Proud moment for our team! 🌟 Not only are we the best place to launch and grow a Shopify brand, but we have been recognized as one of the best startups to work for in 2024 by Exceptional Startups https://lnkd.in/gaPk6VsV! We're also excited to announce that we're hiring! If you're looking to join a dynamic team and be part of our growth journey, check out our current openings here: https://lnkd.in/d3W9e36v.
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Do you know what’s not a winning formula for early-stage tech startups? Finding devs to just get stuff done. Because it’s not only about getting the code written. When you take your car to the mechanic, you just want them to fix the problem. When you go to a restaurant, you just want them to make the food. When you get into an Uber, you just want them to take you to your destination. But when you need software built, it’s not a one time deal. It’s an ongoing process. During that process, the people working on the product are learning about the codebase, the stack, the team dynamic, and the product. All of that critical knowledge will pay dividends throughout the evolution of your startup. That’s why we facilitate direct hiring of our developers after one year of working together. Most other nearshore agencies don’t do this because their business model rests on recurring revenue from keeping clients for as long as possible. We don’t think that’s a winning formula for startups. You should build your team over time and leverage institutional knowledge. #hiringdevelopers #startuphiring #startupfounder #digitalproducts
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Many tech startups with small cash runways think they need to dedicate all of their money to their innovative solution. So they hire a dev team. Start the development process. Eventually cash runs out. They end up with a half-built solution they can’t bring to market. I’ve seen this time and time again with founders. They mean well. But they don’t have the expertise necessary to understand how to smartly spend their money. If you’re in this situation, then do this: Find a clone of the type of product you want to create. There are marketplaces available that sell app code bases for far less than it would cost your team to crate. The cost is low: between $500-$5,000 depending on what you’re getting. Then, bring in the dev team to build on top of that base. This will allow you to bring your product to market—without burning through your entire runway.
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Business Analytics 📈 | Industrial Engineering and Business Operations Efficiency | LOI Labs Batch 12
Today, I had the privilege of attending an engaging panel discussion hosted by Stripe in Toronto, with insights from Stripe CTO David Singleton, Boom Vision Company CEO Robleh Jama Jama, and Radical Ventures investor Sanjana Basu. The event was packed with valuable information. Here are my 7 takeaways from the panel discussion. 1. Chase Problems, Not Ideas: To generate viable business ideas, focus on identifying and understanding problems, which will naturally lead you to innovative solutions 2.Toronto's Growing Startup Ecosystem: The ecosystem in Toronto is thriving, thanks in part to successful local founders who are reinvesting in new startups. 3. Seek Patient Capital: When building AI, it's crucial to have investors who understand the long development cycles and can provide sustained financial support. 4. Founder-Market Fit Importance: Founders should have a deep connection and understanding of the market they are entering. 5. Accelerate Learning by Joining Startups: Joining a high-growth startup is an effective way to quickly gain valuable experience and skills. 6. Hands-On Hiring in Engineering: Employ practical assessments like coding tests to evaluate the technical abilities of engineering candidates. 7. Evaluate Your Manager: Ensure your manager is a good fit, as they will be crucial in supporting you through the ups and downs of your career. #toronto #startup #stripe #tech
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YC has invested in nearly 3,000 companies including Airbnb, Stripe, and Coinbase. Here are their 22 tips to build a company. → Launch now → Build something people want → Do things that don't scale → Find the 90 /10 solution → Find 10-100 customers who love your product → All startups are badly broken at some point → Write code - talk to users → "It's not your money" → Growth is the result of a great product, not the precursor → Don't scale your team/product until you have built something people want → Valuation is not equal to success or even probability of success → Avoid long-negotiated deals with big customers if you can → Avoid big company corporate development queries - they will only waste time → Avoid conferences unless they are the best way to get customers → Pre-product market fit - do things that don't scale: remain small/nimble → Startups can only solve one problem well at any given time → Founder relationships matter more than you think → Sometimes you need to fire your customers (they might be killing you) → Ignore your competitors, you will more likely die of suicide than murder → Most companies don't die because they run out of money → Be nice! Or at least don't be a jerk → Get sleep and exercise - take care of yourself ----- 💁♂️ I am Aurelien, follow me for more.
