The Entrepreneur Life

Author: Sri Srikrishna (Page 6 of 22)

Acting on what’s important

Last weekend, two men, neither of whom I knew personally, died in separate accidents in North America. Yet this morning, as I sit down to write I find the deaths of Dave Goldberg, CEO of Survey Monkey and Parag Parikh, value investor have impacted me in ways I’d not have guessed. Yes we live in a world, whether the earthquake in Nepal (7500+ dead), war in Yemen (1250+ dead) or Syria (200,000+ dead) which in many way inures us to the news of death if not death itself. Yet the death of both these men, one admired in the startup community – known to many as the spouse of Sheryl Sandburg of Facebook (and Lean In fame) and the other in India’s value investment community, should make every one of us in the entrepreneurial community stop and take stock.

As founders of startups and otherwise active members of the ecosystem, we get caught up with the chase – whether news of rounds raised or customers won or milestones made. Our startups are constantly faced with existential crises be they cash flow problems, key employee loss or co-founder shenanigans. Many of us make it a badge of honor that we don’t have time for personal lives or the long hours we put in or how we’ve spent days at the office with little or no sleep. What little time we have we spend poring over startup news, networking and hustling. Many of us who left the corporate “rat race” have only traded it for the startup roller coaster, without the perks and the sobering truth of what working for oneself really is. Almost every one of these things is what makes the start up life the exhilarating and infuriating ride that it is.

The sudden death of these two men in their prime only brought home the truth of what’s important in our lives – our families, our health and what we can contribute to our communities. All too easily our own time can be taken away – so don’t put away what’s important to another day – don’t wait for Mother’s Day or any other special day to call on a loved one, to read to your child, take a walk with your spouse or a long hike with friends.

Stop reading and go give someone a hug!

4 Hacks to Handling an Interview Panel Well

Interview PanelOne of the joys of being around entrepreneurs and academicians is that you get pulled in to interview folks – in person, on the phone or Skype, and sometimes as part of a panel. This last weekend, I was part of one such interview panel – where nearly six senior candidates who’d been shortlisted were interviewed. Three things struck me about the experience

  • How vastly different approaches the various candidates brought to the interview process
  • Even the senior candidates made some of the same rookie mistakes that you expect only younger ones to make
  • How we, as the interview panel, could have done things better (that’s a whole another post)

Ask questions – In this particular panel, the thing that stood out the most for me, was how few questions the interviewees had for us as a panel. Sure they’d spoken to the hiring manager over the phone prior to the interview, but given the panel had veto power (did they know that?) it would have been better for them to ask more questions. While this is true even for 1:1 interviews, with a panel it’s important to understand what different people in the panel expect both of the role that you’re interviewing for and of the interview process itself. This will make sure you are neither blind-sided nor leave something unaddressed. Even more importantly your questions often will say a lot more about your than your answers.

Be specific A panel, with the very fact there are more than three people (ours had five), can easily get bogged down when it comes to decision-making. So it’s very important for you to be very specific with both your answers to their questions and even with your own questions. This allows you to stand out as a candidate. This requires you to avoid generalities – such as “I have strong networks in the community” and you’d be better of with specifics such as “I was able to recruit six mentors from the community in my first three months on the job. And these folks served with us on average for two years.” Balance the desire to be specific with the need to be concise – not always easy, but with practice can be done.

Be concise If you are like me (poor you!) the temptation is great to jump right in, when a question is posed. All too often, I get excited about the topic – which is usually why I’m there – and begin talking or responding.  Two tips to being concise – clarify what is being sought and validate whether you’ve answered their question. We make assumptions that may just not be correct – it is better to clarify before attempting to answer. In our specific job search, we wanted the candidate to make his organization, financially independent at some point. One candidate anxious that this was important to us focused on becoming self-sufficient within two years – which meant she recommended doing a lot of things, not central to the business, just to generate revenues. Clarifying the timeline over which the panel expected the organization to be self-sufficient could have easily avoided this.

Demonstrate Interest Many interview candidates assume that they are demonstrating interest by showing up. Why else would they be there? However, while showing up is necessary it is definitely not enough to show your interest in the job. The most attractive candidate – going by their resume and phone screen – turned out to be lowest ranked in our panel, due to the utter lack of energy and interest demonstrated by his body language and cadence during the panel interview. Most organizations are looking to hire people with energy and a good deal of motivation to make things happen. Sure they want to know and prefer you’ve done it before but are you willing and ready to do it and more, again? So it’s important to demonstrate interest – which of course asking questions, clarifying and engaging will all help you.

Not surprisingly most of these tips are useful for 1:1 interviews. However, it’s both easier to develop rapport in 1:1 interviews as well as recover from mistakes, with a little honesty and self-deprecation. Even the best of candidates can be undone with a panel, if there’s either non-alignment on the other side of the table or you don’t address the primary careabouts for the key decision makers on a panel. Share your own experiences interviewing with panels and what’s worked for you. Good luck!

