BC STARTUP LESSONS
Saved by @rupesh_nehra

10 months ago we shut down Atrium after raising $75m in venture capital. Anyone hearing that knows I made tons of mistakes along the way. Someone asked me today what my biggest lessons learned were. Here they are:

 Start with the mission
.

It is very hard to write the mission after the fact. You should start with a clear reason to exist and filter early hires for believers.
Start remote. SFBA is over for startups: the cost of housing and rent gives you much worse operating leverage. Many talented people choose jobs they want to be flexible re: location. Remote is better at this time in the market.

I wrote that before COVID, now it's extra true.
There is no skipping of the R&D phase of a company - if you try to skip this you miss the part where you are forced to develop something differentiated. Very hard to solve this with money.
Don’t build a services company. It’s more work to manage everyone and the reward isn’t there at the end of the day.
Only work on things where you have intrinsic motivation. If you don’t, you’ll lose motivation when times are hard or your own goals change.
The more people you have, the harder it is to bubble up feedback or turn the ship. The emperor has no clothes effect is real.
Adding more money to a situation of lack of product market fit rarely works.
CEOs can’t delegate getting in the trenches in the beginning.
We should have moved more quickly to a flat rate hourly model and iterated the business model. We didn't do enough turns of business model iteration quickly enough.
Ability to frame strategy and communicate it is rare and requires experience.
Should have asked “who are we building for?” much more specifically and ruthlessly iterated for them.
Create market situations wherever possible and avoid “fake markets” where it seems like a market but isn’t. I.e. you employ someone and they kind of have to use your software -- this is a fake market.
Build in a space where the iteration time of your product can be very fast.
The culture is set early and very hard to change.
You can read more in this AMA I dropped on Reddit today: https://t.co/5V0YbAkA2P

More from Justin Kan

Justin Kan
Justin Kan
@justinkan
1/ Throughout my startup career, I’ve seen many founders have an aversion to sales. This is a mistake that can kill your startup.

2/ Sales is often viewed as either a saving grace or proof that the product isn’t good enough (because it should sell itself). Neither are ever true. Some common mistakes that result in...

3/ Mistake 1: Hire a sales rep before reaching product/market fit to get your initial batch of customers. This is a mistake because founders need to work through their MVP with early adopters to truly understand what it is they’re selling.

4/ Mistake 2: Reach product/market fit, need to scale, and rely entirely on self-serve. For enterprise products that require big commitments and internal shifts, almost no product is self-explanatory enough to sell itself.

5/ Mistake 3: Make a first sales hire who isn’t scrappy enough to help mold the sales process from scratch. Some salespeople are amazing at their jobs, but not cut out to establish the processes that others end up following. This skillset is what @rdedatta calls a “sales ninja”.
STARTUPS
Justin Kan
Justin Kan
@justinkan
I just gave a talk to the W2021 YC batch. It's my favorite startup audience to talk to. Here are some of the highlights:

Finding product market fit is the critical thing to do in a startup.

Everything else: demo day, what investors you get, how much you raise, what press covers you -- it is all window dressing.

Many founders don’t want to talk to their customers because it makes them vulnerable, because it's hard work, because it's scary. Creating a tight feedback loop with customers is the one thing that will help you discover PMF.

If a customer isn't one of your cofounders, try to create a customer panel that allows as tight of a loop as possible. Call them daily. Put them in your Slack.

My Twitch cofounder Emmett Shear has a great analogy on PMF here: it's like rolling a boulder downhill.
STARTUP
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Justin Kan
Justin Kan
@justinkan
Just got a tip that Citadel reloaded their shorts before they told Robinhood to stop trading $GME.

If this is true, Ken Griffin and the Robinhood founders should be in jail.

This is class warfare.

@aoc there should be a congressional hearing
TRADING
Justin Kan
Justin Kan
@justinkan
1/ Silicon Valley has changed a lot over the past 13 years since I started my first company (an AJAX calendar called Kiko that was funded in the first batch of YC).

2/ Tech has gone from an industry no one cared about, to every random person I knew in college rushing to be part of it, to the evil industry destroying the fabric of society

3/ Starting a startup is easier than ever. Lots of resources: YC, more financing at the seed stage, much more information online. Starting a company is no longer a risky path.

4/ New businesses in every industry are now being built with methodologies that used to be just for tech startups (fast iteration, access to venture capital). Applies to D2C companies like Allbirds, full stack companies like Atrium, etc.

5/ Personally, I’ve felt recently that the overall risk appetite of the people working in tech has changed. People used to want to join frontier companies building something fun / cool; now everyone seems to be optimizing for salary / career stability.
ALL
Justin Kan
Justin Kan
@justinkan
With @ycombinator #demoday kicking off, @atrium gathered advice from past YC founders.

.@jaltma from @latticeHQ says “Don’t confuse investor interest with product-market fit. You’re about to be on the receiving end of a lot of hype and FOMO - use it to your advantage by taking the money and then keep your burn and ego low.”

.@typesfast from @flexport says “I like to remind myself that even Bruce Springsteen still gets nervous before his concerts. Remember that, and then try to focus on what investors want: First, not to be bored. Second, to get rich(er).”

.@collinmathilde from @frontapp says “Leverage your data to tell a story about what the business has achieved and where it is going. Metrics are necessary, but they are too often shared without a narrative arc.”

.@drusenko from @weebly says “Make it relevant. Investors can live in their own world, so try to find an angle that they can relate to.”
STARTUPS

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