I think that's a hard question to answer in the abstract without knowing the extent of your IP, the relative market potential for the product, your desire or need for institutional investment, and the relative contributions of your future potential partners. Have you considered a dynamic equity s...
It's not unusual at all. If you do outsource, try and make sure you have a project lead that you can trust. Once revenues get up to a certain point they might want to see the project through and come on board full time OR they will have enough pride in their work to make sure a proper transition ...
Yep. Although I don't think that's limited to MVPs. It's just always the case. You can copy code, features, etc. but you can't copy soul. There will always be people who copy you. It's better to keep moving forward and accept the copy cats than it would be to try and shield yourself. Keep an e...
I have built two software companies by hiring out the development work. I sold one for a decent sum during the dot com era (circa 1999). I remain a shareholder in the other one. I currently work with amazing development company on behalf of one of my clients. Here are some things to consider. 1...
Get on AngelList (angel.co), it's widely used by web and e-commerce investors. Best way to get visibility.
100M+ in revenues in 5 years or less does not happen very often. As an example of one sector, here is an interesting data visualization (circa 2008) of the 100 largest publically traded software companies at that time that shows their actual revenue ramp-ups from SEC filings (only 4 out of thes...
It seems like you have managed to move into the coveted market of Enterprise level SaaS, well done. If your market can sustain a high enough monthly cost to keep using your software then you are set. If so, you have a template for each compnay to follow and also a proven track record to sell fr...
More or less correct that in raising seed, that most companies that successfully raise, fall into two camps: either a conceptual raise (with little to no evidence) or a traction-raise. The conceptual raise is almost always easier but puts most emphasis on the founder(s) which means that without ...
Whoa, start by reading the Lean book again; you're questions suggest you are making a classical mistake made by too many entrepreneurs who live and breath Lean Startup. An MVP is not the least you can show someone to evaluate whether or not building it is a good idea; an MVP is, by it's very def...
It's easy to get hung up on the word "strategy." There's no magic in it: a GTM strategy is just a documented set of decisions and a plan. It's words on paper, and the purpose of it is nothing more than alignment. To hit your sales, revenue, and margin targets, you've gotta get and keep everyone...