Loading...
Answers
MenuWould I be able to find a job based on the skills I learned being an "entrepreneur" if my startup doesn't succeed?
Answers
Just because your startup didn’t or won’t succeed doesn’t mean it was a failure or you are. In the start up lifestyle you get to learn things that other individuals at larger corporations don’t. You understand what it is like to raise money, work with little to no money, and really pour your soul in to your company. If your startup comes to an end, many companies would love to hire someone with your passion and who is willing to do the small stuff to get to the top. Entrepreneurs think differently than others so it is great to have that point of view in any office setting. I don’t think you should have a problem finding another job in the start up world or continuing as a financial analyst but many companies would love to have you on their team to bring a different dynamic to their company. If you want to discuss anything further feel free to set up a call with me ☺
I have been where you are. I've had a "pay the bills" job but felt more alive when I was doing my own thing. Initially, when I launched my coaching business, it fell flat. Disappointed and embarrassed and having exhausted my reserves, I went back into traditional employment. When life brought me back around to coaching, I was scared to death to try again.
What I learned however was the key to my success was in my failure. So I dared to look. And I dared to ask myself the hard questions. In my case, it was not having established a pool to draw clients from.
So I focused my efforts on building my reputation as a coach and getting in front of people whom my message resonated with.
Before you throw in the towel, I encourage you to dig a little deeper. If you need some help with digging and an objective set of eyes, contact me.
Regardless, lose that feeling! Your skills are completely transferable and can help you to gauge if the job is a good fit or not. Simply highlight the skills you've gained on your resume and your job interview that would make you an asset to that company. The right one will not hesitate to scoop you right up!
I've seen varying opinions on this. My take is that as long as the startup experience compliments your skill set it makes sense for you to tie that into a job hunt. Being a Founder/CEO of a startup alone doesn't buy you much, but being able to show successful business development, creating marketing initiatives, overseeing product development, project management and more will be beneficial. You'll have to tailor it toward the job you want. Overall, my entrepreneurial experience has opened more doors than it closed. I'd imagine you'll have a similar experience.
Feel free to reach out with any questions.
Having started several companies in my time, as founder or cofounder, some of which failed, I find it depends on a number of factors in addition to the above.
The one constant is you have gained valuable insight into other arena that you otherwise wouldn't have got had you not tried to grow the startup. This means you'll be able to communicate effectively with parties in those fields better than any other financial analyst.
Your ability to find a job based on your newly acquired skills depend, just like anything else, on the market for them. Your understanding of growth strategies may help with various marketing and managerial roles, analysis in pre-sales processes, customer insight and crucially, end-to-end customer journeys (quote to fulfilment and beyond). This can mean you more effectively communicate and work with those traditionally specialist fields.
After 5+ years, I'd argue a failure may be OK depending on it's growth profile. If it was 1 or 2 then it is often seen as a folly and perhaps to be expected, since most startups fail in that period if they're going to. Also, if it didn't ever make a lot of cash with no attempt at growth, it is also seen as a folly. If it made you lots of money, but the market turned under you, then I think it can be explained.
The question then becomes how much does the company value the new you?
Let me know if you want more information on anything covered here.
Most startups fail...so if businesses see your failure as a flaw then you probably don't want to be working for them as well. There was a reason Facebook's internal mantra use to be Build Fast and Break Things (until they scaled). At the end of the day your failures are what will really define you. How do you bounce back? What did you learn? I believe you would be able to find a job easily. However, the question, a person on a marketing, sales, pm team may really wonder is why you leave your passion of being an entrepreneur to sit at someone else's desk other than to collect a check? It has nothing to do with failure and everything to do with are you really passionate.
As a four-time entrepreneur, three of which were new startups, I can relate to your dilemma. If you can answer the question about why you are no longer involved with the startup in a way that is positive and makes sense, it's probable you will not be penalized. It's also possible to list your skills on a Resume or LinkedIn Profile in such a way as to focus more on highlighting your skills while focusing less on the companies you worked for or owned. Look up the career definitions of the skills you've acquired and decide whether you meet the professional expectations of those skills, if so, then list the skill and give specific examples of how those skills were used. Remember these things during the interview process as well. Besides applying for positions at well-established companies, consider applying at startups seeking the kind of talent and skills you've acquired and developed - they may be more likely to understand your career track.
