“It’s a Feature, Not a Company” – Build a Company

by | Nov 19, 2012 | Angel Investor, Business Development, CEO Succession, early stage, founder, Launch, Revenue Growth, Scalability, startup, startup CEO, Tom Nora, venture

This is a line that was pretty common in Silicon Valley until recently. Steve Jobs even (ab)used that line on Dropbox when trying to buy them out of the market (They turned him down.)

Now that’s all changed, for the moment. The threshold for “company” status is very low, including the following list of minimum pieces at their lowest cost.

1) a url – $10     2) incorporation – $200      3) Internet – free      4) build a website – free      5) development tools – free     6) office space – free – home, starbucks, hipster coffee shop

In other word, the barriers have dropped if you’re willing to do most things yourself, which is a good thing. You still need an amazing idea , business model, some focus from a developer (critical!). You can create a single feature “disposable” company, nothing wrong with that, it’s a learning experience, fail fast, etc., it might even create some value and get acq-hired. And It’s a lot better than talking to folks for a year about an idea that never materializes.

But that’s not the way to create a company that can live and grow for years. In doing that you have to be honest with yourself, make some sacrifices and seek continuous enhancement of your entity. In the world of easy startups, everything is a startup, people drink their own koolaid too much.

Here are some great ways to maybe move into higher ground:

  1. Seek outside criticism and listen to it. Put on your flack jacket and let ’em rip you up. Be open to changes but don’t be a wimp either. You may see something nobody else does, but listen.
  2. Pay those you ask to help you – money, equity, trade services, something meaningful. Give them incentive to help you think straight. Make sure you pick the right mentors with track records. Never ask for something for nothing, you’ll get what you pay for and a bad reputation fast. Better yet, pay it forward. This is an area where strong developers actually have a lot to trade these days, but usually try to do everything themselves. Not likely to succeed.
  3. Diversify – get people difeerent than you involved as team members – different genders, races, ages, expertises. Here’s a great 3 minute talk on this by Stanford prof Kathy Eisenhardt  http://j.mp/UaVjky

So look for the opportunity to build a company, share the wealth, and seek higher ground.

follow me or DM me @tomnora

How to design a Board of Directors

How to design a Board of Directors

by | Oct 14, 2012 | Angel Investor, Business Development, CEO Succession, early stage, founder, klipsch, Revenue Growth, Scalability, startup, startup CEO, Tom Nora, venture

How to design a board of directors

By Tom Nora

There was an article recently in VentureBeat about how much control the startup CEO founder has over his/her board of directors. Unfortunately, this actually isn’t true in most cases, especially for first time founders, for many reasons.

Many factors come into play in early board formation including the founder’s goals, investors, cofounders, early appointees, family, friends. A well designed board can be the critical driving force in making a startup successful; while the wrong board can create disagreements, misdirection, angry members, awkward board dismissals, power struggles and can actually bring a company down.

First time founders usually aren’t sure how to populate the board, and first money from FFF (friends, family, fools) blinds them a bit to their best instincts.

Typical Pre-Funded Board

Here is the typical order of board formation before any professional funding comes in:

1. Founder/CEO

2. at least one Co-Founder

3. FFF

then maybe…

3. a “grown up” – former boss, relative, early (non-professional) investor

4. industry luminary

This is the group that must help grow the company properly, attract professional funding and make industrial strength business decisions. Most of this 1.0 group don’t have much experience, i.e. what it means to be on a board, how to optimize it, what the points of leverage are, what a natural disagreement is vs. a problem of discord. Usually the group is not experienced or cognizant enough to optimize this asset early on.

A Better Way

Here I’ll lay out some key steps to making this organization an asset rather than one with little to negative value.

Step 1 – The Founding Team
It’s fine to have the founder and maybe one cofounder on the board; after all that’s all you have to draw from. The key to success here is to STUDY the topic, learn everything you can, follow proper board.

Also, internally you can determine if and when you actually have something worthy of funding – you must have a real business that is operating – product(s), spreadsheets, a team, Revenues?; asking outsiders to get involved too early can be the kiss of death. I see this happen a lot.

Step 2 – Get Outside Help
In any startup ecosystem these days there are many people who have an interest in your business. The word “Startup” now gets their attention. Among these people are professionals that can get involved as a board member, but how do you do it? Which ones should be advisors instead? Are there consultants that help with this? If you’re near Stanford or in San Francisco, every other person you meet almost seems appropriate, but don’t be fooled. You want people who are qualified but also who come to you via an organic process – you read about them, stumble upon them, meet them.

Listen to these signals. For example, in Los Angeles right now the problem is that a majority of those you meet fall below the level of “qualified” – they’re out there networking but have never sat on a real board or led a startup. Keep asking around and you’ll find the right people. And remember, make sure you have a real company first.

Contact me if you have a going company and this is a hole for you, I’m one of the people I mention above who can help. But not if you just have an idea, or are thinking about starting a company, those are a dime a dozen.

 

Unbalanced Business Models, or “Stick a Fork in #KLOUT

by | Jul 18, 2012 | Business Development, early stage, startup CEO, venture

Here is a blog I wrote last February, after giving Klout a try then feeling cheated of my time.  Here we are 5 months later as I see unfortunate colleagues trying it.

 

“Stick a Fork in Klout – They Are Done”     — Frustrated User, November 2011

One of the reasons that Google and Facebook and Twitter continue to march forward and upward is that they simply work and don’t exploit people very much. Maybe Facebook exploits more than others, but they overcompensate by giving more than they get – balancing their needs (your eyeballs and time on their ads) with providing amazing amount of previously unrealized value to your life – information, sharing, bite sized things that make you feel good or laugh, in Google’s case great tools to run your life or business. In the end they win revenue-wise, your clicks get them revenue, but I can say I’ve gotten so many benefits from these companies (yes, even Facebook). Their value went far beyond even their imagination.

Then you have companies like Klout and a few others. I know, Klout has raised $40 million, has gotten several of the social-rati to testify to it’s greatness, it will soon have more accuracy, more SM metrics, etc. But I’ve “played Klout” twice – about a year ago and then again over the past 2 weeks, and the up/down experience is pretty unsatisfying. Maybe it was a good idea, but in the end a bad product with too many missteps to recover.

Here are some of the problems:

1) It doesn’t work – If you look at the”most influential” in any category it’s pretty far from the actual truth.

2) It is very incomplete. It misses over 50% of my actual Internet/Social activity.

3) It can be easily gamed- I’ve easily manipulated it.

4) People change their behavior  – from their real priorities to Klouts priorities to improve their score.

5) The Perks are mostly non-existent –

They fool you into believing that your coolness, i.e. ability to develop your business rep, is controlled by them. Shame.

So don’t waste your time, it’s all over there. It was barely worth my time to write this except maybe it will help others not waste theirs.   @tomnora