Need help & advice for job search strategies which can pay me minimum $150,000 per annum in India or any other country in technology or product role

There is quite a bit of information available online about eCommerce conversions rates. According to a ton of sources, average visitor-to-sale conversion rates vary from 1-3%. This does not mean the Furniture conversions will be the same. The bigger problem is that visitor-to-sale conversions are not a good data point to use to measure or tune your eCommerce business. All business have some unique friction factors that will affect your final conversion rate. It's very important to understand each of these factors and how to overcome them. The best way to measure and optimize is to take a conversion funnel approach. Once you have defined your funnel you can optimize each conversion rate to better the total effect. For example: Top of the funnel: - All web site visitors, 100,000 / month First conversion: View a product page, 50% of all visitors Second Conversion: Add to Cart, 10% of people who view products Final Conversion: Complete Checkout, 80% of people who put items in a cart In this example we see that only 10% of people who actually view products put them in to a cart, but 80% of those people purchase. If you can figure out why visitors are not adding items to their cart and fix the issue to increase the conversion rate, revenue should increase significantly because of the high checkout rate. You can use free tools like Google Analytics to give you a wealth of information about your site visitor and their behavior or there are some great paid tools as well.

As you may suspect, there really isn't a hard and fast answer. You can review averages to see that a CEO typically becomes a major shareholder in a startup, but your role and renumeration will be based on the perceived value you bring to the organization. You value someone's contribution through equity when you think that they will be able to add long-term benefits, you would prefer that they don't move company part way through the process, and to keep them from being enticed by a better salary (a reason for equity tied to a vesting arrangement). Another reason is when the company doesn't have salary money available but the potential is very strong. In this situation you should be especially diligent in your analysis because you will realize that even the best laid plans sometimes fall completely short. So to get the best mix, you have to be very real about the company's long-term growth potential, your role in achieving it, and the current liquidity necessary to run the operations. It should also be realized that equity needs to be distributed. You cannot distribute 110% and having your cap table recalculated such that your 5% turns into 1% in order to make room for the newly hired head of technology is rather demotivating for the team. Equity should be used to entice a valuable person to join, stay, and contribute. It should not be used in leu of salary that allows an employee to pay their bills. So, like a lot of questions, the answer is really, it depends. Analyzing the true picture of your long-term potential will allow you to more easily determine the correct mix.

As the owner of a web development firm, I am always inventing our own digital products and services. Any service that is web-based and accessible to mobile devices work as long as they solve a business need. The digital products I wish would exist are: 1. Home building services including videos by experienced builders 2. Mail and package weighing digital services 3. More security services for document transfer services. Bruce

Carolyn's points are spot-on. Tactically speaking, I would suggest that you make contact with the recruiting partners at the top VCs. Greylock, a16z and others have partners specifically focused on helping their portfolio companies with recruiting. Cold calls and emails with a "I'm an entrepreneur that has built two companies, one of which grew to X in Y time, and the other grew to X in Y time. I'm interested in exploring opportunities within your portfolio who are looking to scale-up their growth and sales" should get some discussions initiated with these recruiting partners. Stage of company matters too. You're more likely to find a fit with a company who is post a $1m seed raise and already scaling-up. I'd also think a lot about what role you're interviewing for. The problem with a generalized entrepreneurial background is that it can be perceived as "jack of all trades, master of none." So in order to improve your resume, you might be best to be 2nd to a great growth lead or be the first hire under a VP Sales. Also, I'd suggest that you research the ages of the founders. If they are under 30, they are more likely to be biased to hire younger talent, but over 30, that bias often swings the other way. I'd recommend you call Carolyn if you want help on how best to present yourself to prospective employers. I'm happy to talk to you about your background and experience and recommend more specifically the kinds of companies and roles that might be the best fit for you. Best of luck!

The ideal way would be to hire the engineer while the project is still under development. You and the engineer should follow up with the outsourced partner in the process. This will give hold to the engineer and later more staff can be trained in upgrading or follow on versions of the product/service.