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Going from CMO to CEO (x2). Previously Foursquare, Uber, Thimble, & soona. Advisory & agency: lowercaseb2b.com Building: popform.io
Big changes. March was the end of my time at soona and the end of a full-time job. It's only been about 6 weeks but so much has changed. The Startup. I've been busy getting my own SaaS product up off the ground. Stealth for now but the hope is it won't be there for long. The last few weeks have been extremely formative. - Formalized my partnership with one of my best friends of over 20 years to come on board as CTO and co-founder. We should've done this sooner and it wasn't the easiest of things but we're through it stronger! - Navigated the business formation. I tossed and turned over LLC vs C-Corp. In the end I chose the LLC path knowing that a C-Corp transition can happen whenever the situation demands it. (DID I MESS UP?) Still ended up working with lawyers though and paying $$$$ for formation, operating agreement, and some other docs. - Finalized the UX. I'm the marketer turned product person, turned UX designer all without stepping on anyone's toes! - Started User Research/Validation. Between reading the Million Dollar Weekend and The Mom Test I was determined to get feedback quickly but with as little bias as possible. I think we did well and our first interview was promising. In May, development really begins and I'll be turning more attention to the growth plan - particularly laying down some SEO now. I've started to share more frequent updates about the startup in the newsletter and am looking for any advice I can get! https://lnkd.in/g5NaSbEw
Another Stealth Startup
lowercaseb2b.beehiiv.com
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Explore, lead, adapt, challenge, inspire, grow, and motivate positive customer experiences and partner excellence
This is a great perspective, Michael Haswell, and elevates the conversation of when, where, and how organizations partner. Partnering for the sake of a partnership isn't good enough. Partnerships work best when integrated into a company's DNA. That includes market definition, ICP, product strategy, revenue projections and every step of the customer journey. That is not to say that partners should be involved in every aspect of the business. At the very least, there should be some rational consideration of whether partners of any stripe can materially contribute. As partner professionals, it is imperative that we participate in those conversations and objectively inform those decisions from both the company's and partner's perspectives.
GTM Executive 🔹 Product Strategy | Ecosystem Development | Strategic Alliances 🔹 I help technology companies scale 10x through product-led and partner-led growth.
As we enter year two of the "efficiency era," marked by more tech layoffs and stunted venture investment, how should startups allocate resources in order to accomplish more with less? Conventional wisdom dictates that startups invest in R&D during an economic slowdown, as a means to create product differentiation and capture market share when the market turns. And while I subscribe to the conventional wisdom, I often grapple with a frustrating unintended consequence: it creates a "divide and conquer" dynamic within the startup, where different functions operate on different time horizons, often to the startup’s detriment. That is, Product and Engineering retreat to a bunker and focus on new product development, while Partnerships and other go-to-market functions remain on the frontline and focus on revenue delivery. But excluding Partnerships from the product development process introduces unnecessary risk, given the unique value that Partnerships brings: 1. Market Insights. Partnerships brings an "outside-in" perspective, which complements the "inside-out" perspective of most Product and Engineering teams. When Google acquired my payments startup, it was keen to launch a digital wallet, focused on tap-and-pay functionality. Although ubiquitous now, tap and pay faced both consumer adoption and ecosystem challenges in 2010. The Partnerships team identified QR code payments, which Starbucks was deploying, as a potential bridge solution. Ultimately, leadership elected to focus on tap and pay, and Google Wallet suffered for it. 2. Speed to Market. Given its exposure to internal and external capabilities, Partnerships can drive build/ buy/ partner decisions that accelerate time to market and improve product quality. Throughout my career I’ve worked with incredible technical talent that could leapfrog the current state of the art if given the chance. But the question isn’t whether they could; the question is whether they should. As we built out Google Shopping, I often flagged table-stakes functionality that we ought not to build (e.g., product reviews), in light of opportunity cost and viable partners. 3. Differentiation. Partnerships invests in sustainable relationships, grounded in mutual trust, open communication and strategic alignment, which can create opportunities to differentiate. When we launched same-day delivery, Google Express was the only delivery platform authorized to list products from Costco. And when we tested native purchasing on YouTube, Nike made a highly-anticipated shoe available on YouTube several hours before general availability. Connecting those dots required strong partnerships and effective cross-functional collaboration. The key, of course, is to strike the right balance between building for the future and solving for today. Partnerships occupies a unique vantage point from which to inform that balance, which explains the rise of the Chief Partnerships Officer. Kudos to Asher Mathew for advancing that discussion.
