Editor's Note: This is a guest post by Mark Suster, a 2x entrepreneur who has gone to the Dark Side of VC. He started his first company in 1999 and was headquartered in London, leaving in 2005 and selling to a publicly traded French services company. He founded his second company in Palo Alto in 2005 and sold this company to Salesforce.com, becoming VP of Product Management. He joined GRP Partners in 2007 as a General Partner focusing on early-stage technology companies. Read more about Suster at Bothsidesofthetable and on Twitter at @msuster.
As the recruiting partner at venture capital firm Highland Capital Partners, I have the privilege of working with some truly remarkable young entrepreneurs. My expertise is in helping them build exceptional teams. While I don't have all the answers, I've seen enough to know what works and ...
Over the last 6 months, we have been learning what it means to support a launched product.
Some background: Rapportive launched in March 2010, and we joined Y Combinator for the Summer 2010 batch from June to August. Even though it was fantastic to have users and solid growth, it was actually a very frustrating time for us as a team.
We found the downside of having launched, namely that we ended up spending the entire 3 months of Y Combinator (and probably another month either side) doing the following:
When we think about the true legends of the business world, it's easy to put them on pedestals. Surely, we tell ourselves, the people who produce multi-billion dollar fortunes are a different breed than the rest of us. And seldom (if ever) do we picture them failing at anything. Yet when you look back on the real-life histories of iconic entrepreneurs, there is plenty of failure to go around.
Entrepreneurs at their very core are like artists, says Steve Blank, a serial entrepreneur, author and start-up guru. In this video conversation, he talks about the current bubble, how startups can take advantage of it and how long will the technology up cycle last. Roll tape! (Comment les startups peuvent tirer parti de la bulle spéculative actuelle http://bit.ly/gHnA3P)
Editor’s Note: This is a guest post by Mark Suster, a 2x entrepreneur who has gone to the Dark Side of VC. He started his first company in 1999 and was headquartered in London, leaving in 2005 and selling to a publicly traded French services company. He founded his second company in Palo Alto in 2005 and sold this company to Salesforce.com, becoming VP of Product Management. He joined GRP Partners in 2007 as a General Partner focusing on early-stage technology companies. Read more about Suster at Bothsidesofthetable and on Twitter at @msuster.Last year I was on Sand Hill Road in Silicon Valley meeting with one of the most prominent venture capital firms in the country. We were talking about a company, Factual (disclosure my firm is an investor), which was founded by one of LA's most talented Internet entrepreneurs, Gil Elbaz, who as co-founder of Applied Semantics (purchased by pre-IPO Google for $102 million and now Google AdSense) is responsible for a large portion of the Internet's monetization.
When your company is a startup, ie extremely innovative, potentially disruptive and absolutely money deprived, getting noticed on your market is key. And PR appears to be the most obvious and the fastest way to reach this objective. So they say. But when, what, how and with who should you start? Here are some key steps to those meaningful questions.
Mentorship is a critical catalyst for passage, transition and development as a pre-entrepreneur. But mentorship, like entrepreneurship, can break down in the nitty gritty details. Larry Chiang offers his advice in avoiding the mistakes many entrepreneurs make when they try to get mentored by a VC.
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Creating engaging newsletters with your curated content is really easy.