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Boulder, Colorado, United States
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Scott Barker
Uh oh. I just hit 45k followers and now GTMfund has a paparazzi problem in the office. They keep running in here taking snaps, yelling ‘images are good for the algo’ and then running away… It looks like a lot of folks on this platform are suffering from the same problem, how are we going to address the paparazzi plague that’s recently hit LinkedIn? In all seriousness though, beyond the selfies, the broetry and the vague comparisons/analogies (‘I bought a bag of lemons today and here’s what it taught me about navigating procurement’) - I owe this platform a lot. I’ve learned a ton, it’s opened an incredible amount of doors for me and I’ve met many close friends on here. You can’t really go to school to learn go-to-market, You can’t go to school to learn how to scale tech companies, You can’t go to school to learn venture capital. So almost everything I’ve learned through the years, I’ve learned through posts, books, newsletters, podcasts, videos or mentorship. Those folks didn’t have to but they took the time to sit down, write out their hard-fought lessons/insights and share them with myself and others. And for that I’m incredibly grateful. That’s the reason I originally started posting on here. It felt like a sense of duty to pay that back in some way. Whether you’re just starting your tech career in a revenue role, a founder busting your ass to scale revenue or a season exec looking for a new edge in sales, marketing or CS - our incredible team and I will continue to publish content that we think will help move the needle for you. Appreciate anyone who has supported along the way and, of course, we’re just getting started.
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Brett Brohl
21 Ways to Kill Your Company Day 8: Run Out of Money Yeah, yeah, i's an obvious way to kill your company. But not every company that runs out of money is a bad company! Even good companies with solid product run out of money because of poor cash management, bad fundraising planning and more. Remember to put together (and use!) those pro formas! #21waystokillyourcompany #foundertips
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Daniel Weiner
Good agencies and great agencies are separated by one thing. People. I used to think it was process too. But, I think most agencies have virtually the same process. The difference in good process v bad process are the people executing that process and the quality at which they do it and how much they care. The name of an agency matters virtually zero. The people within the agency matter, a lot. The size of the agency, most of the time, doesn't matter a TON. The quality of the TEAM at that agency, that you are working with, matters. 3 A players will accomplish more (and a higher quality output) than a bigger group of B + C players. All this to say, if you are looking to build a great agency, you must find A players who care about the success of the agency and the clients you serve, almost as much as you do. When you find them -- pay them extremely well. Invest in their success, their happiness, their future. Most of the 'bad' agencies I chat with, don't charge their clients enough, or have a good enough margin, to support a team of A players, and it shows. They have high employee churn. In turn, high client churn. And worse, overall morale is low. Great agencies are made up of A players. Play like a champion, today :)
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Tom Dillon, CFA
I'm throwing a rooftop SMB owner & ETA meetup this Thursday. Join other business owners, operators, and investors for great conversation & connection. Ever wanted a peer group or just someone to bounce an idea off of before executing… well here you go. 👉 Comment below and I will DM you details
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Scott Orn, CFA
💰 Incredible news: Kruze clients have DOUBLE the acquisition rate of the average startup! 📈 Getting to an exit is incredibly hard. I'm so proud of our team's work in advising our clients when they go to sell their startups. This 2x acquisition rate is a testament to the value of always being ready for due diligence, and to value of our team’s experience. Explore our battle-tested strategies for positioning startups toward successful exits - link in Vanessa Kruze, CPA's original post. #StartupAcquisition #Exits
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Saumil Jariwala
10 questions every self-funded searcher needs to talk through with their investors: 1. How much equity are you selling? 2. What are the terms? 3. Who's on the board? 4. What can't you decide without the board's approval? 5. How much are you getting paid? 6. Who's in charge? For which decisions? 7. Do you get a chance to earn more equity later? How? 8. How do we leave in the end? 9. How do we make sure our ownership doesn't get diluted? 10. What are the chances we'll be forced to sell against our will?
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Brett Brohl
21 Ways to Kill Your Company Day 7: Sh*tty Investors And I'm not talking dumb money here, I'm talking about the ones we want to avoid - bad investors that are going to actively work against us. I've seen it firsthand, investors that were not mission-aligned with the founders took a company down. #21waystokillyourcompany #startupfounder
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Steve D.
