The startup journey

This section is focused on startups ranching from pre-revenue to beginning to scale.  Additional relevant articles are in the sections “Avoiding business failure” and “Creating business value”. The section “Investor Management” includes:

  • The company perspective of raising capital from investors and communicating with both potential and current investors; and
  • The investor perspective of selecting companies and managing their investments.

Why do startup CEOs fail? V3

Why do startup CEOs fail? (V3) The following is focused on software and high-tech startups.  Many of the concepts apply to other situations.  Failure results from an inter-related set of experience, skills, character, personality, values, morals, ethics, and luck. The first point-of-failure is when the CEO is thinking of founding a company and becoming CEO.  … Continue reading Why do startup CEOs fail? V3

Read more

Leadership talent is the underlying cause of startup failure.

There is some debate regarding the relative importance of the idea vs talent.  Talent is the most critical.  It is the talent which: comes up with the idea, changes the idea as learning more about the customers, and successfully grows a profitable company.  Lots of people have ideas.  Few people can successfully achieve results.  Founders … Continue reading Leadership talent is the underlying cause of startup failure.

Read more

Startups often fail in the transition to scaling.

Startups often fail in the transition from product/market fit to successful scaling, because the talent requirements are different.  The problems faced by leaders in those two situations are very different.  Many leaders are not able to transition. Getting to product/market fit requires a small team making constant changes to build a product which delightfully solves … Continue reading Startups often fail in the transition to scaling.

Read more

Successfully scaling startups are different from public companies. V2

I observe major differences between long established public companies and successfully scaling startups.  The two major things that strike me are:  the startups have an in depth understanding of the customer; and the startups are incredibly focused on having the right talent: talent in management, on the board, on the advisory board, as well as … Continue reading Successfully scaling startups are different from public companies. V2

Read more

Why is governance essential for successfully scaling startups?

The management team relationships, and roles of the CEO/founder(s), shareholders, investors, and board of directors rapidly change in a successfully scaling startup. Who makes what decisions is rapidly changing.  A lack of clarity and common understanding of who makes what decisions and is accountable for what results can cause confusion, and slow down or prevent … Continue reading Why is governance essential for successfully scaling startups?

Read more

The startup business framework has 10 sets of components.

Purpose of this document This document outlines the business framework of a successfully scaling startup.  When a company is first launched, some components may not exist, or may be very simple. Successful growth results in the evolution of the framework, with components being added and changing. The 10 components of the business framework are all … Continue reading The startup business framework has 10 sets of components.

Read more

What does the Toronto startup ecosystem look like? (V4)

This document focuses on the high-tech and software startup ecosystem, and outlines the different types of organizations comprising the ecosystem, whose scope is global.  This is not a detailed listing of every ecosystem member. So far, I have identified 25 different types of organizations. The core of the ecosystem are the founders.  Founders start with … Continue reading What does the Toronto startup ecosystem look like? (V4)

Read more