Why we canceled all our paying customers and relaunched
We had 120 paying customers and a growth ceiling. Recognising the limit, cancelling every one of them and starting over — and what it cost.
We had 120 paying customers and a growth ceiling. Recognising the limit, cancelling every one of them and starting over — and what it cost.
Cold war money, a few Bay Area universities and an industry ready to buy: how Silicon Valley was produced, and why the recipe cannot be repeated.
Peter Thiel's lecture in one idea: successful businesses are monopolies, and they get there by dominating a small market with a far better product.
Paul Graham's counterintuitive point from the Stanford startup course: you do not find good ideas by looking for them, you run into them as an expert.
Everyone in startups says you should give before you ask. Almost nobody does it — and the difference is obvious the moment you meet someone who can.
Confidence is what makes people believe in your vision — and the same tool turns into arrogance and a refusal to learn when the knowledge is not there.
Build a minimum founding team and a product first, and only then a company. Why the reverse order kills startups, and what to do instead.
What TechStars For a Day in Boulder is actually good for, and how to treat the day as mentorship for your company rather than an audition.
Due studenti di Informatica cercano sviluppatori PHP, JavaScript e un web designer per costruire un servizio web sociale in modello open source.
Cosa resta della lettura di "L'arte di chi parte bene" di Guy Kawasaki: consigli pratici e ironici per trasformare un'idea in un business vero.