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16 results for “early stage challenges”
...got to stage it, and it depends on your life situation whether or not you can, you have a lot of the time and, you know, whether you've got some savings. But I think there's a lot that you can do before you start spending a lot of money or certainly
6:44 / 7:44
from transcript6:44 – 7:44
...earlier stages of seed firms fall down on the winning. That at the same time, if you get there early enough, it's less competitive. And so winning is less important. You ideally want to be competing against time and the founder's timeline of when the
17:25 / 18:27
from transcript17:25 – 18:27
about each of those cities, and what founders in year zero are most often asking you about as mentors in our program? Well, I think the experience in Saudi and here is the entrepreneurial spirit is is invigorating and kind of reminds me of being back
4:29 / 5:33
from transcript4:29 – 5:33
...early stage build, you're gonna be spending a lot of hours, with your colleagues. You have many nights, weekends, lots of weekends building the company, and you have to make sure that you hire someone that fits in that environment, that's dedicated t
9:39 / 10:58
from transcript9:39 – 10:58
is actually selling to other startups. Those startups have far fewer stakeholders. You just need to convince a CEO and a couple of founders. Those startups don't need a complete solution and those startups don't have any switching costs because they
16:04 / 17:36
from transcript16:04 – 17:36
...was to win the early. I'd only been at Lightspeed for five years, and the middle age of venture sucks because your losers have started showing up in the track record, but the winners haven't popped yet. And so
16:32 / 17:45
from transcript16:32 – 17:45
“The uncomfortable truth about patience that ambitious VCs struggle with daily”
when you are constantly surrounded by wildly ambitious people, and you're wildly ambitious yourself and impatient and you wanna get stuff done, it's so hard sometimes to take a step back and be like,
21:33 / 22:14
personal lesson21:33 – 22:14
Having a really strong understanding and visual of that before you go in, I think, would be a base that I can tell you when we've had meetings with companies, even established ones in the past that haven't had all that mapped out, it hasn't gone very
50:56 / 52:03
from transcript50:56 – 52:03
...sale to a competitor, to a larger strategic, or even a sponsor back business, even if it's not the ultimate outcome that we had all hoped for. In some of these situations that aren't going as well, how do you think about trying to work with and suppo
40:26 / 41:37
from transcript40:26 – 41:37
structured environment, sometimes it's really hard for them to go on in the start up world. Even though they say they will love it and they're looking for that challenge, it's actually, like, quite hard. So I would say, like, probably a mix of, do th
26:11 / 27:19
from transcript26:11 – 27:19
...early scale tribal knowledge, probably okay, because people are very close to each other. They learn very intuitively, etcetera. Once you get to a team size that's much bigger, you need to think about what's the right way to onboard them as quickly a
36:01 / 37:07
from transcript36:01 – 37:07
...adversity in the past, to challenges. And that's not to say that,
21:45 / 22:46
from transcript21:45 – 22:46
...an early stage start up and you've got a great, more senior candidate in your pipeline, how do you pitch to them that they should come and join your early stage business, you know, that doesn't have the numbers that they might be used to? What what g
28:32 / 29:45
from transcript28:32 – 29:45
roll ups of very small silver tsunami type mom and pop businesses. We have some functional experts that lead or run HR and recruiting firms or have done operational either turnarounds or strategy repositionings both at a small level and some at the h
42:48 / 43:50
from transcript42:48 – 43:50
...seed stage, you're scraping, you're clawing, you've got probably some some junior level folks on your team. The biggest shift that we try to encourage series a companies to make is to start to build out that VP level team. And it's hard. You're gonna
2:57 / 4:01
from transcript2:57 – 4:01
selling that kind of point click, turn it on, configure, and go software, I found 95% of the time, those folks fail when you put them in a solution oriented complex implementation professional services. They just get really frustrated or they just do
12:04 / 13:08
from transcript12:04 – 13:08
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