Focus on Core

August 11, 2008

Every entrepreneur kind of knows they should focus on core. But what does ‘core’ mean? Over the last 3 months I’ve had a break from blogging, have also spent a lot less time reading blogs and have been paying particular attention to whether what I’ve been doing has been ‘core’. Other big distractions from core that I’ve been trying to minimise have been:

  • Events
  • Meetings
  • Emails

that aren’t with users or advertisers. I found one of Venture Hacks co-founder Nivi’s recent tweets particularly thought-provoking:

“Email is a to-do list that other people get to write on.”

Perhaps you should ask yourself whose to-do list is more important next time you’re stuck answering emails in your inbox and sacrificing your own to-do list. I don’t think it’s any coincidence that many of the most successful entrepreneurs aren’t the best at answering their emails on time.

Marc Andreesen’s blog post The only thing that matters does a particularly good job of explaining what ‘core’ is and why it is core – the post concludes:

“The only thing that matters is getting to product/market fit.

where product/market fit is defined as “being in a good market with a product that can satisfy that market”. Andreesen contends that the reason a lot of startups fail is because they never get to product/market fit. He divides the life of any startup into two parts: before product/market fit (call this “BPMF”) and after product/market fit (call this “APMF”). And his advice is therefore:

When you are BMPF, focus obsessively on getting to product/market fit. Do whatever is required to get to product/market fit. Including changing out people, rewriting your product, moving into a different market, telling customers no when you don’t want to, telling customers yes when you don’t want to, raising that fourth round of highly dilutive venture capital – whatever is required.
When you get right down to it, you can ignore almost everything else.
I’m not suggesting that you do ignore everything else – just that judging from what I’ve seen in successful startups, you can.

Other thought-leading entrepreneurs express this in their own way:

“This is different than when another startup raises $5 million. We won’t rush out there and start hiring like mad. We just wanted to have the funding issue taken care of so we could focus on the product and users.”

— Paul Buchheit on closing FriendFeed’s Series A funding round

“Do whatever would make users love you so much that they spontaneously recommend you to their friends.”

— Paul Graham in response to a “How to prioritize” question on Hacker News

“Figure out what the important things are, and spend lots time on those and little on the rest. Lots of startups work very hard, but on the wrong things. They still die an untimely death.”

— Sam Altman as part of his Hacker News post More advice for new Y Combinator founders

In the discussion Sam went on to elaborate on what those important things were:

“Good:
-Things that will get you more revenue
-Things that will get you more users (and thus hopefully revenue)
-Things that will make your product better (and thus hopefully more users)
-Things that will get you great hires (and thus hopefully better products)
-Focusing on the right market
Bad:
-Going to events at business schools or ‘networking’ with the people that do”

Unfortunately following all this advice is much harder than it first appears in my experience. ‘Walking the path’ is different to ‘knowing the path’. Mahatma Gandhi said:

“Happiness is when what you think, what you say, and what you do are in harmony.”

and I think you can apply this to startups. A startup is happiest (read: being optimally executed) when what the team members think, what the team members say to each other (and write in their operational/short-term [not necessarily the business] plan1), and what the team members do are in harmony.

I believe the key reason startup founders struggle to walk the path is that they’re not good enough at saying “no”2. Whether it’s “no” to features, “no” to events, “no” to meetings or “no” to checking and answering their emails, you have to be able to say “no” ruthlessly. Otherwise you get distracted from core. The most difficult and unnatural thing about this for a lot of entrepreneurs is that we’re optimists by nature. We’re open-minded and like having new and diverse experiences. We like saying “yes” to people and opportunities.

Now I’m certainly not saying you should work 24/7 — in fact the workaholism debate Jason Calcanis recently sparked deserves a whole post to itself. What I’m saying here applies whether you work 9-5 5 days/week or are an aspiring Uberman.

So, if your startup is BPMF, next time you’re wondering whether to say “yes” to something, ask yourself the question: “Will this get us closer to product/market fit?” and if the answer is no, focus on core.