4 Lessons from 3 Months as a Gaming Startup

Since 1988, when I began working, I’ve been part of three multinational firms (National Semi 1988-96, Synopsys ’99-2000, SiRF 2006-08), two startups (Microcon 96-97, Sasken 97-99), started two companies (Impulsesoft ’99-2006, Zebu – 2009-’11) and one non-profit (NEN, 2011-14). Between 2006-2011 I also invested or advised a variety of startups, a few of whom have thrived and a few died. Most of course are hanging in there. You’d have thought I’d have learned a few things over these 26 years and I have. Yet, doing a gaming startup has brought home loud and clear how much more there is to learn.

Follow The Dots

In mid November, my partners and I began working with a young man, for now code-named Don Knuth to pivot Zebu Communications – our originally marketing automation, then marketing consulting startup – to be a gaming studio. Since then we’ve launched two games on Android HomeBound and Follow the Dots and one on iOS. This post is a quick summary of 4 Lessons that I’ve learned (some granted needed reminding). Some of these are true for all startups but particularly relevant when embarking on a startup outside your own area of domain expertise.

Act fast and often I’ve never stop to be amazed to discover how much I STILL don’t know – not just about game mechanics, App Store Optimization or customer acquisition, monetization or mobile eco-system and even doing press releases. I’m sure there’s more stuff that I don’t even know that I know nothing about. Yet whatever I know, that I need to know, came from doing things. We got our first Android game out the door in 3 weeks – sure it didn’t set the world on fire (yet) – but I’ve learned more in this time, that’ll keep us rolling for the next one year. Reading is good (and I’m a big proponent of it) but acting fast and often, especially when it’s a new domain is very important.

Business first Doing a startup, particularly a gaming one, is loads of fun – there’s ton’s to do – games to play, code to write, logos to design – it’s very easy to keep busy. And as you learn stuff (see above) there’s even more stuff to do. Of course all the things that involve product development (concept, design, coding, testing, competitive analysis) are all in your “control” and feels like “real” work. So there’s a real risk that you’ll spend all your time doing these “fun” things and its easy to lose sight of the fact that you are a business – in other words you need customers – who’ll generate revenue for you – whether by paying you, through ads or other purchases. So spend as much time thinking about how you will make money and validating that – fast and often. We are yet to figure this out, but think about it and try things every day.

Consult others Luckily both the entrepreneurial community and gaming in particular is quite giving and willing to share. There are so many unknowns in building a gaming business that it is both an opportunity and a risk. So talk to people who are in the business. For instance a friend introduced me to Rajesh Rao, founder of Dhruv Interactive – India’s oldest game development company. They’ve been through the whole cycle – game development as a service, product development, to game incubator and Rajesh was sweet enough to take the time to give us an unvarnished view of the pluses and minuses. Others whether Vishal Gondal or Alok Kejriwal have been active speakers, writers and supporters of the gaming scene in India. Numerous indies have been forthcoming in sharing their time and insights locally and globally. It would be a huge mistake to try to do this – for any startup – on your own without consulting others and seeking their counsel.

Do your own thing Of course having sought others counsel, you still need to do your own thing – at least you’ll be well-informed. The challenge when you consult others is that you will get a lot of seemingly contradictory advice – do this, don’t do this. If we went completely by what others said – and I’ve done that more than once – we’ll come to rue it. What they said was most likely true – for them and at that time – the very opposite may be true now or for you. So getting to know what you need to know and what others have tried or not – regardless of whether it worked or not for them – is important but beyond that you gotta do your own thing. We were told that interstitial ads work better, but we found text ads worked better for us. Of course we may find video ads work even better or not. So do your own thing to verify.

Once a quarter, I will share our learnings as we embark on yet another startup journey. Meanwhile – support us by downloading our games, reviewing them and spreading the word. Thanks.

Leaders come in all shapes and other lessons from a mentor

It would be a lie if I said that I had a well-threshed out idea of who or what a good leader was, when I was 25. Sure, I’d already had nine years of college by then, lived in 5 cities across two countries. It wasn’t for lack of exposure. However, my idea of a leader, certainly till that time, had been all extroverted, Type A personalities, many larger than life. Starting with my father, maternal grandfather, role models in college and my graduate adviser, every one of them had fit this mold. And then I met Brad Bradford.

Eighteen months into my first job, I got promoted to be a section manager – fancy title for doing more of the same, but this time it was my rear that was on the line. Brad had been my manager’s manager and now here I was reporting into him. While I’m no physical giant, being much slimmer than me (not too hard, these days) Brad was small made. On top of it, he was quiet, understated and very measured when he spoke.

Brad made me completely reassess what a leader is and how a leader operates. Some of these lessons bear repeating as I keep falling into my old ways.

Bearing & carriage I recall my mom often urging me to stand straight and not slouch. Brad was living proof of what my poor mom had meant by bearing and carriage. The manner in which he stood, walked and carried himself communicated loudly even when he didn’t say a word. Once when the production line was down and we were furiously trying experiments, some of which were 12 hours long, to figure out what was broken. Brad would walk over to my cubicle and stand right there and look at me – not a word would be said to communicate that he was there to support us and to make sure we gave it our all. On that Monday day the factory was sold and we’d all been called to a meeting to tell us that we’d no longer have a job, Brad’s bearing and carriage said more about how we’d survive this and carry on than any words could have.

