BC TECH
Saved by @zmbnski

Most software founders, particularly in B2B, need to get radically better at sales. @Steli , who is the best person for explaining the scrappy stages in the beginning and then building out a team with scripts and processes, wrote a guide to:

 For technical founders it is irrationally, obscenely hard to reverse years of programming (ba dum bum) that sales is a value-destroying activity. Sales is CLEARLY a value-creating activity, contingent on you have a value-creating product.
The world will not drop what they are doing to adopt your work. This is particularly true in B2B, where simply building a better mousetrap won't overcome the activation energy required to get people with additional non-mice problems to prioritize changing mousetraps today.
This is very non-obvious for founders because founders are not often people who *want* to be sold to. We often come from a background where trying out tools is a bit of a fun hobby. We like looking at all the options, making charts, and ripping out partially complete tests.
"This week I unsuccessfully trialed four software options for automating that thing that has been killing us. Our actual production process remains the same as last week. Don't worry; this was a great use of time." is not a thing you want to write in a progress report to manager.
The process of sales pushes the burden for understanding the market and distilling it from the customer to the sales person. That is a very valuable thing; it is why almost all businesses buy almost all of their big-ticket purchases (including e.g. employees) from sales.
(A candidate is absolutely doing a sales job when attempting to get hired by a company. This is one of the things that both sides of that market are frequently in denial about, but I digress.)
Simply getting oneself to be comfortable with sales (or at least present as being comfortable for a phone call or two) unlocks a crazy amount of success for founders, because founders have a few advantages over every other sales rep.
One is that they present as being almost irrationally obsessed with the market. Founders tend to live and breath the product for a few years, and it often shows, mostly in positive ways.

Unlike most sales reps, founders can credibly promise tight feedback loops for product.
Stealing a line from @asmartbear which has paid for at least a year or two of my kids' education:

"If you go with BigCo, you can call them at 3 AM. Someone will listen to you politely, explain they have no solution, and open a ticket. If you call at 3 PM, same answer."
"You can't get a useless answer from me at 3 AM in the morning. But when I'm up, your business *really is* important to me. I am the engineering team. I will push fixes so fast you will be amazed. I *will* get this right because it *actually matters* to my business that I do."
Founders have to sell.

Many, many technical founders of my acquaintance want to offload this to someone ASAP. I've never seen this work: you need to have a deep understanding of your market and customers to arm that first non-founder salesperson. It is gained by doing.
(And even if you don't do sales day-to-day anymore, you still have to sell candidates, investors, and partners on the desirability of using your company. Though most B2B SaaS CEOs that I know still very much have an account in their CRM and talk to "opportunities" frequently.)
The transition from founder-driven sales to founder-assisted sales generally starts with hiring a "maverick" sort of salesperson; someone who is comfortable extracting what you know about the market, iterating rapidly on scripts, and doing "things that don't scale" to win.
This may often be a necessary step, but it generally doesn't last for growing companies, partly because there is a crushing market undersupply of very effective mavericks.

These folks are capable of writing their own ticket and then, by construction, getting folks to buy it.
So eventually one tends to hire a VP of Sales who has done this before. They'll immediately start hiring reps under them, and start systematizing what you've learned about sales into scripts and playbooks.
You'll see this maturity model start to creep into all parts of the funnel, too, which will probably actually be written down for the first time somewhere around this stage.

Sophisticated, mature processes for marketing to pass leads over to sales for qualification.
Sophisticated, maturing processes for sales to actually physically close deals. ("What, you mean we don't just edit a few things in Word and then ask them to print, sign, scan, and send back?") Defined, scheduled startup calls, onboarding, and handover to AMs / CS aftewards.
(Sales, like many professions, benefits from specialization of labor. One that happens early is splitting the team into "account executives" (AEs) focused on getting new accounts and "account managers" (AMs), focused on keeping existing customers happy and expansion revenue.
(Some companies even split their AM teams into dedicated subteams for doing true expansion, for cross-selling products, for winning renewals, and for the generic "I want the direct contact information for someone at your company because our business must be important enough" job)
If you're at all interested in these topics, the people to read a heck out of are Steli and @jasonlk (who writes https://t.co/7FpEMvXdLZ ).

