by tomnora | Mar 26, 2012 | CEO Succession, early stage, founder, Launch, Scalability, startup, startup CEO, Tom Nora, venture
“Even in the quietest moments, I wish I knew what I had to do” – Supertramp
[This is about the loneliness of the CEO in a startup. A real startup, that has employees and funding and a going operation.]
It’s late on a Sunday night and you’re sitting alone preparing for the week ahead. It will include travel, employee issues, hiring, firing, product design, cash burn, a new facility, the next funding round and some client and partner visits. You have a great team for your little startup, in management and elsewhere. You have a few “startup whisperers” who advise you from afar, your parents are very supportive. Your spouse shows incredible patience and listens to your war stories every day. It’s not that you don’t love this, you do.
But in the end it’s all down to you. No matter how many people surround you, no matter who great your ecosystem is, being the CEO of a going startup is often a lonely job. By definition, in the final step of making many decisions is you alone making them.
- Others depend on you to do this.
- You have more information than anyone else in the company.
- You get more blame and more accolades for results.
- The outside world looks to you first, wants to talk to you.
- No one is equal to you inside the company you need to maintain your leadership.
So it really is you alone.
How do you improve this situation? Draw from all these resources around you, especially external ones.
- Pick one or 2 board members to get closer to, (pick the right ones).
- Don’t ask for advise or what to do, that will confuse you and they contradict each other over time.
- Find an old college or high school friend who’s disconnected from the business. Or a favorite teacher or professor.
- Pay attention when outside mentors magically appear in your circle; I’ve met some of the best advisors at meetups and coffee shops.
- Read voraciously, not just business or CEO books, but history, biographies. etc.
- Try to mentor a potential replacement even if you’re not looking for that; you’ll learn a lot.
- Use external consultants – management, executive, legal, recruiters to discuss ideas. Mark Zuckerberg hired an executive coach so he could learn to be a leader. The Google founders surrounded themselves with a dozen moentors and advisors.
I’ve found in my CEO positions that optimizing this thinking process can make the difference between success and failure, usually does. Please reach out to me if you want to discuss any of this with me. I’m @tomnora on twitter.
by tomnora | Mar 7, 2012 | Angel Investor, Business Development, early stage, Launch, photography, Revenue Growth, Scalability, Tom Nora, venture
Shout Out to Seth Levine – Seth Levine’s VC Adventure – “I’m getting sick of the bull$%!^”
Seth Levine, a successful VC with the Foundry Group, wrote a great blog entry about all the hype going on currently in the startup world. Worth the read. His focus is on people bragging about how amazing they and their startup are when they usually have close to n o t h i n g, which goes against the karma good business and screw it up for those really trying to build strong long lasting companies. If more people like Seth step up with their qualified voice, they could help save us from or lessen the big crash coming.
I’ve been harping about this a lot (too much?) for over a year:
http://j.mp/yyqNQc
http://wp.me/pKMex-1m
http://wp.me/pKMex-2e
Currently Los Angeles is in what could be a startup renaissance or an apocalypse, dependent on how long the hype goes on. Based on Seth’s article, I realize it must be happening everywhere. The signal to noise ratio continues to degrade, but it’s actually moving into the next phase. Investor groups are cutting out the management, bus dev, sales, and marketing professionals, trying to get raw, young engineering teams that have never negotiated a term sheet to give away their IP rights and equity for next to nothing.
Some of these projects will produce amazing companies. But most participants (young developers) will raise their hopes, fail and get spit back out into the cruel world within 2-3 months(!) and become a jaded unemployed 25 year old. Or realize down the road that they gave away a lot for a little. Many investors now advertise that want only developers, they will cover all business/marketing/etc. needs. Don’t put real business people on the actual team. To reuse an overused term – Wait what? They offer them zero to a few thousand dollars and office space. I call it harvesting youth.
Recently there was a developer only coding party where, in a few hours, you form a team, think of an idea, then design, develop, deploy a website. The compensation? All the alcohol you could drink and In-N-Out burgers. Now don’t get me wrong, I love In-N-Out burgers, some of the best in the world. My favorite is the Double Double animal style (see photo). But the sad thing here is that after that party many of the participants think they have a startup.
The word startup used to be about very unique technologies being deployed in very unique ways, creating new markets and capabilities in the world. Having knowledge and experience had value and a balanced team was required. Balance, humility, hard work. Facebook and Google had plenty of business people deeply involved. In fact, Mark Zuckerberg is a great salesman, and a pretty mediocre programmer. Now almost anything is a “startup”, and almost everyone is “doing” a startup. And bragging about it before it happens. We’re spreading resources over way too many businesses, knowing most have no change. I know it’s a risk game, I’ve been in it 25 years, but there should be some intelligence invested in the outset. One VC recently told me that his investors don’t care if he does no due diligence, as long as he “brings them another Facebook”.
Real startup successes are measured by growth, revenue, shareholder value, making something from nothing, ROI, longevity. Not just this weeks buzz or a $25,000 seed round. They devised with strategy, ingenuity, an ecosystem. Long term employment, new jobs.
The good news is that this hype period will end, probably soon. Then the remaining companies will be much easier to watch and enhance and benefit from. @tomnora
by tomnora | Feb 16, 2012 | Angel Investor, Business Development, CEO Succession, early stage, founder, Launch, Scalability, startup CEO
http://j.mp/y7qE0u
by tomnora | Jan 23, 2012 | Angel Investor, early stage, founder, Launch, Revenue Growth, Scalability, startup, startup CEO
This article written by Mark Henderson of Plancast took a lot of courage. The Uphill Battle Of Social Event Sharing: A Post-Mortem for Plancast | TechCrunch http://j.mp/wCnYov
By putting the words Post-Mortem in the title he made it very clear that the company is failing, a shocking move in our current startup world. So many companies/people/vcs pretend they are succeeding when they are stuck – can’t scale revenues, especially over the past 5 years or so. Once they finally shut it down they often still claim success, or invoke the over-used “pivot” panacea.
