YoungUpstarts

OCTOBER 19, 2017

by Steve Owens, Founder and CTO of Finish Line Product Development Services. In this article we explore the unique challenges of a lean start-up and how Outsourced Product Development (OPD) can be used to overcome them. Reducing product turn time. Extending the runway. The Lean Start-Up Environment.

Product Development 153

Product Development Lean Developer Product 153

Feld Thoughts

MAY 5, 2011

This approach worked much better, but by this point one of the co-founders was frustrated with the customer dynamics (all business facing) and decided to leave to start a new consumer-facing business (he left on good terms, we are still good friends, and he’s much happier today). The last three months have been pleasantly insane.

CTO Hire 131

CTO Hire Cofounder Architecture Product Development 131

Spencer Fry

DECEMBER 16, 2019

I've chosen to continue to lead product, but I've given up almost all of my responsibilities in regard to marketing and support. In fact for a long time, it was just me running all departments, but as we began to grow, that broke down quickly. New hiring responsibilities. It's even difficult for me at times as the CEO.

CTO Hire 44

CTO Hire Wiki Product Development Matching 44

Startup Lessons Learned

SEPTEMBER 22, 2008

The law of large numbers (of customers) says you cant help but make at least some money - your valuation is determined by how well you monetize the tidal wave of growth. Paid - if your product monetizes customers better than your competitors, you have the opportunity to use your lifetime value advantage to drive growth.

San Francisco 167

San Francisco CPA SEM CTO Hire 167

The Next Web

DECEMBER 2, 2013

Therefore, if you want to bring an MVP ( Minimum Viable Product ) to market, Werdelin approximates that you’ll need $50,000 to $250,000 , depending on the skill sets of the developers and designers you hire. Werdelin equates building a successful product to building a nightclub. times that amount in total costs.

Cost 168

Cost San Francisco New York City Ruby 168

Venture Chronicles

AUGUST 2, 2013

I have covered a couple of topics in this series, the first being hiring the best people and the second organizing for success based on the attributes of the people you are hiring. and more on point is that the best product is a result of what you learn from your customers, not what you think you should be doing.

Product 62

Product CTO Hire Architecture Startup 62

Startup Lessons Learned

SEPTEMBER 14, 2008

Lessons Learned by Eric Ries Sunday, September 14, 2008 How to listen to customers, and not just the loud people Frequency is more important than talking to the "right" customers, especially early on. Youll know when the person youre talking to is not a potential customer - they just wont understand what youre saying.

San Francisco 131

San Francisco Customer Lean Continuous Deployment 131

Hippoland

OCTOBER 9, 2016

This is one of my favorite startup presentations of all time by Mike Cassidy on going fast. Demonstrate that you can pull the trigger on things quickly — whether it be getting customers, hiring / firing employees, or product development. And convey this in your pitch.

Seed Stage 48

Seed Stage CTO Hire Email Later Stage 48

Startup Lessons Learned

SEPTEMBER 15, 2008

The application of agile development methodologies which dramatically reduce waste and unlock creativity in product development. See Customer Development Engineering for my first stab at articulating the theory involved) Ferocious customer-centric rapid iteration, as exemplified by the Customer Development process.

Lean 168

Lean San Francisco Startup Continuous Deployment 168

Startup Lessons Learned

SEPTEMBER 2, 2008

After all, the worst kind of waste in software development is code to support a use case that never materializes. Scalable systems are no exception - if your assumptions about how many customers youll have, or how they will behave are just a little bit wrong, you can wind up with a massive amount of wasted code.

San Francisco 94

San Francisco Continuous Deployment Agile Lean 94

Startup Lessons Learned

SEPTEMBER 10, 2008

I am convinced one of Joel Spolskys lasting contributions to the field of managing software teams will turn out to be the Joel Test , a checklist of 12 essential practices that you could use to rate the effectiveness of a software product development team. He wrote it in 2000, and as far as I know has never updated it.

Software Review 144

Software Review Technical Review San Francisco Continuous Deployment 144

Startup Lessons Learned

JULY 28, 2010

In the early fall of 2009, as kaChing prepared for its marketplace launch, the management team showed the app—which included real time market data, SEC-grade accounting, analytics, compliance and customer management tools—to a number of investment pros to get feedback and endorsements. That all-hands lasted five minutes.

San Francisco 158

San Francisco Lean Continuous Deployment SEC 158

Startup Lessons Learned

SEPTEMBER 2, 2008

This simple feedback loop has proven its worth to me time and again. Its inspired by the classic OODA Loop and is really just a simplified version of that concept, applied specifically to creating a software product development team. There are three stages: We start with ideas about what our product could be.

