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14 results for “startup economics”
Concept2 mentions across episodes
startup
is the financial models. Even if you never get to the bank statements, I think a lot of investors are really not assessing financial model credibility as well as they should be. You know, you probably know this in in your career. What's the first thi
33:46 / 34:47
from transcript33:46 – 34:47
transaction level detail across the lifespan of a company. And so we can actually watch and see how a pre seed company matures into a c matures into a series a and then exit, which is not a dataset that's really commonly available. But, Jason, to to
32:58 / 34:03
from transcript32:58 – 34:03
...startup, and the financial model that I built was incredible. Like, it included prices for every single component of every single item of clothing they were making down to the buttons. So if the cogs on the button changed, I could change it in a cell
21:00 / 22:03
from transcript21:00 – 22:03
of them. And I would still think that there's merit in doing that because it helps you understand where the moving parts are, and then you can go give it to an analyst if you're the CEO. And I'll just say, like, what what have you found to be the bes
59:10 / 1:00:21
from transcript59:10 – 1:00:21
Conversely, if you have somebody who breaks out and you hire better salespeople and or you raise the price 50%, you need to get half as many customers. So there's all these levers that you are in control over. So that's what the financial model prove
15:45 / 17:00
from transcript15:45 – 17:00
This is this business, and you constantly needs to run those maths and those formulas in order to calculate. Are you still happy with the absolute multiples than cash on cash that they are going to generate? I understand what Roloff was saying yet. I
28:39 / 29:40
from transcript28:39 – 29:40
And if you can kind of explain why it's volatile, why you think there is, like, different scenarios of, you know, having potentially having different business model. And if you can just logically explain that you are in a testing phase to find the ri
33:38 / 34:53
from transcript33:38 – 34:53
Then everybody's going to start seeing the CEO and the founders do that. They're going to do it. So have great discipline. If they see you having great discipline, they'll have great discipline. Alright. Let's talk about creating next year's operatin
13:31 / 14:35
from transcript13:31 – 14:35
selection model powered by a bunch of the stuff that you'd expect us to have as investors and a bunch of the stuff that was coming inbound with and through our start up employee counterparties. Once we had the ability to effectively point at the top
15:37 / 16:46
from transcript15:37 – 16:46
And a person who made this clear to me was Rich Barton. And, Rich one day sat me down. He said, I don't think you're a great entrepreneur. And I said, Rich, that's so insulting. Why? And he said Especially from Rich, like, the constant entrepreneur.
30:43 / 31:46
from transcript30:43 – 31:46
like, the whole early stage market is very different. Because today, you're investing x amount of capital to win a deal because of price structure and whatnot, and you're kinda pot committing to a certain strategy for a certain amount of time. But if
10:26 / 11:33
from transcript10:26 – 11:33
...of another startup that had four revenue streams in years one. And they'll look at Amazon and say, Amazon added a second revenue stream in '7, and Microsoft added a third one in '20. And there's a way to communicate in a healthy way. Yeah. But I thin
32:57 / 34:00
from transcript32:57 – 34:00
...startups that can now lever A. I. Without having to hire so many people to do things whether it's coding whether it's sales and marketing whether it's client support Does this break the venture model in your mind, or how does this, you know, evolve o
20:59 / 22:10
from transcript20:59 – 22:10
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