Timothy Stepro

There's a fallacy amongst engineers that if you just build a great product, people will flock to it. You realize how untrue this is after launching your first product as a founder. Coming off the heels of our Forever Links launch, this is resonating deeply:  I now realize there's a reason why marketing and sales end up being half of an org over time: knowing how to talk about your product and grab a customer's attention is insanely difficult. The product might be awesome, but if nobody knows about it, how to use it, and aren't convinced that there's value such that they even try, then it doesn't matter how awesome your product is. This means a lot to us in the present: right now we rely on our account management team to educate our customers. But there are too many features on the horizon for one team to handle the outreach without structure. Our Forever Links launch helped us build our muscles by talking about our products, making sure we have distribution, and connecting with people in a way that showcases value. And I'm so excited we're finally doing this on a feature level for FERMÀT. More announcements to come soon. 

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To all the founders about to quit and dreaming of a FAANG job or equivalent in pay & prestige, listen up: 1. What you're doing now-- trying to build & grow something new-- is the only "job" that AI and robots won't be taking. 2. The job you are dreaming about is already gone. Push through to fight another day. Be relentlessly resourceful as PG puts it. Your problem needs to be solved and no one is going to solve it for you. If you want help/advice on cutting expenses, sharing upside with community in exchange for build & grow collaboration, and raising capital from your users-- DMs open. There is no greener grass than the type that grows on PMF. Using Slyk IO to launch, grow, and raise fast puts you on the fast track to finding out. Your community can help you get there. I know because I'm doing this with Cadoo . #founders #startups #community

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I never considered the mental overhead of loyalty program points on the customer, most of the times its just a surprise discount; not allowing the customer to appreciate the reward as much. Rewarding the customer on their birthday/special occasions definitely makes a much larger perceived impact than rewarding them based on a tally of some points. In addition to this, incentivizing a purchase might have a negative impact on brand value. So loyalty points may be a good idea for grocery chains but not for companies with higher brand values. Any points in favor of loyalty programs?

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Common founder hiring mistake #5: (most founders don’t think this applies to them) Failing to run structured interviews. Most founders think they’re great at interviewing. Chat with candidates, ask about their background, maybe throw in some tough technical questions. But without clear structure, interviews easily veer off course. You fail to systematically assess candidates on consistent criteria And your team asks disjointed questions based on what intrigues them, not what predicts performance. Suddenly you’re debating candidates without alignment on what good looks like. And critical factors get overlooked. Your new goal: Well-crafted interview plans. • Start by defining explicit evaluation criteria upfront for each interview stage. What specific skills or traits make a candidate successful in this role? • Then design focused questions that ladder up to those criteria. Dig into relevant experiences to determine if candidates meet your standards. • Share question bank, desired responses, rating guidelines and interview best practices with all interviewers. Make sure everyone assesses candidates the same way. • Take time to calibrate on what strong, medium and weak responses look like for key questions. Prevent bias by keeping evaluations evidence-based. With rigorous process, your team reaches alignment faster on quality of hire. And you avoid hot-take debates after missing key signals in interviews. P.S. Dover’s expert recruiters help our customers create interview plans based on best practices AND train the team on how to be amazing interviewers.

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Technical founders don't go to "founder school," so they really don't understand the inertia they're fighting when launching a startup. The barrier to entry for launching new products is at an all time low. Tons of developers are creating projects as a side hustle. The ability to gets folks attention is also at an all time low. Email deliverability, responses, etc. Ads, social media posts. Cold calls. We are bombarded with information thousands of times a day. Your product might be amazing. It might be world-changing. But if you can't figure out how to get people to pay attention to you, talk to you, try your product, or go through a sales cycle, then you don't exist. You're a phantom startup. You're there, but can't be seen. And then you just run out of cash and have to shut down. 95% of an entrepreneurs time is spent on sales and marketing. As a technical founder, you're getting in the world of entrepreneurship. You're quitting your tech job to become a sales person. Let that sink in. You thought you were escaping your 9-5. You're coding on your own. You get to build your product, your way. No more boss to respond to. No more corporate politics. Sure you leave that behind. But the biggest role you pick up is sales. When I hear about technical founders who get discouraged because they "sent 10 prospecting emails" and nobody responded? Guess what, you'll need to send thousands. When I hear about technical founders who get discouraged because someone said no after they demoed? Guess what, you'll need to face that rejection a thousand times. This is the reality of being a founder. It's not easy. And most folks get discouraged before they even do 1% of what it takes to get noticed.