Steli is so effective at sales he has closed deals he wasn't even a party to. My favorite anecdote about this:
At a previous company I had invited myself out to lunch with a software CEO, with intent to get them to sign up, but was not really sure where we were at end of lunch.

"Hey apropos of nothing: do you know Steli?"
"Oh yeah he's great."
"He is. Steli wouldn't let me leave lunch...
... until you explicitly tell me you're going to use our product."
"He wouldn't, would he."
"He wouldn't."
"OK then; we will."
"Great! Email me and we'll figure out logistics."
That is called "asking for the sale" and, while that is a very unconventional way to ask for the sale, a *ridiculous* portion of all energy expended in the art of sales is to get conversations to the point where someone has to actually say yes or no.
Relatedly: in the highly likely event that you get an answer which is not a yes or no, effective salespeople follow up until the sun goes nova waiting for either a yes or no.

More from Patrick McKenzie

Patrick McKenzie
Patrick McKenzie
@patio11
So the cryptocurrency industry has basically two products, one which is relatively benign and doesn't have product market fit, and one which is malignant and does. The industry has a weird superposition of understanding this fact and (strategically?) not understanding it.


The benign product is sovereign programmable money, which is historically a niche interest of folks with a relatively clustered set of beliefs about the state, the literary merit of Snow Crash, and the utility of gold to the modern economy.

This product has narrow appeal and, accordingly, is worth about as much as everything else on a 486 sitting in someone's basement is worth.

The other product is investment scams, which have approximately the best product market fit of anything produced by humans. In no age, in no country, in no city, at no level of sophistication do people consistently say "Actually I would prefer not to get money for nothing."

This product needs the exchanges like they need oxygen, because the value of it is directly tied to having payment rails to move real currency into the ecosystem and some jurisdictional and regulatory legerdemain to stay one step ahead of the banhammer.
CRYPTO
Patrick McKenzie
Patrick McKenzie
@patio11
If an employer is willing to be abusive to you prior to hiring you, when you have maximum leverage and they are maximally incentivized to play nice, I think that gives you *extremely actionable* signal as to how they'll treat you when you're working there and dependent on them.

For candidates: evaluate prospective employers accordingly.

For startups employing e.g. engineers: given that your candidates should evaluate you accordingly, be *extra special* careful to operate like professionals with regards to e.g. interviewing, offers, and negotiation.

"Can you be more explicit about 'abusive' here?"

Not without violating a confidence, but as someone who has been on hiring side of table and is a capitalist, there are *clearly* things you could do which would be "sharp operating, but we're all sharp operators" in some contexts.

Hiring employees is often not one of those contexts. The nature of the relationship, the asymmetry in power, and the social contract strongly counsel you to be a lot better there than you are minimally required by law / contract.

A thing which aesthetically frustrates me is that a lot of the things I've heard companies do here serve *no legitimate business purpose.* In some cases it's getting tens of dollars of advantage. TENS! On an engineering candidate!
ALL
Advertisement
Patrick McKenzie
Patrick McKenzie
@patio11
Torn between "I think losing $100 million when someone beats you at security research is pretty much exactly what you signed up for doing yield farming" and "Maaaaaaaybe not the future of finance you were expecting, huh."

How to put this in regular finance terms...

Suppose hypothetically you have an account at a brokerage with some valuable asset in it. You take a margin loan against that asset to fund your normal spending, or pay a tax bill, or maybe buy something at another brokerage.

For reasons known only to the brokerage, they don't denominate your loan in dollars. They denominate it in shares of a money market fund, which are worth $1 +/- epsilon and basically never deviate from that.

