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Founders at Work Quotes

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I found this great article on Guy Kawasakis blog for this new book Founders at Work.

  1. Sabeer Bhatia (Hotmail) on how he decided whether to tell venture capitalists the real idea he wanted to get funded. “If they passed the litmus test of not rejecting us for the wrong reasons and said, ‘OK, we don’t mind that you’re young, we don’t mind that you don’t have management experience, only when they would start poking holes in the actual idea would we share the Hotmail idea with them.”

  2. Woz (Apple). “All the best things I did at Apple came from (a) not having money, and (b) not having done it before, ever.”

  3. Mitch Kapor (Lotus Development) on how much money he asked for from Sevin-Rosen. “I think I said probably $2 to $3 million. We had nothing. We hand an early-stage under-development spreadsheet, and me and Jon Sachs. So that was the biggest number I felt I could ask for without being totally absurd.”

  4. Evan Williams ( on how he raised money to buy more servers. “We posted it on our website, and it said, ‘Hey, we know Blogger is really slow. It’s because we need more hardware. We don’t have the money to buy it, so give us money, and we will buy more hardware and we’ll make Blogger faster.’”

  5. Tim Brady (Yahoo!). “The funniest thing I can remember was when there was a huge storm in May of ‘95, and the power grid went down for a few days. We had to go rent a power generator and take turns filling it with diesel fuel for 4 days. 24/7. We were laughing, ‘How many pages to the gallon today?’”

  6. Mike Lazaridis (Research in Motion) on the importance of recruiting students. “’…What’s important to me are the signs on the back of the building.’ Of course, everyone recoiled from that. I explained to them, ‘I don’t really care if anyone else knows where the building is. All I want is the students to know where the building is.’”

  7. Mike Ramsay (Tivo): “I remember one weekend, we took the entire company, what was about 60 people at the time, and we divvied them up and went to all the Fry’s stores in the Bay Area, because they were selling at Fry’s. We set up demo stations and the employees were giving demos. It was great because almost everybody had no experience of what it’s really like to sell in a retail store.”

  8. Paul Graham (Viaweb): “Neither of us knew how to write Windows software, and we didn’t want to learn. It seemed like this huge steaming turd that was best avoided. So the main thing we thought when we first had the idea of doing web-based applications was, ‘Thank God we don’t have to write software on Windows.’”

    On raising money: “The advice I would give is to avoid it. I would say spend as little as you can because every dollar of the investors’ money you get will be taken out of your ass…”

  9. Catarina Fake (Flickr): “So Flickr started off as a feature. It wasn’t really a product. It was kind of IM in which you could drag and drop photos onto people’s desktops and show them what you were looking at.”

  10. Brewster Kahle (Thinking Machines): “The blessing of Thinking Machines and the curse of Thinking Machines was that it had a lot of money. If you have a lot of money, then you can be detached from people that are going to pay you in the future.”

  11. Chuck Geshke (Adobe) on the reaction of the spouses of Xerox execs to a demonstration of PARC technology in 1977: “They loved this stuff. They sat down and played with the mouse, they changed a few things on the screen, they hit the print button and it looked the same on paper as it did on the screen. They said, ‘Wow, this is really cool. This would really change an office if it had this technology.’”

    [This is why you should always listen to your wife. And if you’re a woman, you should never listen to your husband.]

  12. Ann Winblad (Open Systems). “So I get in front of these 60 or 70 guys and these guys are probably all in their 50s and I’m in my 20s, and we had a ‘blue light special,’ where we said, ‘If you give me a check today for $10,000, you can have unlimited rights to one of our modules.’ …I went home with, I think, like 12 or 15 of these $10,000 checks in my purse.”

  13. James Hong (Hot or Not) on his first beta site. “My dad was the first person that ever saw Hot or Not besides Jim and me, and he got addicted to it! Here’s my dad, a 60-year-old retired Chinese guy who, as my father, is supposed to be asexual, and he’s saying, ‘She’s hot. This one’s not hot at all.’”

  14. On using his parents to moderate the pictures: “I originally had my parents moderating since they were retired, and after a few days I asked my dad how it was going. He said, ‘Oh, it’s really interesting. Mom saw a picture of a guy and a girl and another girl and they were doing…’ So I told Jim, ‘Dude, my parents can’t do this any more. They’re looking at porn all day.’”

    On his newfound dating success with hot women: “All of a sudden Hot or Not happened, and I was starting to date all these attractive women. I got a taste of it, and I realized that looks don’t make up for a good personality. Many of these girls were annoying. They were fun to hang out with, but I couldn’t have a conversation with them.”