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I've recently heard two different stories that illustrate the stark differences in how AI is affecting the job market: - One startup founder said he laid off two junior engineers. Now, he's involved in coding himself (he has a background in software engineering) and uses GPT/Copilot. He mentioned that product development is much faster now compared to when he had the two junior engineers. - Out of this year’s graduates from a top 50 computer science master’s program, only one person received a job offer upon graduation. One student applied to 60 companies and received zero interview requests—not zero job offers, but zero interviews. It seems like AI is making experienced, senior professionals more effective at their jobs, reducing the need for junior employees. But if no one hires juniors, how can anyone become senior? The job market continues to be very challenging. I hope this is just a short-term, interim phenomenon as we figure out how to integrate AI into the workforce. In the meantime, we might also see the rise of tiny companies, including one-person businesses or small (less than 3 people) startups.

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An early startup that we don't have the capacity to help asked what they could be doing to hire some good early engineers. Below is what I shared. I don't think companies want to hear that there's no secret stash of candidates and that it takes hard work to make hires. But it's the truth and also worth it! === I'm not sure if you're already doing this but I would suggest making a list of all the companies and teams that employ these engineers and systematically reach out via LI or email to engage them about this opportunity. Reaching out to ~10-15/day of the best engineers in the space will get you 3-5 high signal intro calls per week that over a few weeks/months should get you the few hires you're looking for. In addition, you can post the roles on LinkedIn and/or other engineering sites and also encourage referrals from your team. Regarding the latter, you can try to offer referral bonuses and also set up sourcing jams where you get some pizza or virtual Doordash and everybody mines their networks for good engineers to contact. This is what a recruiter would do to make these hires. Let me know if any of this prompts questions. Hope this helps and good luck out there. Hiring is most definitely a grind!! But also worth it when you're able to find and hire great people.

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In 2014 I got a DM from a single founder that was looking for a CTO. (today his company is valued at billions) 5 lessons I learned from missing on a unicorn 1. You will never be ready. 2. You can't justify the past. 3. Consider decisions in a vacuum. 4. It is only a failure if you don’t learn from it. 5. Great things happen due to "wrong" decisions. Breaking down each point and the full story this week.

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In 10 years, I bootstrapped $0-1M ARR twice, and just 14 weeks in we’re at $800k ARR with RB2B. Here's the highly controversial secret weapon I used to go $0-1 (and why it might NOT be right for you): SHITPOSTING Here’s a breakdown of what I did, why I did it, and whether you should do it to: Shitposting Campaign #1: The GetEmails (now Retention.com) Facebook Ads Campaign of 2020 - I made 1min talking videos answering the sales questions w/ Helen (now wife) - They were amusing, we used props, we rotated backgrounds - A month in I realized that I was agitating a vocal minority of privacy people - They were calling me a scumbag for reasons X, Y, and Z  - I made ads specifically about X, Y, and Z, and their heads exploded - Facebook loves this more than anything, the ads crushed - People still say they recognize me from those ads today!!! Results: $0-1m ARR in 26 weeks. 6 FTE. Shitposting Campaign #2: The 6Sense Saga of 2024 - I was upset at a slimy tactic 6Sense used to get us to renew early - I put up an inflammatory (and hilarious!) post about how they are afraid of me - By some act of God, they sent me a Cease and Desist - I posted the Cease and Desist and re-wrote the shit post  - It was the single greatest PR campaign for any 8 week old startup ever - Everybody on LinkedIn hates 6Sense, so it lit a fire I NEVER expected Results: $0-1m ARR in ??? weeks. 5 FTE. (I can’t tell right now but if I had to guess I’d say it will be 17 weeks). TAKEAWAY Should you shitpost? On one hand, you might look at this and say, “social media loves it, so DEFINITELY”. You would be correct about social media loving it. The problem is you run the risk of ruining your reputation… So if you do, it BETTER be worth it. Separately, I’ve found that it’s also very bad for my mental health. When I’m shitposting, I’m living in a world of negativity that I do not thrive in. My wife says I turn into the worst version of myself. I’d say don’t shitpost unless you are: - At a VERY early stage - There is an INCREDIBLE awareness opportunity I’m going to be going into great detail about my own shitposting campaigns at the Inbound-Led Outbound workshop Tuesday at 3pm ET. We’ll break down: 1. How to shitpost  2. The numbers of shitposting 3. When you should/shouldn’t Register here: https://lnkd.in/gs-Yyc4p

