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MenuWhat are some things I should consider before I decide to give up my day job and focus on my startup full time?
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I love this! Congratulations on a smart approach to launching a startup. I got a chance to talk to DHH - founder of Basecamp and hacker. (read about it here: http://blog.unthink.me/what-i-learned-in-1-hour-with-basecamps-founder-david-heinemeier-hansson)
One of his biggest pet peeves is the idea spreading like wildfire that entrepreneurs need to jump head on an idea and let the wind take hold. What he suggest and what is greatly showcased by you here is to hold a job and take your startup as the side business until it can sustain itself off sales alone. Don't give equity left and right because if it does take off the last thing you want is to build something you don't own.
If you have been acquiring customers for your product before it's built - that means that it should be relatively easy (compared to most) to get sales once you launch. You are already doing the bulk of what needs to happen which is marketing - simply boost your focus on getting referrals and case studies off the initial sales, ask clients about their core reason for handing you their money and drive that message/reason home on everything you from website to branded material to PR articles, etc. If you end up hiring a marketing agency to help with the next steps, look for the added value of programmers in staff so that they can coordinate what's needed once things are rolling.
Essentially consider the fact that you need to start marketing it and positioning the product with the right prospect clients, get it launched onto product hunt (i could add it for you) because the truth is that you have 3 months to create a marketing system that is helping you sale.
Don't be too afraid of jumping in full time if you can afford at least a few months solvency for yourself and if you are having sales.
You must have heard about many stories of startup failures that surround businesses. You know that 9 out of 10 startups fail and that almost half of all small businesses close down before their 5-year anniversary.
It is the passion that should drive you in your startup. If you feel that this is the right time, then go for it. This reminds me of Gene Caballero, Co-Founder of GreenPal. Before starting his business, he worked as a sales coach at a Fortune 50 tech company. Having done both jobs for 4 years, he knew that at some point he was going to have to quit my day job to pursue his startup full time.
His tipping point was when they hit 500 transactions per week with GreenPal, which has been described as the Uber for lawn care. What this did was prove that their concept was something that could scale and allow him to leave with a better peace of mind.
I will be happy to discuss and identify your tipping point. Go ahead, setup a call.
Thanks
Shishir
Been bootstrapping a HaaS company for 3+ years after quitting my job. Some good SaaS-specific advice has been given above but the fact you've been struggling to develop a finished product in 3 years, which is almost an eternity in software, sounds alarming. I'd look into this oddity and assess your execution capability if you switch to full time. It does liberate you and definitely advances your business faster but doesn't make you a super hero either.
Also, consider the typical financial advice: don't quit before you have a 6-12 months cushion to face tough times. SaaS is hard.
I made the jump from my single client (job) to multi client cashflows in 2005.
The way I think of this is...
"At this point, we're all really freelancers. The only difference is if you have single client (job) or many client income."
My preference == Many clients income.
As soon as your startup produces profit enough to cover your current income... quit your job...
Then focus on putting in more paying clients every day.
Why are you assuming that you will become the bottleneck? Have you talked to your employer about going part-time or getting some flexibility in your hours? If you are a valued employee, your employer may be willing to work with you to keep you on payroll as long as possible. What options are available to you (hiring someone part-time, etc) before you make the leap?
If you truly believe in what you are doing, you are committed to it and have the savings to take care of your expenses while you are getting established then jumping into it full-time may be the right decision. If you are going be awake at night second guessing yourself then maybe not.
No matter how you slice it, you'll be taking a risk. What's tough about this transition is that -- although you can do the math and attempt to project your income in both scenarios -- what you cannot quantify is how much your startup will benefit from the free mindspace you will have when you're no longer spending most of your day in a full-time job.
That part is a bit of a "leap of faith."
When I was considering quitting my comfortable Director of Marketing role to dedicate my days to what has now become my digital agency of 6+ years, a mentor of mine plotted out a simple graph for me. Time on the X-axis, income on the Y-axis, and 2 lines: the first one representing how income level would grow if I stayed in a traditional career, being promoted every so often, steadily growing, etc. The second line reflected my income as an entrepreneur. In the first few years, that line sucked. But pretty soon, with hard work and a little luck, it might grow sharply, and there could come a point where it intersected and grew far beyond what the "safe and steady" line could offer.
As it turns out, that's exactly what happened in my life -- and it didn't take all that long in the end.
This is obviously different for everyone and there are no guarantees, but I'm sharing this because I found it to be a useful way to look at the risk vs. reward of leaving stable employment to focus 100% on growing something new and fragile.
I went through the exact same experience. I was working for a software consulting agency making a very good salary. However, I started an online business on the side that began to grow quickly. I was faced with the decision to stay in my secure job or to officially expand my online business. There were a lot of things to consider but my favorite activity to organize my thoughts is to go through the the “3Cs and 4Ps” exercise.
Any business venture that you plan to embark upon should go through the “3Cs and 4Ps” exercise. You’ll soon realize how incredibly valuable and insightful this exercise is. It may seem simple, but the “3Cs and 4Ps” exercise really allows you to think about a business venture in a structured way. Once you force yourself to really go through this exercise, you’ll realize how much you didn’t know about the business idea you had in mind. This is critical because you want to know that the venture you are about to embark upon is worth giving up a secure job for.
You can read more about it at: https://pezlogic.com/2011/10/20/the-3-cs-and-4-ps-a-critical-first-step-in-business-planning/
Remember that the 3Cs and 4Ps will continually need updating as your business grows and changes. It is what we call a “living exercise” so you need to come back to it often to refine your strategy and approach. The exercise may seem obvious, but once you start thinking about each step in the process, you’ll be amazed at how much more organized your business planning will become.
