a month ago
- The author founded two software/SaaS B2B companies: zynamics (bootstrapped, sold to Google) and optimyze (venture-backed, sold to Elastic).
- Key reasons for becoming an entrepreneur include a need for agency, working with great people on challenging problems, alignment of interests, and building products that delight users.
- Target markets are categorized into four types: no market (shop), growing niche (bootstrap), healthy specialized market (mid-sized company), and huge market (venture-backed). Market choice dictates funding strategy and company trajectory.
- Venture capital involves high risk-return tradeoffs; VCs seek outsized returns, which can misalign with first-time founders' risk appetites. Founders should understand VC dynamics, including herding behavior and the importance of momentum.
- Product development should start from customer problems, not technology solutions. Emphasize user and buyer personas, development partners, and creating a product with a great user experience (e.g., '10 minutes to dopamine' rule).
- Hiring should focus on attracting great people through compelling narratives; interviewing should mimic actual work (e.g., take-home exercises). Management requires empathy, avoiding burnout, and fostering open communication.
- Marketing should be content-based to build trust; sales involves managing a funnel with an internal champion. Founders must sell the product first before hiring sales professionals.
- Running a business involves balancing three sheets: financial, technical debt, and personal energy. Cofounder relationships are critical and require open communication and fair equity splits.
- Investors prioritize returns; founders should maintain emotional distance and manage perceptions. Consider getting a coach for psychological support during the high-stress startup journey.
- Exits are common endpoints; aim to ensure all stakeholders feel fairly treated to build trust for future ventures.