Each month, our blog features industry experts that delve into the Enterprise Software and startup topics that matter most to our community of L-SPARK innovators.
Subscribe to receive instant notifications of startup community news and events! We'll never share your address. You may unsubscribe at any time.
During the early days at any startup company, there never seems to be enough time in a day. There is without question more work to be done than time and available resources will permit. And while this can improve over time with sales, funding and a larger team, the challenge of balancing time and effort is never completely eliminated in any successful company, regardless of size. To address this on-going challenge, you must begin to evaluate the productivity levels of your individual team and your company as a whole.
In one of my previous BizGuides entitled, Congratulations, You Have Been Entrusted to be the CEO! … Now What?, I defined three models of CEOs from the perspective of an individual’s self-behavior: the “plate spinner”, the “one-man band” and the “conductor”. In this BizGuide I am going to dig deeper and examine the different types of management styles portrayed by the CEO/Manager with their direct reports/subordinates.
In the early stages of growing your startup company, signs of growth can be apparent everywhere you look: more customers, enhanced products, additional resources and a bigger team. As the company continues to grow, long-term success will depend on your ability to gauge and track progress based on identifying and measuring the right metrics. Unfortunately, as some organizations evolve they may fall into the trap of focusing on metrics that give the impression that the company is on a growth trajectory when in fact the reality may be very different.
Will Fraser, CEO and co-founder of Referral SaaSquatch discusses the human side of brand building and more in this latest SaaS Conversations.
In my previous BizGuide, entitled: Company Success Factors, I identified a “winning can-do attitude” to be one of the key indicators of a company’s future success. The bottom line is that successful people do not accomplish their goals single handedly but rather by assembling and building a great team, motivating them regularly and leading by example through action. My perspective is that this “can do” spirit has to start from the top.
Becoming a CEO is like becoming a new parent, there is no true user manual to guide you through every unique new challenge you will face along the way. You can read a multitude of books about “how to” raise a child; however, there will inevitably be unexpected curve balls, beyond what you already know and what you have read about.
CEO of Martello Technologies Bruce Linton discusses scaling sustainably and executing a successful R&D strategy within a SaaS company.
One of the key reasons founders start a new company comes from their desire to change the way things are being done. These innovators have identified new ways to disrupt the status quo of a current process/product. The Merriam Webster Dictionary defines “status” quo as “the current situation, the way things are now”. Unfortunately, although startup companies launch their operations with the notion of being innovative and becoming change agents, as time progresses, some of them become comfortable with the status quo and stop innovating.
Tom Williams is an entrepreneur and one of Canada’s most active angel investors. Since last year, he’s raised a total of $7.7 million in funding for BetterCompany, a social platform where people anonymously discuss their work life. He got a jumpstart on his career - working for Apple when he was 15 and then managing Mike Milken and Larry Ellison’s VC fund at 20. Now in his mid-30s, Tom is a seasoned pro in the startup industry. Here’s five lessons he shared aimed at entrepreneurs.
This third blog completes “The Success Factors Blog Trilogy” series. A technology company consists of a number of functional groups which, in turn, are made up of individual contributors. The trilogy defines the main success factors associated with these 3 elements: the individual contributor (first blog), a founding team (second blog) and finally, the company as a whole (third blog). In order to have an outstanding outcome for any venture, all three elements must accomplish their respective goals and objectives effectively.
This blog highlights the key traits of a winning team. It is the second installment of what I’m referring to as the ‘Success Factors Trilogy’ and focuses on success factors associated specifically with a founding team. The first article of the trilogy focused on personal success factors and the fundamental indicators that help to identify an individual as a high performer. The third part of the trilogy will cover success factors as they relate to a company.
We’ve equipped the companies in our second Accelerator cohort with a bell to ring every time they close a sale. This stems from a practice started by Accelerator graduate The Better Software Company (TBSC). Founder and CEO of TBSC Steve Cody explains why the bell is effective in building culture, instilling passion and driving hustle in a SaaS company.