There's one consistent challenge for mental health founders. The evidence <> capital death loop... If you want investment, any serious investor will want evidence that your product is effective. But guess what, building that evidence base ain't cheap. In fact, it's often the reason you need capital from the investor in the first place. So how do you get past this death loop? John Parker has some great advice... He advises founders to focus ruthlessly on the part of your product that is unique to you. Then work on what you need to make that piece work super well and build an evidence base around just that! Investors who are worth their salt will see that that is what's special about what you're doing. Alon Greenspan from Mind Ventures also had some words of wisdom; “In the context of VC funding, I suggest founders focus on early, circumstantial evidence and demonstrate their solution’s viability and the team's ability to execute. This will make it easier to build investor conviction and attract the necessary capital to build a more substantial evidence base.” So... focus on what's truly unique to your product, then do what you can with what you got. __ I wrote a whole piece for The Hemingway Report last week on how mental health founders should think about VC. Go check it out if you're interested.
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Jeff McDermott
Referral protocol 101. When someone asks you for a referral, say I ask you to refer me to your web developer, please do not email that person and CC you on the email and say "A meet B, you guys take it from here.". Why? Because sometimes A already knows B and they don't like each other so it makes the whole thing awkward. So, the protocol should be: Can you refer me to your web dev? Sure, I'll send you their info. This way they have the option to contact that referral or not without the other side even knowing. If they do reach out to said referral, then do the right thing and name the person who referred you to them. That's it!
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Jess Schultz
When you see a great case study...ask them what their client*** did to contribute to those results. Case studies are never one sided. They require deep collaboration and investment from both sides. I've provided the same service to dozens of companies now. Taken the same approach to build their strategy. Given the same advice. Followed the same cadence and reporting. And not all of those companies have had the same results. Some show up prepared. Some are really invested in learning. Some are collaborative and take real ownership of their deliverables. Some are transparent and bring me into important conversations and decisions. And some don't. The same is true for software. The ROI you get is largely correlated to how engaged you are during implementation (and therefore how successful it is), how much time your team spends learning how to use the software, and how well you stay engaged as new features and functionality are rolled out. It's important to remember that any vendor or service provider only has so much control over the outcome. The best results are the product of really great partnerships and mutual accountability. If you want to be their next best case study, ask them how you can mimic their best clients.💡 ________________________ If you don't know me well, I'm Jess 👋 . Fractional CRO + CMO and Founder Led Sales Transition expert. Making go-to-market simple(r) and scalable for founders and sales reps, one startup at a time. #gtm #founders #startups
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SOPHIA XOURI
A lot of times the wins are shared without the work it took to get there. For me, a win isn't just a successful launch with 5-6 digit revenue. It's about how much of that revenue turns into net profit and how much you set aside to pay yourself. Your hard work deserves to be preserved within strong financial structures. Here’s what it takes behind the scenes for 6-7 figure earners. And it's not what you think.. To keep it SIMPLE. At every level, we have BIG goals, and then our brain comes up with a million things to make that goal happen. The person who does have the financial foundations in place does not have to take months or years. Getting where you wanna go has more to do with your ability to swift through those million things to find what's absolutely ESSENTIAL and act on that. It might short your list down to 3-5 things. Our brains don’t like this. They want to stay "busy" to believe that constant action, like making more sales, will lead to results. But when you’re too busy acting to evaluate, think at a higher level, and integrate what you’ve learned, you end up working more and not getting where you want to be. You want to focus on a few essential things and do them WELL. And they are typically the things that don't feel "fun" because they are HARD because you haven’t mastered them yet. Entrepreneurship is a game of self against self and rocks various forms of safety within us. Only from safety can you access self-trust, which is a crucial leadership skill. And from THERE, you need a fraction of the support and accountability to be able to access your original million-dollar self. When you know your numbers and have a CFO dashboard, the power to make trusted decisions amplifies. This is the foundation that turns data into actionable plans. Taking measured action and making strategic decisions only happens when you stay aware of your numbers. While enjoying my vacations in Greece, I’ll be preparing your financial plan. DM me "Mini Cash Flow," and let's get started! #fractionalcfo #virtualcfo #cashflow #ceomoms
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Daniel Weiner
I've made a concerted effort to collect testimonials from the brands that hire agencies I introduce them to. This is the 2nd time I've helped Mike Kaplan, CMO at AVOXI find an agency. There's a few consistencies among the testimonials I receive. - Speed - Quality If you talk to a few of the RIGHT agencies, the time spent finding the right vendor is drastically reduced. Marketing moves fast. CMO's have a million things on their plates. A long drawn out agency search is draining. Speed kills.
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Jay Kapoor
Just had a founder make this exact mistake this morning. We had 30 minutes scheduled for a call. I gave my typical 2-3 minute overview on VSC Ventures and how we work with our companies post-investment, then turned it over to the founder... The founder then spent the remainder of the time talking about ALL the things they did to get to where they are now... leaving almost no time to talk about where they are going NEXT and WHY it matters that they succeed. I left without an understanding of what exactly I was supposed to evaluate for an investment. The best founders understand that in a pitch VCs like myself or my guest on CLIMB Ann Bordetsky at New Enterprise Associates (NEA) are listening for your vision of the future and how you're going to make it a reality. Your goal in a 30-minute meeting is to get a VC excited enough about this vision of the future to want to schedule a follow-up. To want to dig into the data room. To come to visit you and discern what it is that makes you, your team, and your approach truly best-in-class. Focus less on where you've been. Focus more on where you are going.
