It has been super tough to end up here but: Today, I have finally signed an offer for my next gig. TBA, still, but finally after such a tough 2018, honestly!
I learned so much about interviewing and negotiating globally that I thought I'd write a master-thread on my thoughts:
Let me tell you: It's a myth. Star or not, companies differ WILDLY in their needs, culture and requirements.
I found it extremely hard to get ahead for gigs that were outside of my core expertise, even though I'm a generalist.
My no1 interview tip for anybody is now to start interviews with questions of your own.
Overall I made my CV according to what *I* wanted.
The best design tests were the ones where I got to do a mock design meeting with the team. So much fun!
Discuss with someone you trust what’s reasonable.
It’s ok to ask for things, you are worthy of compensation!!
The IGDA also offers negotiation workshops in case you want to practice ❤️
Can’t talk about what I’m doing next just yet but I absolutely can’t wait to go do it! So many challenges ahead, it’s going to be awesome! ✨
The best recruiters I've worked with have given me multiple avenues to contact them and I loved the ones the most that I could contact somewhere other than email only, e.g. whatsapp or other messengers.
If you can be open about talking about them in interviews, it's a MASSIVE plus point!!
More from Startups
1/ A lot of new consumer technologies have been introduced to US households in the last 100 years. But it's taken many of them - like the telephone - more than 50 years to get to the majority of the US. Why is that?
2/ We had to literally teach people how to use phone. Which end goes to your mouth, which goes to your ear. Say "hello" when people call. The motivation of consumers to talk to their friends has always been there, but we had to teach the behavior
3/ If you compare phones to the latest technologies, there's been a huge shift. Things are being picked up much faster.
4/ Even while there's been all this innovation recently, physically speaking, we are still the same human beings from 100,000 years ago.
On a serious note, it's interesting to observe that you can build a decent business charging $20 - $50 per month for something that any good developer can set up. This is one of those micro-saas sweet spots between "easy for me to build" and "tedious for others to build"— Jon Yongfook (@yongfook) September 5, 2019
Every year at MicroConf I get surprised-not-surprised by the number of people I meet who are running "Does one thing reasonably well, ranks well for it, pulls down a full-time dev salary" out of a fun side project which obviates a frequent 1~5 engineer-day sprint horizontally.
"Who is the prototypical client here?"
A consulting shop delivering a $X00k engagement for an internal system, a SaaS company doing something custom for a large client or internally facing or deeply non-core to their business, etc.
(I feel like many of these businesses are good answers to the "how would you monetize OSS to make it sustainable?" fashion, since they often wrap a core OSS offering in the assorted infrastructure which makes it easily consumable.)
"But don't the customers get subscription fatigue?"
I think subscription fatigue is far more reported by people who are embarrassed to charge money for software than it is experienced by for-profit businesses, who don't seem to have gotten pay-biweekly-for-services fatigue.
This is just my $0.02 after looking reviewing 30k+ early stage startups personally and having led 350+ investments across 2 VC firms & as an angel.
Let's begin! >>
1) Money is great to have in building a startup (for the least dilution and pain possible) That's true and always will be true. 😆
But just like how money can't buy you happiness, it also can't buy you PM fit.
2) PM fit is the holy grail for software startups. (we're not talking biotech - if you have a cure to cancer, I guarantee you everyone wants it).
But for software startups, it's unclear if ppl want your product at your price pt.
3) If you don't find PM fit, in this day and age, you will be able to get some sales. Maybe even say $1m in sales (or more!) per year, and you can still make a living.
But having sales does not mean that you have a repeatable customer acquisition process that can be sustainable
4) As an aside, that is why we invest at pre-seed & don't care about startup traction, because I don't believe traction at the earliest stages suggest PM fit. Traction only shows that a founder can execute (& that's impt too) but there are other ways to assess execution earlier.
1. Find problem
2. Fix problem
3. Go back to step 1
Works for every thing you need to do in a startup.
Growth is determined by a combination of how fast you can go through the steps successfully and how long you can keep at it.
Finding the right problem to solve starts with understanding your customers.
Nobody says I wish I talked to less customers.
There aren’t any hacks or shortcuts to this.
Go talk to your customers.
Fixing problems in a startup isn’t usually straightforward.
You don’t have time, money or people to throw at the problem.
You have to go deep, dig for the details and think very creatively about solutions.
Then experiment like there is no tomorrow.
You can’t grow a startup without a fundamental understanding of how to problem solve really fast.
This skill comes from practicing jumping into the unknown.
You don’t usually get time to prepare for what’s coming next.
You’ll have to learn how to figure it out along the way.
Startup people have to become comfortable with the discomfort of uncertainty and the unknown.
This is why I say, nobody knows what they are doing.
We’re all just jumping from problem to problem expecting to figure things out.
Hopefully our past helps us not crash and burn.
I know founders don't feel the same need to move to the US that they used to. The question is how much of this is due to the change in their opinion of the Bay Area specifically, rather than e.g. greater optimism about remote work, or decreased interest in the US overall.
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[email protected] 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.”
[email protected] 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).”
[email protected] 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.”
[email protected] from @weebly says “Make it relevant. Investors can live in their own world, so try to find an angle that they can relate to.”
What happens when you have:
Verizon All Access (after they buy CBS/Viacom)
Answer? Internet Slows To A Craw and Dies.
Netflix's gets 35% of all internet traffic.
Now we all know Apple Coming to Netflix Corner.
We know that WarnerMedia Planning One
We Know about Disney+
Now how will the net handle 8 Streaming Platforms all at once?
Answer - IT CANT.
But Novid, the speed, the 4K the all everything?
Even if you could do it and even if AWS ran six million clouds, The Net Will still slow to a crawl. 35%, goes to nearly 90% if any of the 8 or all of the 8 eat at netflix's numbers.
Oh, they wouldn't be running at once.
FOOL. You forget how bad things were when game of thrones season premieres came around. HBO SERVERS FALL DOWN GO BOOM!
Now see if a season like 2021 come around and they air shows on a same day. It gets crazy. AT&T and others gonna realize they cant build out forever. Something will give and it might be your entertainment consumption big time.