How to enable resellers to maximise sales in a "Land and Expand" sales model

Captain Obvious: "Meet the KPIs." In addition: - don't give them the secret sauce, what makes you "you" - do things they don't want to do - demonstrate positive ROI. Keep the details of your technical expertise, how you do what you do, to yourself. That way they won't be able to simply hire someone and duplicate your process in-house. By doing tasks they find distasteful or outside their comfort zone, you make yourself indispensable. Clearly show, in measures they give you themselves ("If they say it, it's true; if you say it, you have to defend it"), that your efforts have brought in new revenue, saved them money, or both. Finally, ASK THEM. Get them to clearly state under what circumstances they would declare continuing to work with you 12 months from now a "No-Brainer." Don't leave it fuzzy. If you want my help with this, book a call to discuss.

I very much disagree with Mark's assessment. You shouldn't compensate this person for the COO role until they are confirmed into this role and working full-time in this capacity. If they are a part time medical advisor, they should have a very small amount of equity to begin with. It would depend mostly on how much (if any) you've raised to date, but it would be unusual for an advisor to have more than 1% of the Company. Happy to talk to you about the details of your situation to come up with a fair offer that doesn't hurt your chances of raising capital in the future.

Hi, I've helped people buy and sell businesses for years and have helped people dissolve and create partnerships and raise capital. When you take on a partner, you're selling a piece of a business. Either the one you have now or the one you hope to grow into. The question is, 'what do you expect your new partner to bring to the business and what will they need to get in order to justify the risks?' People use the word 'partner' to talk about real partners, shareholders, investors, etc. You can structure debt arrangements, equity arrangements or combinations depending on what you want to achieve and based on what inticements you think you need to offer. Give me a call to discuss the specifics of your situation and be sure to check out my reviews to see how I've helped other people with partner issues. Thanks Dave

Market to your niche, talking about the same problems your beta clients signed on to get fixed. These are called "pain points" and are valuable language. Anyone in the situation will instantly pay attention to you. Note that I am saying you should talk about the problem(s), not the features of your software. People want to get out of bad situations, not buy features. Yes, retain equity. Once given away, it's difficult to recover. And it can easily be worth much more than the capital raised...which is meant for operating expenses anyway, not your personal use. If the beta clients have paid you for their involvement, then it would seem you've proven the economic viability of the solution. Either way, your next job is to filter for people having the same problem the software solved for your beta clients, and get new clients to pay for the solution.

I am a corporate lawyer and business adviser for over 7 years. I worked mainly in Israel, "the startup nation" and at least twice a year an entrepreneur comes over with a similar question. Don't know how to say it better but straight forward - no one EVER starts as a billion dollar company. Did you try your idea on a small market first and saw that it's working? A lot of experts (ask Dan Martell the founder of Clarity) will tell you that you cannot take the whole world by a storm at once. You start small and you scale it little by little. I'm not saying your idea is not good or that it cannot kick out Uber, what I'm saying is that since you don't have to start big, you can take a co-founder that complete your skills - if you are good in developing and lack the marketing, take someone that is great in marketing. If you cannot pitch, take someone who can talk and sell. But first of all - show a proof of concept. By the way, if you didn't do it till now, I recommend you read Zero to One by Peter Thiel one of the founders of PayPal. It's a great book where he discusses the creation of something new - from 0 to 1 in oppose to from 1 to n, i.e. adding more of something familiar. Don't define who you are by others, say what's unique about you. If you wish to elaborate, just give me a call. Y