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The stakes are much higher in 2024 for startup founders. There’s a lot of talk about “it’s never been easier to build”. I think that’s false and I’ll tell you why. Because building software has become more accessible with no code and frameworks, the stakes for quality UX of your startups v.1 are much higher than 10 years ago. So what does this mean for fellow founders; focus, ship less, make what you ship count and make it good and bug free. The stakes feel high for Knolly and although I’m following my own advice, we also have to remember that everything meaningful takes time - ship often and build with your early adopters and community and you will get the feedback loop you deserve without too much surprise come launch day. Let’s build. #startup #founder #software #version1 #Knolly

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Measuring what matters 📏 There are four data points I've been helping a seed stage startup monitor and improve, alongside helping them build their engineering team. 1️⃣ Application to first interview ratio ➝ Why it matters: Highlights the effectiveness of job postings and hiring partners. 2️⃣ Time to hire (TTH) ➝ Why it matters: A quicker TTH helps secure top candidates, while a longer TTH can negatively impact candidate experience. 3️⃣ Lost talent at each stage ➝ Why it matters: Identifies potential process issues and areas for improvement. 4️⃣ Offer acceptance ➝ Why it matters: Indicates the strength of your company culture, mission, package, and talent qualification process. Getting clear on the data points that are most important to your business, why they are important, and how you are going to track them is essential. Make sure your partners understand your data points, and help you in the process of achieving your targets. If you're experiencing challenges in your hiring process. Book in a free discovery call using the appointment button on this post or on my page. #hiring #recruitment #hiringtips #datadrivenhiring #startup

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Why engineers at early stage startups should double as customer success: 1/ engineers at early stage startups shouldn't just write code. they need to be in the trenches with customers. why? because understanding the user firsthand is the only way to build products that truly matter. 2/ founders get this. they're out there talking to customers, solving problems on the fly. but why leave this crucial task to just them? engineers need to feel the pain points too. it sharpens their instincts and improves their coding decisions. 3/ the usual excuse: "engineers should focus on building, not support." wrong. the best code comes from a deep understanding of user needs. without that, you're just guessing. and guesswork is a luxury early stage startups can't afford. 4/ the divide between engineering and customer success is a relic of bloated corporations. early stage startups thrive on agility and alignment. tearing down these silos accelerates feedback loops and drives innovation. 5/ engineers in the trenches aren't just solving bugs. they're witnessing the impact of their work in real-time. this builds a stronger connection to the product and the mission. it's not just about writing code; it's about creating value. 6/ imagine an engineer hears the same complaint from multiple users. instead of filtering this feedback through layers of bureaucracy, they can pivot instantly. this kind of responsiveness is the competitive edge early stage startups need. 7/ customer success isn't just a department; it's a mindset. by having engineers engage directly with users, they develop empathy. this empathy translates into intuitive, user-centric design choices that no amount of abstract brainstorming can replicate. 8/ the early stage startup journey is brutal. long hours, tight budgets, relentless pressure. but this crucible forges stronger teams. engineers who understand and empathize with users' struggles are more motivated to push through these challenges. 9/ every interaction with a customer is a goldmine of insights. when engineers handle support, they uncover nuances that drive better feature development. these insights are often lost when feedback is secondhand. 10/ let's be real: early stage startups live or die by their ability to adapt and grow. engineers on the front lines of customer success are not just coding; they're shaping the future of the company with every interaction. 11/ in the end, it's about breaking down barriers. everyone in the startup should be obsessed with the customer. engineers doubling as customer success isn't just a strategy; it's a philosophy that fuels the relentless drive to build something great. 12/ so if you're an engineer at an early stage startup, embrace the chaos. dive into customer success. the trenches are where the magic happens, where real innovation is born. don't just build products; build products that matter.

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Slack adopted a "Fair and Transparent Pricing Model" That sadly is now over. --- Slack's stance was our product offers $X in value so you'll pay $Y per user, and only pay if that user is active that month (on a monthly plan). The idea was brilliant: we don't negotiate because our product is sold at a competitive price and we want to reduce complexity. --- Enter Salesforce acquisition. Salesforce is notorious for overcomplicated SKUs and pricing strategies. If you know how to negotiate with Salesforce you get an amazing contract. If you don't, you're going to overpay for the life of your contract (unless you grow and can trigger a renegotiation) They've decided to start applying this strategy to Slack, especially for the new AI SKUs. --- On one hand, it does mean you can now bundle your total Salesforce contract and get a potential discount. On the other hand, you now have another product that you need a Rubik's cube in order to decipher what you should be paying. --- I think we're in for a world where we'll continue to see add-on SKUs for Slack, which may push companies with a strong Microsoft footprint closer to Teams over Slack. What do you think? Do you prefer Slack's old pricing model or moving towards negotiation and bundles? #salesforce #businesssystems #slack

