Remove 2002 Remove Agile Remove Metrics Remove Revenue
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It’s Time to Play Moneyball: The Investment Readiness Level

Steve Blank

Investors sitting through Incubator or Accelerator demo days have three metrics to judge fledgling startups – 1) great looking product demos, 2) compelling PowerPoint slides, and 3) a world-class team. And we can offer investors metrics to play Moneyball – with the Investment Readiness Level. We think we can do better. Here’s how.

Oakland 326
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LinkedIn: The Series A Fundraising Story ? AGILEVC

Agile VC

Silicon Valley is still emerging from the tech bubble and massive downturn of late 2000-2002. To give you a sense, for 2002 the entire US online ad market was $6B and had shrunk year over year (it was $25B+ for 2010). is the leading consumer internet company with Terry Semel as CEO. Ok, now you have the context for early 2003.

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Square IPO: Is Square A Good Payments Business?

Agile VC

There’s been ample coverage in the popular press of course highlighting everything from the company’s revenue growth, lack of profitability, and the well-publicized fact that founder/CEO Jack Dorsey is also CEO of Twitter so would theoretically be running two public companies simultaneously. Revenue Composition. Revenue Growth.

IPO 165
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How to Build Robust User Personas in Under a Month

ConversionXL

The first, according to Dr. David Travis at UserFocus , was agile development : Dr. David Travis: “‘Development’ teams morphed into ‘design’ teams. To use the agile terminology, design teams wanted to get a ‘shared understanding’ of their users and they were suspicious of any attempt to set requirements in concrete.”.

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How to Build Robust User Personas in Under a Month

ConversionXL

One of the best definitions I’ve found, which expounds a bit more, comes from Tony Zambito circa 2002 : Tony Zambito: Buyer personas are research-based archetypal (modeled) representations of who buyers are, what they are trying to accomplish, what goals drive their behavior, how they think, how they buy, and why they make buying decisions.