Loading...
Answers
MenuShould a non-technical founder of a growing business take the time to learn to code?
I recently started a marketing consulting company, and boy, is it growing. I am in a position where I am going to start scaling. I get frustrated because some of my clients need technical things done that I can't do. I am exceptional on the business/client development/marketing/results side, and I am maxed out, working 16 hour days to support the growth I'm dealing with. Is it a waste of time for me to learn to code, or will learning this skill still add value?
Answers
No. You're too busy doing what it sounds like you are already very competent at. I think that if you work closely with great engineering talent, you will increase your overall product sensibilities.
I think that the "learn to code" movement has become over marketed and is starting to take a "7 minute abs" absurdity. While I have no doubt that it's producing people who are able to have some understanding of the languages, it's not the same as being an experienced problem-solver.
Furthermore, given the rapidly changing nature of things, maintaining a competency in programming requires a constant learning cycle, one that will inevitably compete with your core competencies.
Also, your reputation might suffer if instead of sourcing as you currently do, you take on these initiatives and execute at a lower degree of quality.
No, focus on what you do well and do it. Find, recruit, grow a team that can support and cover the knowledge gaps, especially if you are already stretched thin. Do not reinvent the wheel.
Clients respect a well thought out "I would not be the best resource for you on that issue" especially if you know someone who you can refer. Even better if you can hire or sub-contract additional talent to augment yours and oversee the quality of the work. Then you are still delivering. But don't learn to code. As others have said - you will deliver a product below the level of quality you currently deliver in the areas you are great at.
I disagree. Familiarity with programming and other IT topics is a huge advantage in the 21st century, no matter what your role is.
Lack of direct experience will hamper many aspects of anyone's professional career -- more and more as the years tick past. Strategic decisions will go awry. Tasks will be outsourced to the wrong people. We won't really know what to look for when hiring. And evaluating performance will be next to impossible. Most importantly, we won't know what questions to ask; and IT-specific problems will seem to come out of nowhere.
It's impossible to be conversant in all programming languages or stay abreast of all technological developments. That's even true for the CTOs.
Busy as we are, I'd suggest allotting some of your spare time to learn the fundamentals of coding, as well as other IT topics that impinge on what you do.
Yes, it will eat up some hours. No, you won't be able to do the work yourself. But it will help you talk to the folks you need and understand a little bit of what they're saying.
Adding to the "no" votes. One of the keys being you said it's a marketing *consulting* company.
If learning a new language gets you excited the yes. Otherwise, heck no!
Related Questions
-
How can I smoothly transition from full time worker to self-employment?
The ways I've done this in the past are 1) Find some customers that are willing to hire you (or your product) but know that you'll only be free nights & weekends to support/work with them. 2) Find a "partner" (co-founder or other) that's got a flexible schedule that can help build the business while you're at work. 3) Block out nights, mornings and weekends to build the business till you have enough orders to cover 50% of your salary. This might mean 7pm-11pm most nights, and 4 hours each day Sat & Sun. Make progress (sales $$$) and momentum. All that being said, it's risk reward. Sounds like you want to avoid taken the risk, and I get that .. but the upside is always smaller. Unless you put yourself in a position to have to succeed (ex: quitting your job) then you may never make the scary decisions that are required to build a company (like cold calling, going in debt, making a presentation, etc). I'm on company #5 with many other side projects started nights & weekends .. so I get it - but don't be afraid to bet on yourself and go all in.DM
-
How was SnapChat able to grow so quickly?
I'm answering your question assuming that you hope to be able to replicate it's own success in your own mobile app. There are a couple of factors responsible for it's growth that are instructive to anyone building a mobile app. "Leveraging the intimacy and privacy of the mobile phone." We now have an *intimate* relationship with our phone like no other device in the history of technology. Every internet company that started before around 2010 has built their core interactions around "the old web" one which was accessed primarily via a browser on a computer. Companies that start with a clean slate, should be building their interactions around how to do whatever the app is supposed to do while leveraging what is unique to people's relationship to their mobile devices. Photo-sharing has become a core part of the way we communicate now. Snapchat built something that provided an experience that leveraged the feeling of privacy and intimacy that is unique to mobile. "Provided an escape from the "maturity" of other online services." Too many parents, aunts, uncles and other "old people" have encroached into the social networks of teens and young people. As a result, they've had a desire to find places to express themselves in places inaccessible by older generations. An important distinction is that it's not just parents and relatives that young people are trying to avoid, but also employers & colleges who are increasingly using "mature" social networks to review applicants. "Leveraged PR even bad PR" The fact that the app got so much press about it being used to sext was perfect PR for the company, as it essentially reinforced the brand experience that it has today. Essentially, "if it's safe enough to send a sext, it's safe for any kind of communication I want to have." And although the safety and security of Snapchat is actually not as advertised, it still enjoys the reputation of having less impact than any primarily web-based service. Building a successful mobile application is one of the hardest challenges to face designers, programmers and entrepreneurs in the history of writing software. Happy to talk to you if you're considering building a mobile app, about what I've learned about the "table stakes" for success.TW
-
If I have a business idea for a large company, how can I give it to them and mutually profit, without them just taking the idea and squashing me?
Probably not the answer you're looking for, but companies have so many unimplemented ideas that the likelihood of partnering to implement someone else's idea is really low. And besides which, the idea is not something that has much value in and of itself. If you're passionate in the idea, build it yourself. That's the only way you can have leverage.TW
-
How do you make money to survive while you are building a business? What are some quick ways to make money with less time commitment?
I love this question. If you have to work on the side while building your business, I recommend doing something you absolutely hate. That keeps you hungry to succeed on your own. You'll also typically save your energy for the evenings and weekends where you'll want it for your business. Don't expect to make much money at your "other job" but you can work it to pay the bills while you build your business. This approach also forces you to build incrementally, and it keeps you frugal. This is not necessarily ideal. Having a bunch of money set aside sounds nice and luxurious, but not having the resources puts you in a position where you have to figure it out to survive. I love that. I started my business eight years ago on $150 and today we do a million a year. Don't wait until you have the resources to start safely. Dive in however you can. And avoid shortcuts. Don't waste your time scheming to make bigger money on the side. Do something honest to live on and create a business that drives value.CM
-
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.