San Francisco 142

San Francisco Continuous Deployment Lean DC 142

Startup Lessons Learned

SEPTEMBER 10, 2008

The Entrepreneur’s Guide to Customer Development ► June (3) What is a startup? Thoughts on scientific product development Lo, my 5 subscribers, who are you? How to listen to customers, and not just the loud. No departments The Five Whys for Startups (for Harvard Business R.

Software Review 68

Software Review San Francisco Technical Review Continuous Deployment 68

Startup Lessons Learned

OCTOBER 4, 2008

Maybe youd like to start with The lean startup , How to listen to customers , or What does a startup CTO actually do? ) Every startup has a chance to change the world, by bringing not just a new product, but an entirely new institution into existence. Your "startup-lessons-learned" are very valuable. Would love to get in touch.

San Francisco 155

San Francisco Technical Cofounder Fractional CTO CTO 155

Startup Lessons Learned

SEPTEMBER 12, 2008

The Entrepreneur’s Guide to Customer Development ► June (3) What is a startup? Thoughts on scientific product development Lo, my 5 subscribers, who are you? How to listen to customers, and not just the loud. No departments The Five Whys for Startups (for Harvard Business R.

Audience 119

Audience San Francisco Continuous Deployment Lean 119

Startup Lessons Learned

SEPTEMBER 8, 2008

So one of the first things we did was to hire an Oracle expert and get to work. We just had our app support a few tens of thousands of customers, and it did well. The Entrepreneur’s Guide to Customer Development ► June (3) What is a startup? How to listen to customers, and not just the loud.

San Francisco 68

San Francisco Technology Continuous Deployment Lean 68

Steve Blank

JULY 30, 2009

Your Customers are Not Who You Think For years I thought this “million unit chip sale by accident&# was a “one-off&# funny story. That is until I saw that in startup after startup customers come from places you don’t plan on. Your board nods sagely at your target customer list.

Silicon Valley 131

Silicon Valley RSS California Customer Development 131

Startup Lessons Learned

SEPTEMBER 15, 2008

In my experience, the majority of changes we made to products have no effect at all on customer behavior. The report is set up to show you what happened to customers who registered in that period (a so-called cohort analysis ). This report is set up to tell you about new customers specifically. One last note on reporting.

San Francisco 166

San Francisco Lean Technical Review Continuous Deployment 166

Startup Lessons Learned

SEPTEMBER 2, 2008

The Entrepreneur’s Guide to Customer Development ► June (3) What is a startup? Thoughts on scientific product development Lo, my 5 subscribers, who are you? How to listen to customers, and not just the loud. No departments The Five Whys for Startups (for Harvard Business R.

San Francisco 60

San Francisco Continuous Deployment Lean DC 60

Startup Lessons Learned

SEPTEMBER 1, 2008

The Entrepreneur’s Guide to Customer Development ► June (3) What is a startup? Thoughts on scientific product development Lo, my 5 subscribers, who are you? How to listen to customers, and not just the loud. No departments The Five Whys for Startups (for Harvard Business R.

San Francisco 68

San Francisco Developer Continuous Deployment DC 68

Startup Lessons Learned

SEPTEMBER 10, 2008

The Entrepreneur’s Guide to Customer Development ► June (3) What is a startup? Thoughts on scientific product development Lo, my 5 subscribers, who are you? How to listen to customers, and not just the loud. No departments The Five Whys for Startups (for Harvard Business R.

San Francisco 60

San Francisco Continuous Deployment DC Lean 60

Startup Lessons Learned

SEPTEMBER 16, 2008

Usability testing is great for coming up with ideas about what to change in your product, but dont forget to split-test those ideas to make sure they work, too. Read more at How to Usability Test your Site for Free | Noah Kagans Okdork.com Labels: listening to customers 1 comments: HKagan said. Seth Godin: How often should you publish?

San Francisco 60

San Francisco Continuous Deployment Lean DC 60

Startup Lessons Learned

SEPTEMBER 10, 2008

I see startups struggle with this all the time. You have customers, they are using your product, and you are trying to help them. The Entrepreneur’s Guide to Customer Development ► June (3) What is a startup? Thoughts on scientific product development Lo, my 5 subscribers, who are you?

San Francisco 76

San Francisco Continuous Deployment Lean DC 76

Startup Lessons Learned

SEPTEMBER 6, 2008

The Entrepreneur’s Guide to Customer Development ► June (3) What is a startup? Thoughts on scientific product development Lo, my 5 subscribers, who are you? How to listen to customers, and not just the loud. No departments The Five Whys for Startups (for Harvard Business R.

