I wasn’t at the talk yesterday that spurred on so much ire. So, I’m not going to speak to it. But, I can say this: as the rare entrepreneur who moves from the Silicon Valley to Boston, I’ve thoroughly enjoyed the reverse-move and wonder what other web entrepreneurs are thinking when they move to the Valley?
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It got me thinking about the qualities of great product leaders and what can be learned from them and applied generally to others. I’ve been fortunate in my career to have met many strong product leaders - from the folks that I collaborated with at Ebay and Paypal, to Spark Portfolio Companies, to other entrepreneurs that I’ve been fortunate enough to interact with over the years.
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There is s dearth of great venture capital or seed stage investors that are really strong “product people”. That said, I’ve heard investors claim to be “product guys” all the time. Many have never had any involvement in designing or launching a real internet product, but I guess entrepreneurs just have to take their self assessment at face value.
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To understand the rationale and impact of an experienced product executive in a scaling startup, you’ll have to read the case J But one concept that came up in our interviews is the profile of a really great product leader. The challenge of this role is that it requires the combination of two very different baskets of skills that are not often embodied in a single person. The idea is that...
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I’ve decided to stop being a bootstrapper and seek angel funding. This entry talks about why. As I said in my gameplan, there were a number of hard decisions I made in the beginning of the year. The most important decision being the one to focus on Tout and double down on it; even though my other products showed promise as well.
With March Madness just around the corner, we thought we'd get in on the action. We're launching our own "bracket style" tournament to find the next big thing. We'll be picking 64 startups to face off in Startup Madness. In order to quality for the bracket, your startup must meet the following requirements...
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Maybe it’s the Palo Alto drinking water? It’s got to be something like that, in any case — some kind of causal explanation of why so many people start fancying themselves experts on public policy the minute they become successful in Silicon Valley.
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I’ve been there. It sucks. You know most startups fail “only” because the founders stop working on them, and often, it’s because it’s emotionally draining. I don’t care who you are or how strong your ego is, you will have these moments — perhaps a continuous stream of moments — when you can’t take it anymore.
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I was in the air an average of 30 hours a month for the last two years, so I watched a lot of movies -- typically semi-delirious on Ambien-- that I wouldn't ordinarily. One of those was the star-studded rom-com "He's Just Not That Into You." Note: You won't see this movie at the Oscars tonight, or any night, and that's not because it was cruelly overlooked. But as a plane movie, it sufficed.
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Over the span of the last seven months, and especially in the last two months (since GoPollGo's website launched publicly), my time has been sapped. It was expected and I suspect it will only continue to get more rigorous as we move forward. As lead developer and CEO, I have a unique responsibility to complete the majority of work related to the company.
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