stages, before many have yet to go through the difficult process of scaling. From the early days of Wi-Fi to Web 1.0 and mobile , he has been instrumental in working with founders to scale both domestically and Internationally.. 

George and I discussed what the changes in the market in 2016 would mean for early stage companies. Despite some public market corrections, funds are still flush with cash. The end result is that there is a clear trend that the (investment) world is getting more results oriented.

George wants to see companies really assess their priorities and implement intentional processes for success. “What early stage companies need to understand the most right now is the type of discipline that goes into growth and revenue. It’s not that many of the companies don’t want to focus on this, but the truth is that there are tremendously rigorous processes that goes into making this [discipline in growth] happen. Previously, there was this expectation that money will be there as long as you get the product right. Over the last two years in particular, we have not seen this amount of capital inflow in a long time at the early stage. Given the flow of capital that many start-ups have been able to have access to [in the past year], assuming start-ups will continue to get access to capital is incorrect.” 

George further describes: “It’s a slow evolution, but we need to be focusing on processes for sustained revenue growth and customer acquisition. One principle [Steelhead] champions is to be intentional about what to do and what not to do. And often times, the critical decision is what NOT to do at the early stage.”

#Well, what does good discipline in growth look like?

##1.	Data Driven Understanding 
In order to reach a state of sustain revenue, it is imperative to focus on rapidly testing and LEARNINGS from multiple digital channels in order to collect data that drive insights into your what is converting your customers from prospects to buyers. The key is to establish infrastructure that allows you to rapid test channels, messaging, content/landing pages, direct sales outreach etc. as well as paid media like Facebook, Twitter, email drip campaigns, so that you learn by DOING, not what your think you know so you can discover what is working that you might not have known or assumed previously. 

##2.	Death to Traditional Silos 
George brings up the critical point that companies need to move away from traditional silos of revenue: sales and marketing, social media vs. paid media etc. There needs to be a heavy emphasis on reducing silos and putting together a high-level execution strategy around a solid understanding of revenue. And this means using data and non-traditional organizational structure to get a detailed understanding of a “Day in the Life” of your buyer/customer. Specifically, two frameworks:

  * A.	**The Customer Buying Process** – what are the specific steps in your customer buying process – what does that cycle look like?

  * B.	**Your Buyer Profile or Persona** – Understand a day in the life of your targeted buyer(s), What do they do from the moment that get up to the moment they go to sleep – what are the pains, concerns, joys, where do they get their information etc. 

Today, things have changed so quickly- with the advancement of marketing automation and data analytics, the capabilities to rapidly track campaigns results in real time offers unprecedented ability to rapidly learn and ADJUST your revenue efforts and channels. These tools when combined with a revenue strategy that is not tied to one silo (sales, social etc.) has a resounding effect for effective revenue growth and channel building. 

##3.	Intentionality 
George hammers the point home that founders MUST be intentional when rolling out their revenue plan. Once signals for product market fit are clear, a well thought out revenue plan is a critical function of growth. You must be clear on what customers you will take, but more importantly, what customers you WON’T. 

The advice George gives to founders considering their first customers is to build a rigorous early adopter profile. Likely, there will need to be strong buying signals and a willingness to take a risk. Evaluating customers against this profile should be baked into one’s sales and marketing efforts. Often times, these customers will self-select themselves with indications of real interest and engagement during a buyer curation process. 

Everyone talks about churn as the primary metric of customer engagement, as well as monthly retention and consistent growth, which matter now more then ever.  This is important once you have an established base of customers and are scaling but George further specifies that in the beginning of the customer acquisition process, it it’s the alignment of a well thought out revenue EXECUTION strategy that is based in a firm understanding of the decision makers you are targeting. This is a key driver of growth in the early stage. Some key questions: a) are your targeted customers responding to your messaging b) are they moving forward in the buying process etc. So being able to tell this story a much more holistic story, around the customer buying process is important to investors. Expectations are quickly rising, that you have a good handle on this as you go for your next round – late series seed/A round. 