And you think "Hmm, I have a large equity cushion against this loan."

One day, a computer system at the brokerage reports, sorta-kinda erroneously, that the value of the money market fund is actually $1.30 per share. The equity cushion is gone. Your valuable asset is sold, at timing you didn't choose, at wrong price, to pay an inflated phantom debt

And your recourse is... probably tweeting at patio11 saying he finds too much joy in this.

Which I don't; I just feel like this is why you don't trust a CPU built out of redstone to build reliable financial infrastructure on top of.
TECH
Patrick McKenzie
Patrick McKenzie
@patio11
Some people really benefit from hearing advice that everyone knows, for the same reason we keep schools open despite every subject in them having been taught before.

In that spirit, here's some quick Things Many People Find Too Obvious To Have Told You Already.

Your idea is not valuable, at all. All value is in the execution. You think you are an exception; you are not. You should not insist on an NDA to talk about it; nobody serious will engage in contract review over an idea, and this will mark you as clueless.

Technologists tend to severely underestimate the difficulty and expense of creating software, especially at companies which do not have fully staffed industry leading engineering teams ("because software is so easy there, amirite guys?")

Charge more. Charge more still. Go on.

The press is a lossy and biased compression of events in the actual world, and is singularly consumed with its own rituals, status games, and incentives. The news necessarily fails to capture almost everything which happened yesterday. What it says is important usually isn't.

Companies find it incredibly hard to reliably staff positions with hard-working generalists who operate autonomously and have high risk tolerances. This is not the modal employee, including at places which are justifiably proud of the skill/diligence/etc of their employees.
TECH
Patrick McKenzie
Patrick McKenzie
@patio11
My friends @robwalling and @einarvollset just launched TinySeed, an accelerator for software companies where a successful outcome is a healthy, sustainable business rather than attempting to ride the rocketship trajectory. https://t.co/LSHqZNcVid

I have some thoughts:

As somebody who bootstrapped ~4 companies, I feel like I had to make some clearly suboptimal decisions early in them for lack of what is, in hindsight, not all that much money. But there's a huge gap in the product space for investment options.

It's weird: you can get $25k from Amex trivially, and angels are very willing to write a check for that much, but you have to make representations about your goals/ambitions/market/etc which don't really apply to everyone.

And so you see the traditional angel/VC ecosystem fund companies where honestly the returns are probably not there, and this is knowable pretty early, but the chase of them will wreck what could have been a perfectly happy business.

(To make the math work for traditional VCs the company has to at least have a market-appropriate shot of $100 million a year. There are a lot more $10 million a year companies than $100 million a year companies. That is *not* a bad terminal outcome for founders/employees.)
ALL

More from Tech

Kevin Roose
Kevin Roose
@kevinroose
On press call, Zuckerberg says FB users "naturally engage more with sensational content" that comes close to violating its rules. Compares it to cable TV and tabloids, and says, "This seems to be true regardless of where we set our policy lines."

Zuckerberg says FB is in the process of setting up a "new independent body" that users will be able to appeal content takedowns to. Sort of like the "Facebook Supreme Court" idea he previewed earlier this year.

Zuckerberg: "One of my biggest lessons from this year is that when you connect more than 2 billion people, you’re going to see the good and bad of humanity."

This is how Facebook says it's trying to change the engagement pattern on its services. https://t.co/3p0PGc912o


.@RebeccaJarvis asks Zuckerberg if anyone is going to lose their job over the revelations in the NYT story. He dodges, says that personnel issues aren't a public matter, and that employee performance is evaluated all the time.
TECH
Ferruccio Balestreri \U0001f308
Ferruccio Balestreri 🌈...
@0xferruccio
🕵️‍♂️ How Google's PageRank algorithm works

The PageRank algorithm gives each page a rating of its
importance, which is a recursively defined measure of importance, based on if important pages link to it.
It's recursive because the importance of a page refers back to the importance of other pages that link to it

Here's how it works in practice:
1⃣ We start with some pages and crawl them for links


2⃣ Each page has 1/N points (where N as the total number of pages)


3⃣ Add points to each page for the amount of links to it, divided by the number
of links emanating from the sources of these links
TECH
Advertisement
Wilbert Liu \U0001f468\U0001f3fb\u200d\U0001f3a8
Wilbert Liu 👨🏻‍🎨...
@wilbertliu
These past few days I've been experimenting with something new that I want to use by myself.

