April 4, 2019
To pitch is to convince, compel, to persuade and sway. It’s a subtle art and one that needs to be mastered if we hope to close an investment round, secure the needed support, or convince whichever audience of whatever worthiness.
James Currier is one of Silicon Valley’s foremost experts in growth and network effects. A four-time serial entrepreneur, having founded companies like Tickle (150 million users), Wonderhill Gaming (45 million users), he helped more than 10 companies get to more than 10 million users, including Goodreads and Poshmark
Viewing Valuation as a Discount of Future Future Value
Why does growth rate matter so much? Why does growth rate influence valuation so much? I was reading a book recently written by a hedge fund manager who discussed valuation frameworks. His explanation was one of the best I’ve come across.
A decade ago there weren’t any private cloud companies valued at $1 billion. Today, there are 55 private cloud unicorns. If we include the additional 44 public cloud companies, there are 99 cloud players valued over $1 billion.
How much runway should you target between financing rounds?
Entrepreneurs have limited access to hard data that could help them make sound decisions when trying to build a successful new company. This is generally due to a fundamental lack of information about the materialized events of previously successful companies.
You’re more likely hear about the companies that venture capitalists said “yes” to — the big funding rounds, the success stories, and the unicorns. But the day-to-day reality of being a VC is that we spend ~99% of our time saying “no.” It’s a core competency of any VC. Or at least it should be.
What’s Really Disrupting Business? It’s Not Technology
Technology doesn’t drive disruption—customers do. In a new book, marketing professor Thales Teixeira argues that successful disruptors are faster to spot and serve emerging customer needs than larger competitors.
Can Lambda School Become a $100M Business? A Growth Case Study
When I graduated in 2014 with a 4-year marketing degree, I realized how little I learned that was directly applicable to the needs of employers. It wasn’t until spending an entire summer taking online courses that I landed my first job in the tech industry.
All Things Sales! 16 Mini-Lessons for Startup Founders
As a former CEO and software engineer (Citrix, XenSource, VERITAS, etc.), board member of GitHub (recently acquired by Microsoft), and lecturer in management at the Stanford Graduate School of Busines, a16z general partner Peter Levine is constantly asked “Why sales?” by entrepreneurs and technical founders.
After 25 years studying innovation, here is what I have learned
It’s been more than 25 years since I wrote my first book, The Innovator’s Dilemma. Since that time I’ve learned that the best answers to the enormous problems we are struggling with always starts with asking the right question.
Help! I want to pitch VCs but don’t want anyone stealing my idea
Don’t worry about someone stealing your idea. Everyone thinks what they are doing is so important and big and special. But here’s the surprising part: That doesn’t mean other people will want to go do it.
Billionaire Masayoshi Son–not Elon Musk, Jeff Bezos, or Mark Zuckerberg–has the most audacious vision for an AI-powered utopia where machines control how we live. And he’s spending hundreds of billions of dollars to realize it. Are you ready to live in Masa World?
Tom Peters reflects on a half-century spent studying management. Tom Peters earned his MBA and PhD at Stanford Graduate School of Business in the 1970s, under the unconventional tutelage of organizational psychologists Eugene Webb and James March.
Blockchain Can Wrest the Internet From Corporations’ Grasp
AS THE INTERNET has evolved over its 35-year lifespan, control over its most important services has gradually shifted from open source protocols maintained by non-profit communities to proprietary services operated by large tech companies.
When you meet startups and VCs these days, there’s usually a lot of verbiage spent on defining stage (pre-seed, seed, post-seed, pre-A, Early A, A, Late A, B, C…) As a venture eco-system, we continue to struggle with this.