San Francisco 60

San Francisco Continuous Deployment Lean DC 60

Startup Lessons Learned

SEPTEMBER 2, 2008

You delight customers just like before. In an eyeballs business, you just cant seem to acquire or activate that next step-up of customers. Or your cost of customer acquisition just magically floats up to match your customer lifetime value. Thoughts on scientific product development Lo, my 5 subscribers, who are you?

San Francisco 60

San Francisco Continuous Deployment Lean DC 60

Startup Lessons Learned

SEPTEMBER 18, 2008

When you have an infinitesimal number of customers, it can be embarrassing. But as long as your ego can take it, there are huge advantages to having a small number of customers. Most importantly, you can get to know those few customers in a way that people with zillions of customers cant. You can even meet the friend.

San Francisco 133

San Francisco Lean Continuous Deployment DC 133

SoCal CTO

DECEMBER 1, 2010

aka: An Open Letter to the Next Big Social Network) - 500 Hats , November 1, 2010 I've held off writing this post for a long time, because I couldn't quite get my head around all the issues. love to find great products and services made by entrepreneurs who are trying to change the world. It may be that all the doomsayers are right.

Technical Review 175

Technical Review Technology Product CTO Hire 175

Startup Lessons Learned

SEPTEMBER 22, 2008

Lessons Learned by Eric Ries Monday, September 22, 2008 Thoughts on scientific product development I enjoyed reading a post today from Laserlike (Mike Speiser), on Scientific product development. Keep split-testing, but keep this iron rule: if it doesnt change customer behavior, its not a feature. Now that is fun.

Product Development 68

Product Development Developer San Francisco Product 68

SVPG

MARCH 5, 2011

Organizationally, this role typically manages the product owners/product managers and the user experience designers, and generally reports to the CEO. With some exceptions, it it is important that this role be a peer to the CTO and the VP Marketing. Those that do succeed make a dramatic difference for their companies.

Product 82

Product CTO Hire Hiring Leadership 82

Startup Lessons Learned

DECEMBER 7, 2008

And we cant hire new engineers any faster, because you cant be interviewing and debugging and fixing all at the same time! Even with the highest standards imaginable, theres no way to hire just genius hackers. Hire a CTO or VP Engineering. Worst of all, your teammates are constantly wanting to have meetings.

Software Review 94

Software Review Technical Review Part-Time VPE San Francisco 94

Up and Running

MAY 23, 2016

A description of the problem you’re solving for your customers, and your solution to the problem, which is usually your product or service. Also, make a bullet list of the marketing activities that will drive customers to your door. If you don’t yet have a team yet, list the roles you need to hire for. The business model.

Software Review 74

Software Review Software Delaware Forecast 74

Startup Lessons Learned

MAY 7, 2009

Getting features and fixes into hands of users was the greatest priority - a test environment would just get in the way and slow down the validation coming from having code running in production. As the product matured, they were able to ratchet up the quality to prevent regression on features that had been truly embraced by their customers.

Continuous Deployment 131

Continuous Deployment San Francisco Software Review Lean 131

David Teten

OCTOBER 1, 2015

Customer development would be reduced to a single person exercise that could be repeated in parallel dozens of times over, ultimately yielding 30+ companies a year. Second, the company must eventually own the product development and maintenance functions in-house. Our model at Casual Corp.

Software Developers 60

Software Developers Software Development Software Review Technical Cofounder 60

Up and Running

OCTOBER 8, 2015

We ended up with a product that was searching for a market instead of first spending the time to figure out who our ideal customer was and building a product specifically for them. Instead, we built a product first (that’s expensive!) Instead, do market research to get to know your customers and prospects better.

Marketing 60

Marketing Forecast CTO Hire Finder 60

Startup Lessons Learned

JUNE 22, 2009

Each has its own iterative process: customer development and agile development respectively. Some startups avoid getting customer feedback for precisely this reason: they are afraid that if early reactions are negative, theyll be "forced" to abandon their vision. As the CTO/VP Engineering, I was the worst offender.

San Francisco 167

San Francisco Lean Continuous Deployment Agile 167

Startup Lessons Learned

SEPTEMBER 13, 2008

Lessons Learned by Eric Ries Saturday, September 13, 2008 SEM on five dollars a day How do you build a new product with constant customer feedback while simultaneously staying under the radar? Slowly, over time, we optimized (or eliminated) each step in the process of becoming a customer by giving us money. chatted once?

SEM 164

SEM San Francisco Lean Continuous Deployment 164