Up and Running
DECEMBER 16, 2021
Metrics such as discretionary cash flow or business revenue are used. A company’s goodwill might be worth 2x more than the discretionary cash flow, or the accounting practice’s value might be worth 1 to 1.35x the annual revenue + work-in-progress (inventory). Software (system and application) 0.7 Oil and Gas 0.7
Both Sides of the Table
JULY 29, 2010
People buy companies for 3 primary reasons: 1) they want the management team / talent 2) they want the technology or 3) they want the market traction (revenue, customer base, profits, etc). Mark Jeffrey - Q: “Is it more traditional to do your ESOP (employee stock option plan) before or after your angel or Series A funding?&#
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Both Sides of the Table
AUGUST 28, 2009
We went through the euphoria of massive exposure at the time of our launch due to an article that ran in the Financial Times. Our software wasn’t fully baked. We had one of the largest US software companies talk about buying us. I know that we haven’t brought in revenue as quickly as we had hoped.
crowdSPRING Blog
OCTOBER 10, 2014
Stock option questions startup employees should ask | Business Insider – crowdspring.co/1n8lUje. 5 Things I Learned Analyzing Buffer’s Revenue Dashboard | Ivan Kreimer – crowdspring.co/1xfTwMG. Legal Contracts for Software Developers Who Hate Contracts (w/free contract template to use today) – [link].
Berkonomics
APRIL 4, 2024
Good audit committees also review the corporation’s insurance portfolio, risk protection policies such as email and computer use, disaster response and recovery policies and any other area where the corporation’s very life could be at risk from inattention. I engineered the extraction of the outside investors, even at a near total loss.
Both Sides of the Table
APRIL 27, 2010
But in these years I learned how to sell software – necessity is the mother of all invention. I learned how to retain employees when stock options were no longer a real currency. But in our first year of sales (and those were really shitty years to be selling software) we sold $2.1 million, then $5.9m, $7.7m
www.paulgraham.com
APRIL 28, 2010
I wassurprised recently when I realized that all the worst problems wefaced in our startup were due not to competitors, but investors.Dealing with competitors was easy by comparison. There never has to be atime when you have no revenues. Your natural tendency when an investor says yes willbe to relax and go back to writing code.
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