Interestingly, this thread below has been written by that.

Let me show you how it looks like. 👇🏻


When you see localhost up there, you should know that it's truly an experiment! 😀


It's a dead-simple thread writer that will post a series of tweets a.k.a tweetstorm. ⚡️

I've been personally wanting it myself since few months ago, but neglected it intentionally to make sure it's something that I genuinely need.

So why is that important for me? 🙂

I've been a believer of a story. I tell stories all the time, whether it's in the real world or online like this. Our society has moved by that.

If you're interested by stories that move us, read Sapiens!

One of the stories that I've told was from the launch of Poster.

It's been launched multiple times this year, and Twitter has been my go-to place to tell the world about that.

Here comes my frustration.. 😤
TECH
Shannon Woodward
Shannon Woodward
@shannonwoodward
Ok, I’ve told this story a few times, but maybe never here. Here we go. 🧵👇


I was about 6. I was in the car with my mother. We were driving a few hours from home to go to Orlando. My parents were letting me audition for a tv show. It would end up being my first job. I was very excited. But, in the meantime we drove and listened to Rush’s show.

There was some sort of trivia question they posed to the audience. I don’t remember what the riddle was, but I remember I knew the answer right away. It was phrased in this way that was somehow just simpler to see from a kid’s perspective. The answer was CAROUSEL. I was elated.

My mother was THRILLED. She insisted that we call Into the show using her “for emergencies only” giant cell phone. It was this phone:


I called in. The phone rang for a while, but someone answered. It was an impatient-sounding dude. The screener. I said I had the trivia answer. He wasn’t charmed, I could hear him rolling his eyes. He asked me what it was. I told him. “Please hold.”
TECH
Tanay Jaipuria
Tanay Jaipuria
@tanayj
YouTube’s ad business is officially bigger than Netflix.

YouTube ads at ~$35B run-rate vs Netflix at ~$31B run-rate
TECH

You May Also Like

Jonathan Ware
Jonathan Ware
@ReassessHistory
Rhino Barges

One of the dullest, coolest, more bizarre and fascinating pieces of kit used in Normandy.

Which NO ONE REALLY CARES ABOUT.

BUT I DO AND YOU SHOULD TOO.
/1

#WW2 #SWW #History


Planning for Overlord and Neptune had a serious snag, how to get troops from LSTs onto the beach as simply ramming them onto the beaches and dropping the ramp was known to damage the exceptionally vulnerable LSTs and felt to be unsustainable in the mid to long term. /2


LSTs were essential in sustaining Overlord's progress and were a subject of major headaches in the planning phase, and a real subject of friction when it came to launching additional amphibious operations such as Dragoon.

A single LSTs loss represented a capability nick. /3


So, logic dictated, we don't really want these remarkable but rare and highly valuable vessels constantly doing beach landings, we want something to act as a medium between ship to shore, and in came the (mostly) American designed Rhino. /4


I fucking love Rhinos.

Seriously.

Graceful lines of pure industrial pedigree.

Modular.

LOOK AT IT. /5
HISTORY
Vikrant
Vikrant
@Trading0secrets
Trading view scanner process -

1 - open trading view in your browser and select stock scanner in left corner down side .

