HARNESSING THE OODA LOOP
The OODA loop is the observe–orient–decide–act cycle. Here's how I use it most days as I build companies and help my team learn faster.
RESPECTING EARLY INVESTORS
Early investors bear enormous risks, and as ventures grow, their contribution is often forgotten. Here are four ways to avoid this issue.
FUN AND CUSTOMER LIFETIME VALUE
Calculating Life Time Value and how it relates to fun help to work out which customers to development. More importantly, it's a good circuit breaker.
INTERNATIONAL WOMEN’S DAY IS ABOUT A CHOICE
There is a choice to make this International Women’s Day. The choice is less about celebrating women and girls and more about learning. Are you good for it?
ASK ANOTHER FOUNDER TO JOIN THE INTERVIEW
When you start hiring in a startup, there are two factors you can count on. It will be done in a bubble, and there will be a time constraint.
HOW EACH TEAM MEMBER CAN ACT LIKE AN OWNER
While acting like an owner is applicable to any team member in a new venture, it is also has a force multiplier effect to founders and shareholders
ONE COMMENT IS DISTRACTING YOUR TEAM
Every so often a comment is made in meetings that has the highest potential to distract teams. It begins with 'it would be interesting to understand if...'
DOING PRODUCT DEVELOPMENT IN AN UBER
When I get into an Uber, I’m walking into a captive audience and the opportunity to learn. Product development environments don’t get much better.
HOW TO PREPARE FOR INVESTOR MEETINGS
Here is my method for preparing for investor meetings. It ensures the time with investors is extremely valuable. For the investor, you and your team.
DEVELOPING A BUSINESS DEVELOPMENT HABIT
Business development is the act of continuously being in motion on raising capital, developing partnerships, hiring and nurturing evangelists. Here's how to make it a habit.
PLANNING FOR WHEN THE ANSWER IS ‘YES’
The punchline is to plan the four actions you need to take when the answer is ‘YES’. Consider this training to reduce surprise and potential confusion that can come from an unexpected ‘YES’.
BUILDING A LOCALISABLE PRODUCT
There is a big difference between building a scalable product and one that’s localisable. In fact, a truly scalable product is also localisable.
THANK YOU FOR A GREAT YEAR
Thank you for joining me and for your attention this year. For reading, listening and sending me emails to dig deeper on areas that interest you.
BUILDING HIGH PERFORMANCE ADVISORY BOARDS
Advisory boards are help leaders make high-quality decisions and expand influence. Here's how to make them highly valuable.
PARTICIPATING IN THE PURCHASE
The subtle but essential question that rarely gets answered is how should my team participate in the purchase process?
HOW REFERRAL PROGRAMS DRIVE NETWORK EFFECTS
Referral programs are one of the most underrated ways to unlock the positive network effects needed to achieve product/market fit.
HOW FOUNDERS SHOULD THINK ABOUT THE PIVOT
Pivot is synonymous with a spectrum of decisions and acts committed by founders. And there's a good chance they have it wrong.
FABRICATING ANSWERS AND WHAT FOUNDERS SHOULD KNOW
Founders are expected to have all the answers. Founders and founders-turned-investors know this is a long way from the truth.
WHY YOU SHOULD REVISIT OLD ASSUMPTIONS (AND HOW TO DO IT)
There are two reasons why startup founders press on with untested assumptions. One is legitimate, the other is convenient.
NURTURING EARLY ADOPTERS
Nurturing early adopters and trust share a similar foundation. They require consistency over time.