Building custom software for your exact needs is now faster and cheaper than subscribing to platforms built for everyone. Generic software is dying because you can build exactly what you need in days, not months—and keep it only as long as it’s useful.
When you’re trying to double revenue, every initiative looks promising. You can chase 50 different opportunities and convince yourself they all make sense. You’ll waste months testing marginal improvements while your core business stays mediocre
AI isn’t a destination but a service layer that will fade into the background of how business works.
With AI and operations, your answer will only be as good as your own experience.
No one is perfect and at the pace that startups operate at, mistakes happen often. What makes startups completely unique is that mistakes often mean progress, they mean you are testing the boundaries, trying new things.
Senior team updates are important. Strike that. Senior team updates are VERY important. Something of this importance should not be left to automation.
There is a cost of doing business — any business — and that cost always comes in the form of dilution.
I’ve never really thought about what “being” an entrepreneur means. I figured it was pretty simple — you are one or your aren’t.
Being a leader of a startup — especially in any operations role — is one of the hardest things to do properly in business.
The most important thing that leads to startup success (even more-so than luck, timing, hard work and persistence) is solving a problem in a different way from competitors.
There are two business types: one you control and one that controls you. A co-founder who survived the pandemic and thrived by managing conservative cashflow and growing from profit shares insights. Unlike many overly reliant on investments, he prioritized sustainable, self-sufficient growth, illustrating the essence of true business control.
Startups are different beasts. If you’ve never been a part of one, it’s really hard to explain just how unique and challenging it is to be part of one during its early stages. I’ve seen so many people think they want to be involved in a startup only to have the reality punch them in the face when they get what they want.
It’s really easy to fall into the trap of hating on VCs if you are a startup looking for funding.
When I started my first “real” company in the early days of the Internet era I was traveling with my immediate family to visit my mother in Bangladesh. I remember distinctly the fear I had but it wasn’t about flying or malaria or anything related to the actual journey. It was what my answer was going to be when someone asked me “what do you do for a living?”
This is a slight departure but for good reason. Both my kids graduated from high school today with a flourish.
Co-founders need to be aligned. Unified. Clear on objectives. To have a voice.
Choosing the path to start your own company means a lot of things but mostly it means deferral.
Startups, by their nature, are designed to be an uncontainable, uncontrollable and unstructured mess.
How often do you say “yes” to customer requests?
Lots has been written about the importance of company culture and how to encourage it to develop and flourish in the right way.
This is the hardest question to answer for founders.
As the US and potentially Canada gear up for elections, the ideological divisions are obviously quite deep. Each side feels that theirs is the righteous one and their party alone is the one that speaks the truth.
“Just f@cking do it.”
Title or outcome.
What gives a startup the highest chance for success?