I really love this question because this is what I have done in last month. I was doing the full-time job and trying to setup my startup since the last couple of years. I spent restless nights to build long term clients who can believe on us and can hire few team members for full time for next couple of months. On those times it was a really tough situation when you are doing a full-time job and at the same time, you are working for making a strong impact with new clients for your startup. But now when I look back it is just the things as an entrepreneur we have to do and at some point of time, it pays back to us. Finally, I found few clients with whom I am working since last more than a year and they hired our team for their projects.
You also need to think before you step out that do you have sufficient cash backup so you can pay your expenses/salaries even at some dark time when you do not have sufficient work for the team.
At the end, I just want to quote one line which I read a long time back and I really love this “To reach your greatest potential you'll have to fight your greatest fears.”
Related Questions
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VCs: What are some pitch deck pet peeves?
Avoid buzzwords: - every founder thinks their idea is disruptive/revolutionary - every founder says their financial projections are conservative Instead: - explain your validation & customer traction - explain the assumptions underlying your projections Avoid: - focusing extensively on the product/technology rather than on the business - misunderstanding the purpose of financial projections; they exist in a pitch deck to: a) validate the founders understanding of running a business b) provide a sense of magnitude of the opportunity versus the amount of capital requested c) confirm the go-to-market strategy (nothing undermines a pitch faster than financial projections disconnected from the declared go-to-market approach) d) generally discredit you as someone who understands how to build a company; for instance we'll capture 10% of our market, 1% of China, etc. Top down financial projections get big laughs from investors after you leave the room. bonus) don't show 90% profit margins. Ever. Even if you'll actually have them. Ever. Instead: - avoid false precision by rounding all projections to nearest thousands ($000) - include # units / # subscribers / # customers above revenue line; this goes hand-in-hand with building a bottom up revenue model and implicitly reveals assumptions. Investors will determine if you are realistic, conservative, or out of your mind based largely on the customer acquisition numbers and your explanation of how they will be achieved. - highlight your assumptions & milestones on first customers, cash flow break even, and other customer acquisition and expense metrics that are relevant Avoid: - thinking about investor money as your money - approaching the pitch from your mindset (I need money); investors have to be skeptics, so understand their perspective. - bad investors; it's tempting to think that any money is good money. You can't get an investor to leave once they are in without Herculean efforts and costs (and if you're asking for money, you can't afford it). If you're not on the same page with an investor on how to run/grow the business, you'll regret every waking hour. Instead: - it's their money; tell them how you are going to utilize their money to make them more money - you're a founder, a true believer. Your mantra should be "de-risk, de-risk, de-risk". Perception of risk is the #1 reason an investor says no. Many are legitimate, but often enough it's simply a perception that could have been addressed. - beyond the pitch, make the conversation 2-way. Ask questions of the investor (you might learn awesome things or uncover problems) and talk to at least two other founders they invested in more than 6 months ago.JP
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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
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How much equity is typically taken by investors in a seed round?
From my experience I would not advise you to go with Venture Capital when you're a start-up as in the end they will most likely end up screwing you. A much better source for funding would be angel investors or friends/family. The question of how much equity should I give away differs for every start-up. I remember with my first company I gave away 30% because I wanted to get it off the ground. This was the best decision I ever made. Don't over valuate your company as having 70% of something is big is a whole lot better than having 100% of something small. You have to decide your companies value based on Assets/I.P(Intellectual Property)/Projections. I assume you have some follow up questions and I would love to help you so if you need any help feel free to call me. Kind Regards, GiulianoGS
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For every success story in Silicon Valley, how many are there that fail?
It all depends on what one decides to be a definition of a "success story." For some entrepreneurs, it might be getting acqui-hired, for some -- a $10M exit, for some -- a $200M exit, and for others -- an IPO. Based on the numbers I have anecdotally heard in conversations over the last decade or so, VCs fund about 1 in 350 ventures they see, and of all of these funded ventures, only about 1 in 10 become really successful (i.e. have a big exit or a successful IPO.) So you are looking at a 1 in 3500 chance of eventual venture success among all of the companies that try to get VC funding. (To put this number in perspective, US VCs invest in about 3000-3500 companies every year.) In addition, there might be a few others (say, maybe another 1-2 in every 10 companies that get VC investments) that get "decent" exits along the way, and hence could be categorized as somewhat successful depending on, again, how one chooses to define what qualifies as a "success story." Finally, there might also be companies that may never need or get around to seeking VC funding. One can, of course, find holes in the simplifying assumptions I have made here, but it doesn't really matter if that number instead is 1 in 1000 or 1 in 10000. The basic point being made here is just that the odds are heavily stacked against new ventures being successful. But that's also one of the distinguishing characteristics of entrepreneurs -- to go ahead and try to bring their idea to life despite the heavy odds. Sources of some of the numbers: http://www.nvca.org/ http://en.wikipedia.org/wiki/Ven... https://www.pwcmoneytree.com/MTP... http://paulgraham.com/future.html Here are others' calculations of the odds that lead to a similar conclusion: 1.Dear Entrepreneurs: Here's How Bad Your Odds Of Success Are http://www.businessinsider.com/startup-odds-of-success-2013-5 2.Why 99.997% Of Entrepreneurs May Want To Postpone Or Avoid VC -- Even If You Can Get It http://www.forbes.com/sites/dileeprao/2013/07/29/why-99-997-of-entrepreneurs-may-want-to-postpone-or-avoid-vc-even-if-you-can-get-it/MB
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What is a good/average conversion rate % for an e-commerce (marketplace model) for customers who add to cart through to purchase order.
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.DM
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