As others have noted upon answering your question, I also find that the entrepreneurial experience opens more doors than it closes.
If you would like to set up a call with me to discuss startup opportunity sources, or wording of your Resume/LinkedIn profiles, or other follow-up questions, I am available.
I totally recognize myself in your description. You can read the article I've written on Linkedin https://www.linkedin.com/pulse/my-5-mistakes-entrepreneur-coming-from-corporate-serena-de-maio
People learn from mistakes + building a company teaches so much that only fools will treat it as a negative on your CV.
And you don't want to work for / with fools, do you ;) ?
Good luck,
Serena
Related Questions
-
Business partner I want to bring on will invest more money than me, but will be less involved in operations, how do I split the company?
Cash money should be treated separately than sweat equity. There are practical reasons for this namely that sweat equity should always be granted in conjunction with a vesting agreement (standard in tech is 4 year but in other sectors, 3 is often the standard) but that cash money should not be subjected to vesting. Typically, if you're at the idea stage, the valuation of the actual cash going in (again for software) is anywhere between $300,000 and $1m (pre-money). If you're operating in any other type of industry, valuations would be much lower at the earliest stage. The best way to calculate sweat equity (in my experience) is to use this calculator as a guide: http://foundrs.com/. If you message me privately (via Clarity) with some more info on what the business is, I can tell you whether I would be helpful to you in a call.TW
-
How much equity should I ask as a CMO in a startup?
Greater risk = greater equity. How likely is this to fail or just break even? If you aren't receiving salary yet are among 4-6 non-founders with equivalent sweat investment, all of whom are lower on the totem pole than the two founders, figure out: 1) Taking into account all likely outcomes, what is the most likely outcome in terms of exit? (ex: $10MM.) Keep in mind that 90%+ of all tech startups fail (Allmand Law study), and of those that succeed 88% of M&A deals are under $100MM. Startups that exit at $1B+ are so rare they are called "unicorns"... so don't count on that, no matter how exciting it feels right now. 2) Figure out what 1% equity would give you in terms of payout for the most likely exit. For example, a $10MM exit would give you $100k for every 1% you own. 3) Decide what the chance is that the startup will fail / go bankrupt / get stuck at a $1MM business with no exit in sight. (According to Allman Law's study, 10% stay in business - and far fewer than that actually exit). 4) Multiply the % chance of success by the likely outcome if successful. Now each 1% of equity is worth $10k. You could get lucky and have it be worth millions, or it could be worth nothing. (With the hypothetical numbers I'm giving here, including the odds, you are working for $10k per 1% equity received if the most likely exit is $10MM and the % chance of failure is 90%.) 5) Come up with a vesting path. Commit to one year, get X equity at the end. If you were salaried, the path would be more like 4 years, but since it's free you deserve instant equity as long as you follow through for a reasonable period of time. 6) Assuming you get agreement in writing from the founders, what amount of $ would you take in exchange for 12 months of free work? Now multiply that by 2 to factor in the fact that the payout would be far down the road, and that there is risk. 7) What percentage share of equity would you need in order to equal that payout on exit? 8) Multiply that number by 2-3x to account for likely dilution over time. 9) If the founders aren't willing to give you that much equity in writing, then it's time to move on! If they are, then decide whether you're willing to take the risk in exchange for potentially big rewards (and of course, potentially empty pockets). It's a fascinating topic with a lot of speculation involved, so if you want to discuss in depth, set up a call with me on Clarity. Hope that helps!RD
-
I have this social media idea,but no coding skills. How do I get someone to do the coding (cant afford to pay them) and not give away half of my idea?