Notes

1 I’m making the assumption here that startups rarely include non-core activities in their operational plans.

2 I also discussed the importance of being able to say “no” in Tricky Business back in February.


Startup School 2008

May 5, 2008

On 19th April 2008 at the Kresge Auditorium, Stanford University, 11 of the key players in tech entrepreneurship shared their wisdom on startups at the 4th annual Startup School conference. Andy and I had the pleasure of attending along with 500 other aspiring hackers and entrepreneurs from around the world.

We arrived on the Friday afternoon and after a party at Y Combinator in Mountain View where we met many of the YC alumni, including Trevor Blackwell’s robots, we stayed at Snaptalent HQ along with Kev Edwards and Jon Markwell from the Brighton entrepreneur scene.

There’s already been some good coverage of Startup School 2008 by TechCrunch, Wired and Kontsevoy so rather than go into too much detail, I’m going to share the key messages that have stuck most firmly in my mind since the day:

1. David Lawee – VP, Corporate Development, Google

My 2 Cents on Entrepreneurship

“Hurry up! Speed is the greatest source of competitive advantage of a startup.”

2. Sam Altman – Founder & CEO, Loopt

How to raise money

“Taking VC does not leave the sell-for-£20M-in-a-year option open.”

3. Jack Sheridan – Chairman, Business Law, Wilson, Sonsini, Goodrich & Rosati

SO, YOU WANT TO START A COMPANY?…

“The average time from a company founding to a liquidity event (i.e. merger, acquisition, public listing) is 7 years.”

4. Paul Graham – Founder, Viaweb; Partner, Y Combinator

Make something people want

“Being good works. If a startup is benevolent, they keep working even when they feel doomed. Being benevolent:

  1. Improves morale
  2. Makes other people want to help you
  3. Makes decisions easier”

Paul Graham at Startup School 2008 on Omnisio

5. Greg McAdoo – Partner, Sequoia Capital

MAVS

“Disruptive opportunities are ones where there are structural reasons big companies can’t compete with you.”

6. David Heinemeier Hansson – Founder, 37 Signals

The secret to making money online

“This isn’t the movie industry – you don’t need to dominate the box office!
e.g. with 2000 customers paying $40/month, you’re nearly making ~$1M/year.
Why not go for the 1:10 chance of a million dollar company instead of a 1:10,000 chance of a billion dollar company?”

7. Paul Buchheit – Creator, Gmail; Founder, FriendFeed

Listening

Limited life experience + overgeneralisation = advice

=> Listen -> Decode -> Interpret -> Understand

8. Jeff Bezos – Founder, Amazon

Amazon Web Services

On AWS: “Amazon will be like a book store which sells cocaine out of the back door.”
The point being that mature businesses need to keep innovating in order to remain competitive.

Jeff Bezos at Startup School 2008 on Omnisio

9. Michael Arrington – Founder, TechCrunch

How to get press for your startup

“We only want to write the stories you don’t want written.”

10. Mark Andreesen – Founder, Netscape, Opsware & Ning

Q & A with Jessica Livingston

“To minimise the risk of timing, keep burn low to give as much runway as possible to maximise the chance of the market maturing sufficiently.”

11. Peter Norvig – Director of Research, Google

SUMMARY OF ADVICE

“Running a startup is like guiding a missile: move fast, build in positive feedback, iterate and repeat.”

Jessica Livingston did a fantastic job of organising the day, and echoing the words of many other attendees:

“That’s the best conference I’ve ever been to and it didn’t even cost a cent!”


[The Gateway IV — extended version] Decision Time

March 27, 2008

On many, many occasions during a degree, you contemplate what will come next. Some people are completely set on moving on to get a PhD in Theoretical Physics, while others have decided that McKinsey is by far and away the best place they could start their career in business.

However, most people aren’t fortunate enough to have this level of certainty. For an intelligent, talented student like you, furnished with a diverse range of skills and experiences, about to receive a good degree, how on earth do you choose from the thousands of career options available?

First up, let’s simplify the problem. Let’s assume you are ambitious and you want to enter the business world in some capacity. Also, let’s assume you don’t want to work in a medium-sized, mediocre, low-growth company. You want a little bit more. You want to make money or you want to make meaning or both.