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Simon Leroux
As Advisors, your clients may feel great seeing their revenue expand... While it's worth celebrating, it can give a false sense of growth, especially when they are considering selling down the road. Here's what your clients need to consider: 1. Sustainability: Buyers want consistent, reliable revenue streams, not just temporary spikes. Steady income sources are more appealing. Setting contractual agreements with key clients is critical. 2. Profit Margins: Revenue growth doesn't always mean profit. Buyers want standard (or above-market) profit margins to ensure the business can scale. 3. Market Position: Short-term revenue might hint at growth, but it doesn't mean it's repeatable, especially if it's from one large customer. A well-rounded client portfolio and strong market positioning are essential for long-term appeal. 4. Financial Health: High revenue doesn't automatically mean good cash flow. Financial solid health, manageable debt, and robust cash flow are vital indicators of a business ready for acquisition. Are there any you would add on? Curious to hear your thoughts below. 👇
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Massimo Ianniruberto
I deal with advisors all the time who say "My business is different, my clientele are special. I don't want to automate anything." Here's the reality, over automating rarely has a downside. I have yet to meet a client that says, "that nudge about my policy was really annoying, or the fact that you reached out to me on my birthday, I wish you didn't" Just make sure when you do reach out with these automations that you have a purpose for reaching out and that it provides some value to them. If you stick to those two core tenets. You're never going to get complaints about automation. #lifeinsurancebrokers #lifeinsurancecanada #crm #insuranceindustry #leadmanagement #leads #leadmgmt #financialadvisor #financialadvisors #fintech
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Kelley Griggs
Help a founder out: For those who have raised a pre-seed or seed round of funding: What was your strategy for securing initial funding? If you've already raised a round, do you have tips or things you wish you knew at the beginning, specific to our region (Nashville/SE)? For those who are bootstrapping: Would you consider your company high growth tech? What makes it so? Why did you choose this path? Did you bootstrap at first and then raise a round? So many questions!
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9 Comments -
Anthony Scarpone-Lambert, BSN, RN
Startups are a rollercoaster... what gets me through? My Co-Founders. I'm grateful to have Co-Founders that I can always count on. Not only do Jennifferre and Brendan hustle like crazy, but they're also great humans. What you don't see behind the scenes at Adni... 👉 Jennifferre managing thousands of marketplace orders, hundreds of marketplace vendors, and thousands of customer support requests while completing sales outreach and onboarding new vendors every day. 👉 Brendan single handedly building our entire platform from a simple MVP in one year while managing customer support requests, bugs, and random ideation sessions from me during the day. My #1 startup advice to new founders = build a great founding team. Yes, you definitely want talented, smart, and hard-working people — but you also want people whom you enjoy working with, whom you can trust, and who will support you through the good and the bad. #startup #founderlife #nursesoflinkedin #ycombinator
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Daniel Weiner
I used to hate the idea of people talking behind my back. Now, I love it. Now, it's the goal. I received 6 inbound leads this week. If I was a betting man I'd say all have a high chance of closing for partners of YouShouldTalkTo. Every single one reached out to ME, with some variation of... "_____ and I were chatting this morning about ______ and they suggested I reach out." People talking behind your back is great, when they are saying nice things about you. People talking behind your back is great when they are PROACTIVELY keeping you in mind. Me saying I'm great? Meh. Not impactful. Salesy. Other people saying I'm great? Awesome. Selling your own stuff is hard, at times. It's way easier to have other people say nice things for you, about you.
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8 Comments -
Jeff McDermott
Before I even knew what a Venture Builder was back in the day, all I pretty much did on a day to day basis was validate and launch little businesses with the goal of getting them to $10k per month in revenue. Once I got to that point I'd ask myself a few questions: "Can this thing go on without me? If I hire someone, can the revenue cover the costs and potentially make a profit? How big can this really get?" If the answers were: No, No, Not very big. I'd scrap it and shut it down. Yes, Yes, Big enough to be worth proceeding. Then I'd start the CEO search and start raising. I'd say that 9 out of 10 were scrapped, but that doesn't mean that I/we (investors) lost any money. Most of the time we all made out pretty good in such a short period of time. Venture Building is a lot of fun and can make you a lot of money if you follow the process, stay lean and make the hard decisions based on data.
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3 Comments
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