By calling it as it is, Mr. Henderson allows a true discussion about what went wrong and other strategies that could possibly change the fate of Plancast and other startups in the same position. He is also helping other startup leaders and investors to possibly follow his lead of raw honesty, so this industry can focus more resources on a smaller number of companies that truly have something special and defendable. That helps people to better learn how to do it right, contribute to bigger better businesses, create profits.
In several of my past postings I’ve touched on this problem. It’s endemic to the startup world right now, and can’t lead to a good future. Of course startups always have a low probability of success anyway, but this current environment of pretending like every company that gets angel or super-angel seed funding is made up of geniuses with genius ideas is a house of cards. Articles like that above could start the process of correcting the market back to realism and eventually streamline resources. Mark has put his ego aside and done a great service to all of us. And who knows, by publishing the companies issues he may crowd source some answers (and funding) to actually save his company.
Here are some of the comments people made about this article:
“I hope TechCrunch publishes more well-composed articles like this in the future.”
“This industry is lacking such honest analysis. Thanks for keeping everything so real.”
“I greatly respect you posting this as a way to help others learn when you could have just disappeared in the startup abyss.”
Ii looks like the beginning of several who will come forward soon. What’s the lesson here? I guess more journalists should launch startups. @tomnora
by tomnora | Dec 26, 2011 | Angel Investor, Business Development, CEO Succession, early stage, founder, Launch, Revenue Growth, Scalability, startup, startup CEO
One of the things I tend to obsess about these days is startups that have little or even no real lifespan. Almost every day I uncover another one, some even with significant funding. In greater Los Angeles, now being called Silicon Beach, this problem seems to be more prevalent than in most areas. So many people make their goals to just b a startup, get it started and look for funding, without much thought about multi-year growth and sustainability, i.e. Scalability.
A common area of neglect in this early stage is people – Scalable People. Startup founders tend to add people that are close to them – friends, coworkers, spouses, family, neighbors, roommates, similar age, etc. These folks are very accessible and trustworthy, not much interviewing required, and often will start working with little or no compensation. It’s good to have some of these. The biggest downside is that eventually you will have to extract or diminish the roles of most (not all) of these people.
I once had an early employee at a startup I took over who was sales, marketing, receptionist and payroll. Early on we were lucky to have her doing all those things, and she received great stock options for being an early employee. But as we grew there was no doubt that we needed to replace her in most areas with a professional team that could scale with the job. Every change we made pissed her off and she fought for her position, which was counter-productive to our growth. She eventually left with some bitterness, but that went away once we went public and she could pay off her mortgage entirely.
You also have to mix it up as early as possible with real professionals that can scale when the company grows- people who “think differently”, have different experiences, drive initiative that none of you have even thought of, and want the company to be much bigger. These days a popular add in Los Angeles is someone from Silicon Valley; it adds a realness to the group and gets investors excited.
I’ve been on all sides of this situation – I’ve been the founder trying to attract the best people, and just as often I’ve come in as the “suit” to a small group of founders and early employees. It’s more work and trickier to splice the 2 groups together than to just use your inner circle, but it’s the only way to grow now and later. Please contact me if you want to discuss your startup. @tomnora
by tomnora | Dec 15, 2011 | Angel Investor, early stage, founder, Launch, Scalability, startup, startup CEO, venture
There seems to be a lot of this going around these days – the “I’m just about to start a startup” category of entrepreneurs, or “I just started a startup” when they haven’t. It’s also become the new euphemism for unemployed.
Here are the justifications and logic process for so many claiming they have a startup before they really do, and in many cases actually getting some funding:
- people feel like they might as well start their own business since nobody is hiring
- funding is more prevalent than ever for early early (read “ideas”) stage companies
- the barriers are now very low for actually forming a business, as is the cost
- micro funding ($25K)
- no formal certification or education required
- many new angels spawning from Google, Facebook, etc. millionaires
- angel investors are supporting these early unqualified launches; many are F&F/parents who believe in the dream
- amazing shining examples of success and IPOs, even though they a 1 in a thousand
- it sounds cool, or used to before everyone started doing it
- many people never before involved in startups want in
There will be significant fallout from this no doubt, but no one knows when.
Not that there’s anything wrong with many new businesses per say – here are some good results of such a rush
- some of these will be the next homeruns (and base hits) in the startup world
- lots of jobs being created, even if short term
- first time startupers will get invaluable experience, whether they succeed or fail
- many more people are learning software development
However, the fallout from all this will set us back a few years again …
- many misled, unsophisticated angels will get burned and sour to good investments (not sophisticated angels, they know the risk)
- whenever investors jump in late (now) many bad things happen
- innovation is heavily suffering right now – almost anything is a business model
- when many vaporware and vapor-businesses crash or fade away they leave damage, possibly fueling the recession (remember 1999-2000? 2008?)
…but will take us back to a more solid footing.
The American Dream of entrepreneurship is one I hold dear, but to apply it to a technology based startup requires a few basic principles – a real business model, hard work, technical excellence, outside expertise, sustainability, market focus, strategy, and more hard work. Eventually it also needs revenue growth and profits.
Hang on tight the roller coaster is taking a dip soon, I predict by mid 2012. It will shake out many people into the streets wondering what the hell happened. @tomnora