We can now divide the available options into 4 categories:

1. Join a Large Corporate (Investment Bank, Consultancy, Law Firm, Professional Services etc.)

2. Go into Investment Management (Private Equity, Venture Capital, Hedge Funds, Pension Funds etc.)

3. Start your own Company (or continue with your existing company if you recently started one)

4. Join a Start-up Company

The first thing to say is that there is no right answer. Each person has slightly different needs, priorities and values. To help understand what might be the best option for you, let’s weigh up the pros and cons:

1. Join a Large Corporate
This is the easiest option to take.

Pros: You get a good name on your CV, good training, your friends and family will be immediately proud of your new job, you get a good work-life balance (except in IBD!), you have relatively good job security and you receive a high starting salary.

Cons: It’s unlikely you’ll get public credit for your work, your personal development is likely to be quite niche and narrow (management consultancy is broadest), long-term financial upside is often low (relative to starting and selling your own successful company), your role often has little or no impact on the wider world, you’ll have to deal with internal politics, established organisational structure, and your department is always likely to get bent out of shape a little.

2. Go into Investment Management
This one is tough to do straight out of university. Elite Investment Managers may only recruit 2-3 new analysts each year and they often prefer applicants with 2+ years relevant experience.

Pros: High kudos – there’s no doubt these places are hot, you get a very good work-life balance (normally < 60hrs/week work), direct exposure to top people (both within the company and meeting clients), a relatively high starting salary, reasonable job security and high long-term financial upside (if you reach fund manager).

Cons: Training is on-the-job (albeit with some useful professional qualifications), your impact on investee companies can be significant although your pre-occupation with leverage and a target IRR (internal rate of return or “yield”) can conflict uncomfortably with their non-financial objectives, and personal development is again relatively niche and narrow.

3. Start your own Company
The scariest option – not for the faint-hearted.

Pros: Incredibly steep personal development – you have to learn and adopt new roles very fast, you can personally have direct impact on the world, it’s definitely best for getting public credit, it’s your idea so you’ll be super-passionate about coming into work every day, you have no boss, there’s no politics as everyone is equal to start with, you only have to work with people you like and there is huge financial upside if you nail it – you could become rich and famous.

Cons: no brand name for the CV, no training or guidance – you have to work out everything yourself from first principles, terrible work-life balance – the start-up will be your life, you risk public humiliation if it fails and you have no initial salary.

4. Join a Start-up Company
In contrast to jumping into starting a company yourself, this can act as an intermediary bridge.

Pros: Good for personal development – you’re likely to get stuck into lots of different areas, little politics (if it’s still a small team), salary is stable (especially if the company is VC funded), long-term financial upside is potentially high if you joined early enough to receive a significant (1%+) equity share.

Cons: Unlikely to be a brand name for your CV, no formal training, work-life balance isn’t great – there’s a lot of work still to do, less public credit than if you were a founder and long-term financial upside is still much lower than the founders.

Many of these pros sound great. How do I choose?

Do internships. Internships not only provide you with an education and insight into a prospective industry, but during one, you also get paid well and have a lot of fun (particularly in London).

Internships also help you work out what you don’t like. This helps you home in on what you actually do want to do.

For example, I interned in Investment Management with Lehman Brothers in the summer of my first year, did the Discover course with McKinsey in the easter of my second year, and then interned in Exotic Derivatives Trading with JPMorgan in the summer of my second year.

I had a lot of fun with each company and ended up realising that what I really wanted to do with my career choice was optimise for maximum impact, responsibility and personal development. This led me to entrepreneurship, and continuing establishing my business, GroupSpaces, as the obvious path to choose.

Kulveer Taggar, ex-President of Oxford Entrepreneurs society and Co-founder of Boso.com and Auctomatic.com took a slightly different path having spent 6 months at an Investment Bank after graduating:

“I actually did both, the graduate job before leaving to do entrepreneurship. In my case, I quickly realised I’d have more immediate control over my future by doing my own thing rather than working in an Investment Bank. I valued working with dynamic people and in situations where I was out of my comfort zone. Also, I very practically believed that entrepreneurship would get me to financial independence quicker than a graduate job.”