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In 2024 I've helped more Software Engineers from FANG (is it MANA now?) companies move onto their next challenge than I've done before. Awesome. It always feels great to help people get their new job. I think this is for 4 reasons. 1. These companies have gone through restructuring at a rate they have never been through before. Even if Engineers are still in place, they are concerned about long term job stability. 2. RSU's locked Engineers in on high annual total earnings that no one could compete with. With share prices adjusting to market pressure, Engineers have more options. 3. These businesses are now no longer at the cutting edge of tech, consolidating and focusing on core product lines and killing off new or risky product development they are not the centres of innovation they once were. 4. We had remote working and now there is a big return to the office. This works for some. Not all. If you are in the market for hiring the top tier of Engineering talent (not that this is defined by someone working at Apple/Amazon etc) now is a great time to go to market. If you're looking for a new role, although the market is slower than it was in 2021/2022. There are some great businesses looking to hire, especially so since the start of 2024. Get in touch if you'd like to learn more. Happy jobsearching everyone.

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I’ve applied for YC 5 times before being accepted. My advice if you're trying to get in: From day 1, I’ve always wanted to be in YC. In fact, I’ve always looked up to other YC founders and their companies: John Kim @Sendbird (w16) Parker Conrad @rippling Each time we started a new company, the first thing me and my co-founders did was apply for it. Our first application was in 2019. (obviously, we didn’t make it.) After that, we applied about 5 more times until @relatecrm became the business it is today and we got in. Why did they pick us? Honestly, I can’t be 100% sure. But there’s one thing that differentiates Relate from our other businesses that got rejected: For the first time, we had a project with real, paying customers. The other businesses had pretty much zero revenue. I’m convinced that this played a big role in getting accepted to YC. After all, there’s no better form of validation for a business concept than paying customers. So if you’re wondering if you’re ever getting the chance to join YC, the fact that your company has paying customers or not should be a signal. Is it necessary? No. But it helps 100%. P.S. Link in the comments for the full story of our 5 failed YC applications.

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what city should you build your startup in? I was in SF for a few days last week and I've been reflecting on this age old debate what I've noticed about this question, is that people always talk their bags. - if you live in LA, you'll talk about quality of life - if you live in NYC, you'll talk about how cosmopolitan NYC is - if you live in SF, you'll talk about how SF is coming back - if you live in St. Louis or some other random city, you'll talk about how great remote work is having lived in 3 major hubs - SF, LA, and now NYC - I've come up with a simple heuristic for making this decision: there's a spectrum: SF -> NYC -> .... -> middle of nowhere the more advantages you have, the further right you can (not "should") move. advantages include: - strong network (of investors, hires, customers, etc) - experience in startups - experience building great software - strong work ethic - credibility in startups (e.g. multi-time founder, worked at a top tech co) - traction with your company the reality is, because SF has so much density of people who have invested in and built the most influential tech companies in the world (even still after the pandemic) and because there's basically nothing to do there except work, it is the best place to passively accumulate these advantages. this means, for most unproven, non-conventional founders (esp. who are new), SF is the best place to be. and even for folks with every advantage, it's still crucial to visit SF and build relationships with people who live there. I remember hearing a stat that YC companies based in SF were 2-3x more likely to succeed than ones that weren't. so why am I living in NYC instead of SF? family at the end of the day, stacking advantages is irrelevant if you don't have your basics accounted for. NYC is the closest tech hub to a lot of family that lives in Pittsburgh. as I've gotten older, being close to them has become more important to me. additionally, meeting a partner to start my own family is just easier in NYC than SF, which is something I'd like to do soon. I've noticed that my effectiveness as a leader is just exponentially higher when I'm in a loving relationship. having spent 8+ years in SF (on top of graduating from Berkeley and growing up in the Bay Area), I've also accumulated a lot of the advantages listed above. that coupled with staying active on twitter/linkedin and visits to SF nearly every other month, give me many of the benefits of the city without having to live there. there are many exceptions that do not follow this heuristic, but startup success is a probability game and the more things you can do to increase that probability, the better. fwiw SF is also one of the most beautiful cities in the world, this is a pic I took while on a walk during the pandemic

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Unpopular opinion: Ditch your tech stack when it’s no longer needed. - Not every tech investment needs to be long-term. - Use it till it works. Get results & reiterate when necessary. - You don’t need to stay committed to the same products for years. Instead, use the tools you need for however long you need them.

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