Dilip was very kind in his response. My answer might be a bit on the "tough love" side. But that's for you to decide. My intention, just for the record, is to help you (and those like you) on your path to success. And that starts with having a viable philosophy about entrepreneurial-ism and business. And I'm going to answer this because I get asked some form / version of this question very frequently from newcomers to entrepreneurial-ism. The scenario goes something like this: "I have a great idea. It's amazing, I love it, and I just KNOW it's gonna make me a ton of money. But I have no money right now so I can't afford to (fill in the blank with things like "to build it / create it / market it / etc" or "to hire the required staff needed to work in my business to sell it / develop it / etc"). And I don't want to tell anyone about my great idea because I'm worried someone will steal it and make MY million / billion dollars. But I can't afford to legally protect it either... So how do I launch without the skills to personally create the product AND no money to hire anyone else to do that either??" The answer is ... You don't. Look - let's be honest. All you have is an idea. Big deal. Really. I'm not saying it's not a good idea. I'm not saying that if properly executed it couldn't make you a million / billion dollars... But an idea is NOT a business. Nor is it an asset. Until you do some (very important) initial work - like creating a business model, doing customer development, creating a MVP, etc - all you really have is a dream. Right now your choices are: 1. Find someone with the skills or the money to develop your idea and sell them on WHY they should invest in you. And yes, this will mean giving up either a portion of the "ownership" or of future income or equity. And the more risk they have to take - the more equity they will want (and quite frankly be entitled to). 2. Learn how to code and build it yourself. MANY entrepreneurs without financial resources are still resourceful. They develop the skills needed to create what they don't have the money to pay someone else to do. 3. Get some cash so you can pay someone to do the coding. You'll probably have to have some knowledge of coding to direct the architecture of your idea. So you will likely still have to become knowledgeable even if its not you personally doing the coding. (This is not meant to be a comprehensive list of options... And I'm sure some of the other experts here on Clarity have others to add - and I hope they do) To wrap up - Here's my final tip to you that I hope you "get"... It's FAR more valuable to have an idea that a very specific hungry crowd is clamoring for right now - One that THEY would love and pay you for right now - Maybe even one they'd pre-order because they just have to have it - Versus YOU being in love with your own idea. [Notice I didn't say "an idea that some as-of-yet-undetermined market would probably love"] I wish you the best of luck moving forward.DB
-
What is a better title for a startup head....Founder or CEO? Are there any pros/cons to certain titles?
The previous answers given here are great, but I've copied a trick from legendary investor Monish Pabrai that I've used in previous startups that seems to work wonders -- especially if your company does direct B2B sales. Many Founders/ CEOs are hung up on having the Founder/ CEO/ President title. As others have mentioned, those titles have become somewhat devalued in today's world -- especially if you are in a sales meeting with a large organization. Many purchasing agents at large organizations are bombarded by Founders/ CEOs/ Presidents visiting them all day. This conveys the image that a) your company is relatively small (the CEO of GM never personally sells you a car) and b) you are probably the most knowledgeable person in the organization about your product, but once you land the account the client company will mostly be dealing with newly hired second level staff. Monish recommends that Founder/ CEOs hand out a business card that has the title "Head of Sales" or "VP of Sales". By working in the Head of Sales role, and by your ability to speak knowledgeably about the product, you will convey the message that a) every person in the organization is very knowledgeable about the ins and outs of the product (even the sales guys) and b) you will personally be available to answer the client's questions over the long run. I've used this effectively many times myself.VR
-
How has Uber grown so fast?
Obviously, they do the fundamentals well. Good brand. Good experience. Good word of mouth. Good PR. Etc. Etc. But after my interview with Ryan Graves, the head of Global Operations at Uber (https://www.growthhacker.tv/ryan-graves), it became clear that they are operationally advanced and this is a huge part of their success. I'll explain. Uber isn't just a single startup, it's essentially dozens of startups rolled into one because every time they enter a new city they have to establish themselves from essentially nothing (except whatever brand equity has reached the city ahead of them). This means finding/training drivers, marketing to consumers, and building out local staff to manage operations for that city. This is where Ryan Graves comes in. He has a protocol of everything that must be done, and in what order, and by who, to ensure the best chance of success in a new city. So how has Uber grown so fast? Essentially, they figured out how to grow in one locale and were relentless about refining their launch process to recreate that initial success over and over in new cities. No plan works for every city, and they've had to adapt in many situations, but it is still a driving factor for their success.BT
the startups.com platform
Copyright © 2025 Startups.com. All rights reserved.