Remove Forecast Remove Revenue Remove Venture Capital Remove Vertical
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How Private Equity and Venture Capital Investors Are Eating Their Own Dogfood

David Teten

Private equity and venture capital investors are copying our sisters in the hedge fund and mutual fund world: we’re trying to automate more of our job. The most visible evidence of the trend towards automation is an increasing number of engineers working at venture capital and private equity funds.

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How Boards Need to Evolve Over Time

Both Sides of the Table

When you first start your company and raise initial venture capital your board probably consists of 1-3 founders and 1-2 VCs. How to build a great forecast. In the Early Days. This brought insider knowledge and perspective that frankly John & I lacked. What is the current best practices in sales compensation plans.

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Times Square Strategy Session – Web Startups and Customer Development

Steve Blank

In it, I got asked a question I often hear: “What if we have a web-based business that doesn’t have revenue or paying customers? And without revenue how do we know if we achieved product/market fit to exit Customer Validation?” They’re putting money into web services/business – most without early revenue. End of theory.&#

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Fundraising: Don’t Waste Time Convincing Skeptics

Austin Startup

They have a $600k sales backlog that they’ll complete this month, and about 50% or more of that will be recurring revenue. The product is a complex AI service in an industry vertical that is large and growing fast. How could a company only six months old have $600k in revenue this month? What was Oksana’s response?

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The Customer Development Manifesto: Reasons for the Revolution.

Steve Blank

Once the product begins to ship, startup sales execs use orders and revenue as its marker of progress in understanding customers. Well, because the revenue plan we promised the investors shows us generating customer revenue from the day of first customer ship.” Doesn’t it depend on vertical market.?

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Durant Versus Sloan – Part 1

Steve Blank

Sloan put in place GM’s management accounting system (borrowed from DuPont) that for the first time allowed the company to: 1) produce an annual operating forecast that compared each division’s forecast (revenue, costs, capital requirements and return on investment) with the company’s financial goals.

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These Two Questions Are All You Need To Understand The Next Few Years of Venture & Startups

Hunter Walker

Do you understand your cost structure and can you manage to a forecastable growth rate. Your runway is impacted by the absence of projected revenue. Instead I’ll suggest there are two specific questions that really matter, the answers to which will have the biggest impact on the next 1–5 years of startups and venture capital.

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