Startup Lessons Learned

FEBRUARY 20, 2009

Similar results apply in product management, design, testing, and even operations. When operating with continuous deployment, its almost impossible to have integration conflicts. In my experience, a few hours of coding is enough to produce a viable batch and is worth checking in and deploying. Small batches reduce overhead.

San Francisco 161

San Francisco Software Review Continuous Deployment Development Team Review 161

Startup Lessons Learned

APRIL 14, 2009

Every board meeting, the metrics of success change. Compared to the million-dollar startup, they are operating at micro-scale. They know how much it costs to bring in a customer and they know how much money they can expect to make on each one. Our cost to acquire a customer on AdWords was only a few cents.

Customer 167

Customer San Francisco Lean Hockey Stick 167

Startup Lessons Learned

JUNE 15, 2009

For example, imagine a team operating in a traditional waterfall development system, without continuous deployment, test-driven development, or continuous integration. Who will ultimately bear the cost of their mistakes? So we need to find solutions that operate at the systems level to break teams out of this pincer action.

Continuous Deployment 167

Continuous Deployment Software Review San Francisco Lean 167

Startup Lessons Learned

NOVEMBER 8, 2008

There are three fundamental situations that change what your company needs to do: creating a new market (the original Palm), bringing a new product to an existing market (Handspring), and resegmenting an existing market (niche, like In-n-Out Burger; or low-cost, like Southwest Airlines). Startup Lessons Learned - the Conference (April 23.

Customer Development 168

Customer Development Developer San Francisco Customer 168

Startup Lessons Learned

JULY 29, 2009

Although it costs to pay down the principal, we gain by reduced interest payments in the future. In addition, third-party services and API’s enabled us to do more with less, but at a cost: taking on the technical debt of products and teams outside our direct control. For example, how fault tolerant should it be?

Technical Review 168

Technical Review Software Review San Francisco Lean 168

Startup Lessons Learned

OCTOBER 20, 2008

I now believe that the "pick two" concept is fundamentally flawed, and that lean startups can achieve all three simultaneously: quickly bring high-quality software to market at low cost. Those are the kinds of indefinite costs that make our team grind to a halt over time. First of all, its a myth that cutting corners saves time.

Software Review 164

Software Review Engineer Management Technical Review 164

Startup Lessons Learned

MARCH 23, 2009

Pretty soon you’re chasing your own tail a little bit because you’re not operating against a clear, long-term vision of what you’re trying to accomplish. There is a lot to be said about the opportunity cost of perfection, iterative evolution and the difference between shipping a lemon and shipping a band aid.

San Francisco 167

San Francisco Lean Continuous Deployment Audio 167

Hearpreneur

OCTOBER 29, 2017

Amazing chefs and experts who want to share their cultural and culinary traditions with curious people – even if they can’t hop on a flight and visit Japan this year or Italy next year. Now I run a website that helps homeowners estimate roof costs, find contractors, etc. 10- Address financial and operating metrics.

Entrepreneur 71

Entrepreneur Social Media Liquidity Event Private Equity 71

Startup Lessons Learned

JULY 13, 2009

Reinertsen weaves together ideas from lean manufacturing, maneuver warfare, queuing theory, and even the architecture of computer operating systems and the Internet. For example, heres him discussing our collective blindness to queues: To understand the economic cost of queues, product developers must be able to answer two questions.

Product Development 153

Product Development Developer San Francisco Product 153

Up and Running

FEBRUARY 17, 2016

For Dan Hughes, Director of Operations at startup brewery ColdFire Brewing, he and his brother have been hard at work on business development and recipe formulation, navigating bureaucracy, and enduring the inevitable delays that come with brewery construction, equipment delivery, and regulatory approval. But they all take so much time.

Oregon 60

Oregon Jordan SBA Cofounder 60

Startup Lessons Learned

APRIL 9, 2009

And instead of design, engineering, QA, and operations we have a solution team implementing a startup-centric version of agile development. dalelarson : "Metrics are people, too." leanstartup ericnsantos : #w2e #leanstartup Metrics should be Actionable, Accessible and Auditable. Metrics are a key questions startups face.

San Francisco 132

San Francisco Continuous Deployment Lean Agile 132

Startup Lessons Learned

NOVEMBER 13, 2008

Hes a new employee, and he was not properly trained in TDD So far, this isnt much different from the kind of analysis any competent operations team would conduct for a site outage. This approach is a the heart of breaking down the "time/quality/cost pick two" paradox , because these small investments cause the team to go faster over time.

