Both Sides of the Table
SEPTEMBER 28, 2014
I was reading Danielle Morrill’s blog post today on whether one’s “ Startup Burn Rate is Normal. Danielle goes through some commentary from Bill Gurley, Fred Wilson and Marc Andreessen about burn rate and then goes on to discuss her own burn rate and others publicly weigh in.
Both Sides of the Table
SEPTEMBER 29, 2009
I would argue that the shut-down of September 2009 was equally severe yet there are signs that this “VC Ice Age” has begun to thaw. It helped me avoid chasing deals (and a house) in 2007/08 and it led to GRP’s fastest pace of investment in many years in the first three quarters of 2009 at a time when many others weren’t investing.
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Steve Blank
NOVEMBER 2, 2009
The key contributors to an out-of-control burn rate is 1) hiring a sales force too early, 2) turning on the demand creation activities too early, 3) developing something other than the minimum feature set for first customer ship. Reply links for 2009-11-02 « Blarney Fellow , on November 2, 2009 at 5:10 pm Said: [.]
Steve Blank
APRIL 20, 2009
scott Reply Daily Links #54 | CloudKnow , on April 20, 2009 at 11:42 pm Said: [.] Reply Jamie Varon - techVenture , on April 23, 2009 at 3:05 pm Said: Great post! Reply The Secret History of Silicon Valley Part VI: Every World War II Movie was Wrong « Steve Blank , on April 27, 2009 at 5:02 am Said: [.]
Steve Blank
SEPTEMBER 7, 2009
Reply Twitter Trackbacks for The Customer Development Manifesto: The Startup Death Spiral (part 3) « Steve Blank [steveblank.com] on Topsy.com , on September 7, 2009 at 1:25 pm Said: [.] Reply links for 2009-09-07 « Blarney Fellow , on September 7, 2009 at 6:10 pm Said: [.] Thanks for sharing. Absolutely priceless.
Both Sides of the Table
AUGUST 9, 2011
Come 2009 we felt really bullish about the future for startups because the froth was gone and so, too, were wantrapreneurs. The people left standing had a compelling vision to build companies and we backed many in 2009. When this period was fresh, in Sept 2009, I wrote a very detailed assessment of what I thought had just happened.
David Teten
NOVEMBER 26, 2019
Sean Colrock, Director of Client Partnerships at Wiss & Company , suggests at a minimum you track: cash on hand; fume date; and burn rate. In 2009 the organization moved to a run-rate methodology, which monitors spending quarter-over-quarter. Entrepreneur Jeff Magnusson provides a sample agile budgeting workbook.
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