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14 results for “deal timelines”
Company18 mentions across episodes
Deal
...get that deal done in the timeframe that you as a seller wanna get it done. In terms of, like, getting it done in that timeframe, sometimes it is urgent for them, but for whatever reason, they could just be bone idle. They could have useless decision
14:52 / 16:07
from transcript14:52 – 16:07
...a deal closed to do a bridge to get to twenty months of runway, I'm gonna make these cuts. So you talk to your board. You say, would you like to do an internal round? Round? I wanna put another million dollars in the bank at the same terms as the las
28:24 / 29:30
from transcript28:24 – 29:30
Are you interested in that opportunity? Let me know by next Friday. Right. If you don't get back to me and you don't sign a term sheet, because I'm the term sheet and the, convertible note are in your signature package for review with your team. If y
29:14 / 30:22
from transcript29:14 – 30:22
...deal is not gonna happen for the next five months. Right? See sellers forecasting deals in quarter. They haven't asked these questions, and they find out it takes four months to get a deal through red lines.
21:43 / 22:49
from transcript21:43 – 22:49
it's common that a founder will ask a task or a a homework assignment. This can be, you know, what would your thirty, sixty, ninety day plan be, etcetera. What what's your best advice around when and what can be asked of candidates? Because, you know
35:16 / 36:20
from transcript35:16 – 36:20
and here's why. So that's one one thing I feel like most sales leaders are gonna weave in the thirty, sixty, ninety day plan without even the founder ask. That was not the task, but they're gonna weave it into whatever they're presenting anyway. So t
36:03 / 37:08
from transcript36:03 – 37:08
We're gonna spend a lot of time getting to know folks. So there's a lot of dating before there's a proposal, and it's outside of a process. In some cases, it could be years of dinners, lunches, golfs, I don't golf, other people on my team might be go
28:33 / 29:36
from transcript28:33 – 29:36
against what the controllable or uncontrollable event is going to be. I sit on many boards, and the common thing that I hear is, Doug. We didn't hit the numbers because you know what? It just slipped to next quarter. It's gonna happen, but it just sl
40:14 / 41:51
from transcript40:14 – 41:51
pricing risk going forward if things change again? So it really is a price, it's a volume, and it's a forward looking, not a backwards looking perspective. I love it, man. Now, earlier you were talking about one of the takeaways people can have is ha
11:11 / 12:15
from transcript11:11 – 12:15
for a broad wing person and right next to them is a management person. And so every, every item on the list, and there's a tracker that's well over a 100 lines long, everything has a delivery date, a start date, a delivery date because of the priorit
12:32 / 13:51
from transcript12:32 – 13:51
Makes a lot of sense. Tim, I feel we could carry on chatting to you for hours, but I'm incredibly conscious of time. And, yeah, I mean, I've taken away so much from this conversation from, you know, learning how to hire and onboard sales teams to rea
45:43 / 46:17
from transcript45:43 – 46:17
how does the onboarding process work? Once we agree on value and sort of key terms, we get the signed LOI. And at that point, we're really gonna do the last sixty days of real deep due diligence. We're gonna go from looking at compliance, operations,
22:31 / 23:33
from transcript22:31 – 23:33
It also does help with the problem of duration. When you think about the duration problem for pre seed or seed investors where it's fifteen year hold periods often now, if you're coming in three, five, seven years in or at 200,000,000 error, a lot of
11:59 / 13:02
from transcript11:59 – 13:02
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