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This is a great perspective, Michael Haswell, and elevates the conversation of when, where, and how organizations partner. Partnering for the sake of a partnership isn't good enough. Partnerships work best when integrated into a company's DNA. That includes market definition, ICP, product strategy, revenue projections and every step of the customer journey. That is not to say that partners should be involved in every aspect of the business. At the very least, there should be some rational consideration of whether partners of any stripe can materially contribute. As partner professionals, it is imperative that we participate in those conversations and objectively inform those decisions from both the company's and partner's perspectives.
GTM Executive 🔹 Product Strategy | Ecosystem Development | Strategic Alliances 🔹 I help technology companies scale 10x through product-led and partner-led growth.
As we enter year two of the "efficiency era," marked by more tech layoffs and stunted venture investment, how should startups allocate resources in order to accomplish more with less? Conventional wisdom dictates that startups invest in R&D during an economic slowdown, as a means to create product differentiation and capture market share when the market turns. And while I subscribe to the conventional wisdom, I often grapple with a frustrating unintended consequence: it creates a "divide and conquer" dynamic within the startup, where different functions operate on different time horizons, often to the startup’s detriment. That is, Product and Engineering retreat to a bunker and focus on new product development, while Partnerships and other go-to-market functions remain on the frontline and focus on revenue delivery. But excluding Partnerships from the product development process introduces unnecessary risk, given the unique value that Partnerships brings: 1. Market Insights. Partnerships brings an "outside-in" perspective, which complements the "inside-out" perspective of most Product and Engineering teams. When Google acquired my payments startup, it was keen to launch a digital wallet, focused on tap-and-pay functionality. Although ubiquitous now, tap and pay faced both consumer adoption and ecosystem challenges in 2010. The Partnerships team identified QR code payments, which Starbucks was deploying, as a potential bridge solution. Ultimately, leadership elected to focus on tap and pay, and Google Wallet suffered for it. 2. Speed to Market. Given its exposure to internal and external capabilities, Partnerships can drive build/ buy/ partner decisions that accelerate time to market and improve product quality. Throughout my career I’ve worked with incredible technical talent that could leapfrog the current state of the art if given the chance. But the question isn’t whether they could; the question is whether they should. As we built out Google Shopping, I often flagged table-stakes functionality that we ought not to build (e.g., product reviews), in light of opportunity cost and viable partners. 3. Differentiation. Partnerships invests in sustainable relationships, grounded in mutual trust, open communication and strategic alignment, which can create opportunities to differentiate. When we launched same-day delivery, Google Express was the only delivery platform authorized to list products from Costco. And when we tested native purchasing on YouTube, Nike made a highly-anticipated shoe available on YouTube several hours before general availability. Connecting those dots required strong partnerships and effective cross-functional collaboration. The key, of course, is to strike the right balance between building for the future and solving for today. Partnerships occupies a unique vantage point from which to inform that balance, which explains the rise of the Chief Partnerships Officer. Kudos to Asher Mathew for advancing that discussion.