Now you could probably work out most of the pros and cons mentioned above for yourself – they’re freely available from many books, websites or people who’ve formerly walked down those paths. In fact, most people will have all of this information at their disposal by the time they make their initial career choice.

Why, therefore, is everyone not happy with their job? Why do some people regret their chosen career paths?

It’s because they didn’t think things through enough, they didn’t play the tape forward, they bought into some of the popular misconceptions people have today:

“But I thought…

  • …starting a company is too risky.”
    Is it? How much risk are you actually taking? When you graduate from fresh out of university, you’re young and broke. So you try starting a company for a couple of years and it doesn’t work out. You’re still young and broke. What are you actually risking? It’s only the opportunity cost of not getting a job.And anyway, having interviewed with many employers and worked as a professional Careers Coach myself, I know that experience of starting and running a business is valued highly by employers. The amount a candidate will have learned is now well understood – irrespective of success or failure.

    Not only this, but if your start-up fails, you’ll have learned many lessons from the mistakes you made first time round and you’re more likely to succeed if you try to start another company.

    Lastly, it’s important to understand the relationship between risk and opportunity. Mark Andreesen (Founder, Netscape, Opsware and Ning) puts it well in his “Guide to Career Planning”:

    Without taking risk, you can’t exploit any opportunities. You can live a quiet and reasonably happy life, but you are unlikely to create something new, and you are unlikely to make your mark on the world.

  • …I need to get some experience before starting a company.”Charlie Osmond, Co-Founder & MD, FreshMinds very nearly bought into this misconception:

    “During my final year at University, I happened to notice Richard Branson having dinner in a restaurant. I had just been offered a consultancy job and was trying to decide between starting my own business and becoming a consult. Who better to ask for advice than Sir Richard.

    I ventured up to his table and he asked me to sit down. Having explained my dilemma he said “you should definitely take the consulting role. It’s a great way to learn”. I was rather surprised that he advocated the corporate route considering that he’d gone straight into entrepreneurship himself. In the end I chose to ignore his advice and start my own business on graduation rather than go into consulting.

    It’s turned out to be a great decision and one that I have never regretted. However, eight years on, with a better perspective on my choice, when I am asked what I’d recommend, I often repeat the advice I was given despite having gone against it myself.”

    It’s important to bear in mind your risk appetite as you get older – taking the leap of faith doesn’t get any easier. A certain level of ignorance, naivity and blind optimism can actually be a good thing for start-up founders. It can keep you going in the face of the inevitable doubt you will face from people.

    Along with FreshMinds – Google, Microsoft, Facebook and Yahoo! countless other successful companies were set up by first time entrepreneurs with no serious work experience.

  • …a big company will pay me more money.”
    Yes – it will in the short term. You get a nice, large salary. However, you don’t get equity beyond a few token employee stock options. You don’t get access to a potentially massive financial upside in the future.

    How much money do you need straight out of university? Many people care much more about the money they’ll have to support their family and live when they have the time to enjoy the money. If this is the case, then surely long-term financial upside should be what you are looking for?

    What is more, money is just one currency. What about learning skills and developing a network? Do they have value? Did you think about them? What would you learn in that job you are considering? Who will you build relationships with? Even if you do ultimately want money, is it therefore better to choose the option which will give you more money now, or the option which furnishes you with the tools required to make a lot more money? For example, starting up a company will require you to learn financial, legal, sales, marketing, strategic, management and many other skills. Surely learning all these has serious value?

    In his “Guide to Career Planning”, Andreesen went on to say:

    “After graduating is when you should optimize for the rate at which you can develop skills and acquire experiences that will serve you well later. You should specifically take income risk in order to do that. Always take the job that will best develop your skills and give you valuable experiences, regardless of its salary.”

I’ll leave this debate with a closing quote from Charlie:

“Overall, there is no right route, whatever decision you make, the key is to learn from it and reassess your options. Don’t get stuck in a job and find you never take the risk of starting up. Equally, if you start something that’s going nowhere, make sure you fail fast and move on.”

You can view the original version of this article on page 8 of the most recent edition of The Gateway.