    [IMHO, James is the funniest person in the book.]

  15. James Currier (Tickle). “When we started the company, we wanted to change the world, and we had all these tests on the site to help people with their lives. We had the anxiety test, the parenting, relationship, and communications tests. And no one came. …’Let’s do a test for what kind of breed of dog you are.’ …We put it online and 8 days later we had a million people trying to enter our site.”

  16. Mena Trott (Six Apart) on early meetings with the current CEO of the company, Barak Berkowitz. “Barak said, ‘That’s great for a niche or personal lifestyle business, but we’re not interested in investing in that.’ At first we thought, ‘Who is this asshole? Why is he saying that to us?’”

Last Updated on Thursday, 13 January 2011 13:11

Invest In My Idea

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Invest In My Idea

Welcome to this is a business incubator program designed at helping early round startups. InvestInMyIdea is Business incubators are programs designed to accelerate the successful development of entrepreneurial companies through an array of business support resources and services, developed and orchestrated by incubator management and offered both in the incubator and through its network of contacts. Our services vary in the way they deliver and meet your startup needs, in their organizational structure, and in the types of clients we serve. Successful completion of a business incubation program has shown to increases the likelihood that a start-up company will stay in business for the long term: Historically, 87% of incubator graduates stay in business.
Our incubator programs are designed in a way to meet industry standards set and are easily tailored to meet large-scale projects, corporate projects, government projects, university applications and all the way through to even small companies. Most research and technology parks do not offer business assistance services, which are the hallmark of a business incubation program. However with our simple program we can meet every specific needs and we also have a great range of industry contacts that can help you every step of the way.
Entrepreneurs who wish to enter a business incubation program must apply for admission. Acceptance criteria vary from program to program, but in general only those with feasible business ideas and a workable business plan are admitted. If you are interested in our range of programs make sure you register on our website to receive regular updates on available openings.
young entrepreneur 

Last Updated on Monday, 07 October 2013 12:29

The Idea in a Startup

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Want to start a startup?

You need three things to create a successful startup: to start with good people, to make something customers actually want, and to spend as little money as possible. Most startups that fail do it because they fail at one of these. A startup that does all three will probably succeed. And that's kind of exciting, when you think about it, because all three are doable. Hard, but doable. And since a startup that succeeds ordinarily makes its founders rich, that implies getting rich is doable too. Hard, but doable. If there is one message I'd like to get across about startups, that's it. There is no magically difficult step that requires brilliance to solve.


The Idea

In particular, you don't need a brilliant idea to start a startup around. The way a startup makes money is to offer people better technology than they have now. But what people have now is often so bad that it doesn't take brilliance to do better. Google's plan, for example, was simply to create a search site that didn't suck. They had three new ideas: index more of the Web, use links to rank search results, and have clean, simple web pages with unintrusive keyword-based ads. Above all, they were determined to make a site that was good to use. No doubt there are great technical tricks within Google, but the overall plan was straightforward. And while they probably have bigger ambitions now, this alone brings them a billion There are plenty of other areas that are just as backward as search was before Google. I can think of several heuristics for generating ideas for startups, but most reduce to this: look at something people are trying to do, and figure out how to do it in a way that doesn't suck.

For example, dating sites currently suck far worse than search did before Google. They all use the same simple-minded model. They seem to have approached the problem by thinking about how to do database matches instead of how dating works in the real world. An undergrad could build something better as a class project. And yet there's a lot of money at stake. Online dating is a valuable business now, and it might be worth a hundred times as much if it worked.

An idea for a startup, however, is only a beginning. A lot of would-be startup founders think the key to the whole process is the initial idea, and from that point all you have to do is execute. Venture capitalists know better. If you go to VC firms with a brilliant idea that you'll tell them about if they sign a nondisclosure agreement, most will tell you to get lost. That shows how much a mere idea is worth. The market price is less than the inconvenience of signing an NDA. Another sign of how little the initial idea is worth is the number of startups that change their plan en route. Microsoft's original plan was to make money selling programming languages, of all things. Their current business model didn't occur to them until IBM dropped it in their lap five years later. Ideas for startups are worth something, certainly, but the

trouble is, they're not transferrable. They're not something you could hand to someone else to execute. Their value is mainly as starting points: as questions for the people who had them to continue thinking about. What matters is not ideas, but the people who have them. Good people can fix bad ideas, but good ideas can't save bad people.


Last Updated on Monday, 07 October 2013 12:26

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