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💡From the idea to €100k plus revenue in 2.5 months, this startup nailed it... When you know that you have identified the problem and are now working on the MVP, suddenly your only technical person leaves you after your initial funding.... Shocked!!! Hnn???😱 But the team overcame that and started figuring out how to build the MVP ... And you know the rest of the team did not know how to code the product from scratch!! So, in an attempt to figure this out the team built the MVP on no code(bubble) and launched it. No code - interesting?? Hnn?😅 That's not it -- building a startup from scratch using no code and making revenue of €100k in 2.5 months. Yes, this is what "FIVE TEAMS" did.🚀 Their goal is to create a passive job-hunting marketplace to find talent who is open to switching jobs. Their no-code tech stack includes: 1) Bubble- entire platform ( frontend + backend) 2) Webflow- for creating static pages with top-notch design and for content management 3) Twilio - for enabling SMS notifications for job offers for the client. 4) Postmark - for transactional emails. 5) Algolia- for handling complex searches of large datasets. 6) Zapier- for automation of the process 7) Stripe- for payments and transactions. Working with no code accelerated the development process, let's understand how: - can market the product faster - can collect feedback faster - can achieve product market fit. " ye sab to theek hai" - ab number btao Let's see that - No code to MVP launch - 2.5 months⏰ - revenue - €100k 💰 - traditional platform development costs - 800€ k to one million 💸 - Fiveteam tech stack cost - €500 per month 💻 - organic monthly traffic - 30k 🌐 Five Teams is itself a testament to the transformative power of no code. It's your time to embrace the no-code revolution and turn your ideas into reality!🛠️ #startups #nocode #fiveteams #entrepreneur #innovation #marketing
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Product Manager | Passionate about building life-changing technology products | Growth Minded Individual
“Do things that don’t scale” This is one of the most common advice given to start-ups at Y Combinator This advice insists that in the early stage of start-ups, founders of a start-up should focus on doing things manually instead of doing things that allow them to scale/grow quickly When you hear that advice, you will be thinking, how is the advice helpful? “But that won’t scale…” This is what you’d likely hear from most product builders because the thinking is that without doing things that will scale/grow it will not help you reach the goal of building your company to X million or billion dollar revenue. However, things that scale are the domain expertise of established products. The magic of creating something new is starting in a place where things don’t scale. In this week’s post, we talk about the power of doing things that don’t scale by looking at: 1. Paul Graham’s philosophy and advice to founders 2. Your unfair start-up advantage 3. Example startups that did things that didn’t scale 🔗 Read more here: https://lnkd.in/ddUTs3BV Notable shoutouts to startups that have embraced this mindset in the early days: Airbnb Dropbox Stripe Zappos Family of Companies Buffer 🚀 If you find this valuable, share it with your network! And if you haven’t already, consider subscribing to The Product Blueprint for more insights and actionable tips.
Build your product by doing things that don't scale...for now (inc. Dropbox, Airbnb, Stripe + more)
tinomwadeyi.substack.com
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GTM Executive 🔹 Product Strategy | Ecosystem Development | Strategic Alliances 🔹 I help technology companies scale 10x through product-led and partner-led growth.
As we enter year two of the "efficiency era," marked by more tech layoffs and stunted venture investment, how should startups allocate resources in order to accomplish more with less? Conventional wisdom dictates that startups invest in R&D during an economic slowdown, as a means to create product differentiation and capture market share when the market turns. And while I subscribe to the conventional wisdom, I often grapple with a frustrating unintended consequence: it creates a "divide and conquer" dynamic within the startup, where different functions operate on different time horizons, often to the startup’s detriment. That is, Product and Engineering retreat to a bunker and focus on new product development, while Partnerships and other go-to-market functions remain on the frontline and focus on revenue delivery. But excluding Partnerships from the product development process introduces unnecessary risk, given the unique value that Partnerships brings: 1. Market Insights. Partnerships brings an "outside-in" perspective, which complements the "inside-out" perspective of most Product and Engineering teams. When Google acquired my payments startup, it was keen to launch a digital wallet, focused on tap-and-pay functionality. Although ubiquitous now, tap and pay faced both consumer adoption and ecosystem challenges in 2010. The Partnerships team identified QR code payments, which Starbucks was deploying, as a potential bridge solution. Ultimately, leadership elected to focus on tap and pay, and Google Wallet suffered for it. 2. Speed to Market. Given its exposure to internal and external capabilities, Partnerships can drive build/ buy/ partner decisions that accelerate time to market and improve product quality. Throughout my career I’ve worked with incredible technical talent that could leapfrog the current state of the art if given the chance. But the question isn’t whether they could; the question is whether they should. As we built out Google Shopping, I often flagged table-stakes functionality that we ought not to build (e.g., product reviews), in light of opportunity cost and viable partners. 3. Differentiation. Partnerships invests in sustainable relationships, grounded in mutual trust, open communication and strategic alignment, which can create opportunities to differentiate. When we launched same-day delivery, Google Express was the only delivery platform authorized to list products from Costco. And when we tested native purchasing on YouTube, Nike made a highly-anticipated shoe available on YouTube several hours before general availability. Connecting those dots required strong partnerships and effective cross-functional collaboration. The key, of course, is to strike the right balance between building for the future and solving for today. Partnerships occupies a unique vantage point from which to inform that balance, which explains the rise of the Chief Partnerships Officer. Kudos to Asher Mathew for advancing that discussion.
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