Software Review 167

Software Review Technical Review San Francisco Continuous Deployment 167

Up and Running

MAY 15, 2019

While Dan heads up operations, his brother Stephen is head brewer, and their team also includes directors of finance and brand, respectively. The more complex the operating structure of a business , the more information and time required.”. The ColdFire Brewing team meets to plan marketing. Watch your finances.

Oregon 24

Oregon Jordan Software Review Distribution 24

Startup Lessons Learned

NOVEMBER 22, 2008

Lessons Learned by Eric Ries Saturday, November 22, 2008 Net Promoter Score: an operational tool to measure customer satisfaction Ive mentioned Net Promoter Score (NPS) in a few previous posts, but havent had a chance to describe it in detail yet. The whole episode cost us hundreds of thousands of dollars in lost revenue.

.Net 158

.Net Operations San Francisco Lean 158

Startup Lessons Learned

MAY 7, 2009

The idea was that these two people would operate as a unit, with the mentors job performance during this period evaluated by the performance of the new person. Startup Visa update ► February (5) Kiwi lean startup + Australia next Why diversity matters (the meritocracy business) Beware of Vanity Metrics (for Harvard Business Rev.

Continuous Deployment 131

Continuous Deployment San Francisco Software Review Lean 131

Startup Lessons Learned

DECEMBER 8, 2008

Integration risk is the term I use to describe the costs of having code sitting on some, but not all, developers machines. Maybe operations has changed the OS configuration in production in a way that is incompatible with some developers change. First, a word about why continuous integration is so important.

Software Review 136

Software Review San Francisco Lean Continuous Deployment 136

Startup Lessons Learned

SEPTEMBER 8, 2009

That is just currently a full personal money sucking process, as you're taxed on income and have no business breaks yet, besides supplies, the majority of costs to start up a business have no tax advantages to creating a start up. Biggest thing for me not on your list is more tax advantages to starting up a company self-funded.

DC 90

DC Washington San Francisco SBIR 90

Cracking the Code

OCTOBER 10, 2008

Effectively measuring and understanding your CAC and CLTV metrics are key to future success. Ultimately, finding a low-cost, repeatable way to show customers how to be successful with your solution is as important as the solution itself. You put into words what we were thinking for our cost of client. Brian, Paglo www.paglo.com.

Software Review 48

Software Review North America Europe Metrics 48

Entrepreneurs-Journey.com by Yaro Starak

JUNE 19, 2010

As I said, I have a very small operation and I’m able to make much more than the average person. The difference here is the entry-level cost to buying web property, not physical property, is much lower than what it is to buy real-world properties. I also visited Japan, Melbourne, Singapore, and a few places like that.

Technical Review 76

Technical Review Software Review Prospectus Audience 76

Startup Lessons Learned

JANUARY 4, 2009

This has two major drawbacks: the central directory can become a single point of failure, and there is a performance cost for having to consult the directory ever time you want to access data anywhere in the cluster. Im talking about the actual data-fetching operation. This information is normally maintained by your operations team.

San Francisco 151

San Francisco Architecture Startup Database 151

Hearpreneur

SEPTEMBER 15, 2021

Cell phone companies continue to entice users with low-priced, higher-quality plans, but these plans have a hidden cost. When you add up the costs of these bundles, you'll find that you're paying for services you'll never use. A cell phone company that offers low-cost services while giving more value can break this.

Artificial Inteligence 103

Artificial Inteligence Entrepreneur Technical Review Security 103

Startup Lessons Learned

FEBRUARY 12, 2009

Resegmented market (low cost variety). Heres a situation where you offer to do the job for 1/10th the cost. Here your challenge is to convince that manager that you really can do the job at such low cost. They must be thinking "if its costing people their jobs, it must really work. Maybe I should try that."

San Francisco 89

San Francisco Continuous Deployment Ruby Lean 89

Startup Lessons Learned

JANUARY 12, 2009

At the cost of a little extra indirection, you can organize your code around a series of long-lived objects, each of whom communicates with the other objects in simple, easy-to-understand ways. But I think debates about which language, which operating system, even which editor (emacs, vim, Visual Studio) can go on forever. Im curious.

PHP 166

PHP Software Review Ruby San Francisco 166

Startup Lessons Learned

SEPTEMBER 11, 2009

This single decision wound up costing the company significant revenue and over the course of several months sent its customer growth into decline. In the end, we managed to repair the damage, but only after losing a lot of time and at significant opportunity cost. We were totally unprepared for the magnitude of what happened.

Community 158

Community Management Lean Software Review 158