2 - touch the percentage% gain change ( and u can see higest gainer of today)


3. Then, start with 6% gainer to 20% gainer and look charts of everyone in daily Timeframe . (For fno selection u can choose 1% to 4% )

4. Then manually select the stocks which are going to give all time high BO or 52 high BO or already given.

5. U can also select those stocks which are going to give range breakout or already given range BO

6 . If in 15 min chart📊 any stock sustaing near BO zone or after BO then select it on your watchlist

7 . Now next day if any stock show momentum u can take trade in it with RM

This looks very easy & simple but,

U will amazed to see it's result if you follow proper risk management.

I did 4x my capital by trading in only momentum stocks.

I will keep sharing such learning thread 🧵 for you 🙏💞🙏

Keep learning / keep sharing 🙏
@AdityaTodmal
EQUITY , TRADINGTHREAD , TRADINGVIEW
Advertisement
Jaya_Upadhyaya
Jaya_Upadhyaya
@Jayalko1
RISHI BHRINGI AND ARDHA-NAREESHWAR SHIVA

Rishi Bhringi was a devoted bhakt of Mahadev. However, in his devotion to Shiva, he ignored Mata Parvati.

Once, he visited Kailasha along with other Rishis. All the Rishis did parikrama of Shiva and Parvati both except Rishi Bhringi.


The same situation continued whenever Rishi Bhringi visited Kailasha. Mata Parvati decided to teach him that Shiva and Parvati are one and inseparable.
So on one such visit, Mata Parvati sat on the left lap of Mahadev when Rishi Bhringi came.


Seeing this, Rishi Bhringi took the form of a bee(some say bird) and did pradakshina/ parikrama only around Shiva’s head and ignored Ma Parvati.
Angered Mata took away the Shakti from his body. Rishi lost his blood and flesh and was left with a bare skeletal form.


Seeing him in such a situation where he was unable to support himself, Shiva granted a third leg to him.
Shiva then fused one half of his body with that of Ma Parvati and appeared as Ardha Nareeshwar.
Rishi Bhringi finally realised that Shiv and Shakti are one and the same.
🙏🏻
ALL
Hector Navarro
Hector Navarro
@Hectorisfunny
I'm going to attempt to chronologically list all of the Marvel characters Stan Lee had a hand in creating. Working with his genius collaborators, Stan and his team produced an insane amount of iconic characters in a roughy ten year period. (Thread)


With his younger brother, writer Larry Lieber, and Jack "the King" Kirby:

Groot

Tales to Astonish #13 (November, 1960)


With writer Lieber, and artist Kirby:

Fin Fang Foom

Strange Tales #89 (October, 1961)


With the King, Stan gives birth to the Marvel Universe:

The Fantastic Four

Fantastic Four #1 (November, 1961)


With Jack Kirby:

Mister Fantastic

Fantastic Four #1 (November, 1961)
CULTURE
Eileen May
Eileen May
@suleskerry
Joanna Cherry:"Alex Salmond secured a concession that nothing in Scotland Act would preclude the people of Scotland from subsequently choosing an independent future. This is recorded in Hansard during second reading of Referendums (Scotland & Wales) Bill, May 21, 1997."

Donald Dewar said: “I should be the last to challenge the sovereignty of the people, or deny them the right to opt for any solution to the constitutional question they wished. For example, if they want to go for independence, I see no reason why they should not do so." JC

"In same debate Alex Salmond went on to emphasise that “… the Claim of Right referred to sovereign right of the Scottish people to determine a form of Govt best suited to their needs. It did not suggest sovereignty resides with English Members of Parliament." Joanna Cherry

Joanna Cherry: "Donald Dewar articulated the democratic norm later enshrined in the Edinburgh Agreement. His concession laid the foundation for the 2014 referendum in recognising the rights of Scots to choose whether to remain part of our voluntary union with England."

"I am wholly in agreement with view that we must find a legal & constitutional way to demonstrate that public opinion in Scotland has changed since 2014 referendum, in order for our independence to be internationally recognised & therefore meaningful." Joanna Cherry
SOCIETY