How should you quote run-rate if planning exit / raise or demonstrating success?

I can give you the standard answer, brand, audience, marketing and half a dozen other things. You can spend thousands on any or all of those three things but if you don't grind, get better all the time and learn. You've wasted your money and time. 1. Grinding. The reality is just grinding away every day. 14-15 hours a day 6-7 days a week, not for a month, a year, 2 years... whatever it takes. Never say die attitude. Whilst our competitors are on holidays or just slacking off. We're still working stealing their customers. If you don't keep grinding away you'll never succeed. Of course just grinding away isn't enough. 2. Continuous improvement Never settling, learning from mistakes, recovering from it and just keep grinding away. Just focus on just getting better all the time. What has made us successful, (4x) was just getting better. Better at knowing our customers, better at producing the product. Better at communicating with our audience. Better at customer service, better at everything that matters to our industry, our market. 3. Finally, it's self-education. Being open minded to new knowledge. Learning from others, learning from customers, learning from competitors. Learning from successful entrepreneurs in other industries. Constantly learning new skills and learning to be a better entrepreneur. If you really want to succeed. Grind, work on getting better and keep learning. Everything else may be helpful but if you don't do these three things you are relying on luck.

Yes. For USA based businesses – we consult on everything from conceptualization to completion, including federal, state, and local laws/regulations, etc. We even provide referrals for Branding (Logo/Product Packaging, etc.), Website Building & Security, SEO, Google Search, etc. If you know what you want to sell (and it is not prohibited by law), we are able to provide clarity to have you up and running within 30-days on average.

SOM refers to the portion of the market that your business COULD actually capture, as you stated: "[the] % [you] can realistically achieve from the SAM." Let's use an analogy to break this down - and pretend you are talking about fishing instead of project management software. TAM refers to all the fish (that manage projects) in the sea. SAM are all the fish (that manage projects) within casting range of the dock you fish from (ie your solution is viable for them). SOM are the number of fish (that manage projects) you can reasonably catch within the amounts of time, energy, and bait you can allocate to fishing. The question within a question you ask about guidelines on believability is a great one. And, while I don't have a guideline or benchmark to share, I can confirm your instinct; ensuring that your projected SOM is reasonable is absolutely critical. The best way to project this is by having at least some of the equation variables grounded in reality - ie, actually catching some fish. If you can show how much it costs to acquire a customer, how much it costs to service that customer, and how much you'll make from that customer over a lifetime, you've got some great empirical evidence to show how you'll achieve growth within your SOM. I don't think of SOM as a target - it is rather the theoretical maximum number of customers or revenue I can achieve within the (sub)universe where my product or service adds value. In the end - the number is important - but not as important as how you present it, and how you'll approach it with your product. As an investor, you want to see more than just the answer - you want the thought process behind the answer. Was the founder thoughtful in their approach, did they look beyond the obvious while remaining pragmatic? Do they understand clearly why the SAM (macro-environment) and SOM (micro-environment) break out of the TAM in the proportions they've listed? More than happy to dive deeper on this.

I'm assuming you're talking about yourself, working for another company? The first thing to consider is that a "1099" is NOT an employee, rather an "independent contractor". The IRS takes it seriously when a company claims 1099 contractors, when in fact, these contractors are treated as employees (the IRS wants payroll tax and will fine companies that miscategorize). To be a 1099 contractor, rather than an employee (W-2), you must have complete control over your schedule - when you work, how much ect. There are other criteria, but this is the main one - you must clearly not be treated the same as an employee. The other thing to consider is that if you are a 1099 contractor, you are responsible for paying and submitting your own income tax and self employment tax to the state and the IRS. It is more advantageous for a company to pay you as a 1099 contractor as they save paying employer portion of payroll taxes. Also you will not count as an employee for the Affordable Care Act (which impacts companies with over 50 employees). Hope this helps. Kathryn

YES! You certainly can sell a services business; and, if it is positioned and prepared properly, for pretty great returns too. There are a number of different exit strategies available to you, not ALL of them acquisition. For instance; we have helped service business owners transition (exit) from their business without selling the business, but instead by retaining a minority interest and receiving large (7 figure) royalty checks for years after their departure. That said, IF acquisition is what you want each of the dozens of strategies available to you really begin with identifying prospective buyers, understanding their motivation for acquisition and pivoting your company into alignment with those motivations. I explain the process in more detail here: http://www.zerolimitsventures.com/cadredc Hope this helps! Good luck. Steve