George cites **NeoReach** (a Steelhead Ventures and FOUNDER.org portfolio company) as an example of a company that has been intentional about building and continuing to build great processes. [NeoReach](www.neoreach.com) is an influencer marketing company that provides technology for Fortune 1000 brands to run influencer campaigns. George describes, “With [NeoReach’s] focus on satisfying larger brands, rather than a lot of smaller companies, they have been intentional about where they want to go. They have a lot of leads coming in every day, but they have been very intentional in choosing what not to do. They have stayed focus on revenue by catering to larger brands  and they have done a great job of determining this and staying with this strategy as they began to scale.” 

----------

##Takeaway 
 It’s hard to predict the flow of capital and the mood has shifted to real metrics around growth, whether that is revenue or user growth. What will make the difference is the intentionality from the team in driving that growth home.

Now more then ever, founders should be intentional. Know what customers you will not take. Keep a close eye on month over month revenue growth. Break down silos and work on something you love. 

**Learn more about [Steelhead Ventures](http://www.steelheadvc.com).**
**Learn more about [FOUNDER.org](http://www.founder.org).**


  • 1 min read
  • Staff Pick

For Silicon Valley the Hangover Begins

For Silicon Valley, the Hangover Begins

WSJ

Not long ago, employees at Practice Fusion Inc. reveled in the technology boom, munching daily on free healthy food, enjoying "Phenomenal Friday" gatherings and racing around the office on tricycles. Today, the Silicon Valley extravaganza is waning. The San Francisco electronic medical-records company has booted its founding CEO, laid off a quarter of its staff and cut back on projects to save costs.

  • 1 min read

The Truth Behind Getting Startup Exposure

Entrepreneur PJ Leimgruber shares how to really get the word out about your company. Learn his strategies in launching your company with a bang. Get started early in building press relationships and getting exposure. 
  • 3 min read
  • Staff Pick

A Tale of Two Meetings: Why Single Founders are the Exception

Last week I had a call with a CEO I consider a brilliant technologist and a well-rounded leader.   We had much to talk about since he has a lot on his plate right now: an upcoming product release, a major fundraising effort, and some very large customer opportunities.  All of these can be considered full-time activities by themselves, and unfortunately, he does not have a cofounder to share the workload with right now.  Fortunately, though, he recognizes this as suboptimal, and is looking at bringing someone in as a cofounder.  Given what he’s already accomplished, I have no doubt he will be able to join forces with someone just as passionate about the business as he is, and willing to make the same level of sacrifice I’ve seen him make.  In the short-term, though, he does not have someone next to him every day with the same level of responsibility and commitment to help meet the company's milestones. 

Now, contrast that conversation with a meeting I had today.  Two of the three cofounders of [Shortcut Labs](https://flic.io/) were in town from Stockholm, and stopped by the [FOUNDER.org](www.founder.org) office.  They had a highly successful [Indiegogo campaign](https://www.indiegogo.com/projects/flic-the-wireless-smart-button/#/) last year (and have since successfully delivered the units to their happy backers, I should add) and were updating me on how their flic wireless buttons are now offered at major retailers like Selfridges in London, and Target’s Open House concept store in San Francisco.  When I first met the trio a year and a half ago, I was so excited that they had applied to FOUNDER.org.  I really liked their idea, but what truly stood out for me was that all three cofounders had equally impressive technical backgrounds; they were all articulate; and their skills complemented each other.  We’re used to seeing teams of two strong cofounders, but three is exceptional.  They were all equally committed to building a great product from the get-go, and I believe that having two other like-minded partners has helped each of them through the ups and downs of startup life.  (In fact, the third cofounder was sick and stayed back at the hotel, so the other two handled all their meetings today… if he had been a solo founder, those meetings probably wouldn’t have taken place.) 

It’s no secret that building a company is extremely hard.  The enormity of the task can be daunting to any one person, but when you have another cofounder or two, you’re able to share the physical and mental burden that is part and parcel of the startup experience.  Having a like-minded cofounder helps you divide and conquer to move faster, and keeps you from feeling like you have to make every single big decision alone.

There’s a reason why single founder companies are the rare exception and not the rule at FOUNDER.org.   So if you’re looking to start a company and you're a solo founder, spend some time looking for a cofounder with a complementary skillset.  It may take a while to find the right partner(s), but it will be time well spent.
  • 1 min read

62 Tips From Y Combinator’s Startup Instruction Manual

This is awesome: http://techcrunch.com/gallery/y-combinator-startup-playbook/slide/

Longer version: http://playbook.samaltman.com/