Action not words While I’ve always been voluble, some might say long-winded, Brad was – and I suspect still is –  a man of few words. This is not to say that he didn’t have a lot to say but he was the archetype of SHOW not tell. Whether pressing with upper management for more resources, negotiating with vendors or getting down to the factory floor to run or check on experiments, Brad was not big on “Let me tell you…” but got out there and did it. Never once in the two years I’d worked with him did I hear Brad raise his voice. All too often I had to strain to hear what he was saying!

Smile and humor For a man from Minnesota, working with a bunch of young, fresh graduates from India, Iran, Eastern Europe and laid back West Coast types, I’m surprised Brad didn’t throw things at us or at least yell even if he might have been tempted to take an axe (or the whatever weapon of choice Minnesotans had). As our factory was being, built once a week we’d have a crisis. The factory director, a storybook Texan with an enormous temper, would lead the raving and ranting that involved much frothing at the mouth. We young ‘uns would be easily offended and spoiling for a fight at being accused of doing a poor job. Brad on the other hand, unflappable as ever, would be an island of calm. He had a devastating smile and an understated sense of humor, that not only maintained his sanity but kept the rest of us cowboys in line.

Brad, thank you for showing me what leadership is and how you can lead effectively without being an Attila. I’m still learning to practice some of the lessons you’ve taught me.


You can read all the posts in my 30 days of gratitude series here.

1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 |

3 Steps to Achieve Profitable Growth

I never ceased to be amazed at how fast time seems to run right by us. Here we are in the second week of December and soon another year will be gone. Over the last four weeks as I’ve talked to a variety of entrepreneurs – it seems like they just got started and now already they’ve been in business for 4-5 years. Where did the time go, I find myself wondering. I’m not always sure that they wonder about it!

More importantly as some of them struggle for consistent growth and profitability, I find our conversations veering towards figuring out what’s working for them. In these conversations, I find myself repeatedly asking three or four questions

  • What is a typical deal size for you?
  • How long a selling cycle do you have – between first contact and first payment or purchase order
  • How many of these are repeat customers?
  • With which of these customers are you actually making money?

The funny thing is despite age or relative success of the business or experience of the entrepreneur this data is not that handy usually in most startups that I meet. It’s when they encounter a bump or worse yet a wall, they seek help and often the answers lie within such data. Of course sometimes it does not, but we’d know that only after we look at the data. Three things that are worth doing are

Analysis framework Build yourself a simple revenue and profit analysis framework – this could be simply a spreadsheet, like a sales tracker, but instead of forecast it shows what transpired. Ideally you would cover revenue, sales cycle, gross margin by account or customer (outside-in) and by-product or service offering (inside-out) and if you have a large enough team, even by salesperson. Depending on the nature of your business this could over a weekly, monthly, or quarterly period. Even if you review only on a half-yearly or annual basis, having the breakdown at least at a monthly level, helps.

Periodic reviews Any data and analysis is not of much use, unless you periodically review it. I’d include as many senior folks (if not your entire team) in such a review. The goal of the review is to really understand, which customers and products actually make profits for you – how long it took you to acquire them and why they’ve stayed with you or given you repeat orders. Alternately it will tell you if you are NOT getting repeat orders or those repeat orders are NOT coming fast enough or at better margins. Including the larger team, allows you to do find bottlenecks and assumptions within your own team – why proposals or demos take longer than they need to (selling cycle), costs are higher (team tries to get one customer to pay for entire dev cost etc.) Also it reminds the team that business is about making profits, not just shipping products (or proposals) alone.

Action plan Three critical actions can come out of such reviews

  • identifying what worked and doing more of this. Could include up selling to existing customers, culling non-profitable ones, tracking and shortening lead-to-customer conversion cycle times
  • designing experiments to validate things that are unclear – did that email campaign work, did pricing make a difference, what worked for one account or sales person can it be used for others – this helps find what worked (and what didn’t)
  • modifying your analysis framework do you continue to measure what you are presently measuring? What do you remove? What do you add, so that the analysis framework -> periodic review – > action plan cycle serves your purpose of profitable growth.

As December winds down and a new calendar and fiscal year loom, this might be a good time to look at this.

When should I start raising money?

This is amongst the most common questions I get asked. A young entrepreneur approached me with this exact question last weekend at the Unpluggd event. My response to her was, as always, “NOW!”

As an entrepreneur, it’s easy to get confused by all the conflicting advice that seems to be out there. It seems that when people pose the question “When should start raising money?” they get a variety of answers

  • When you have a prototype
  • When you can demonstrate market traction
  • When you have paying customers
  • When you [ fill in your favorite future event]
Photo: HowardLake via Compfight cc

Photo: HowardLake

These answers clearly aren’t wrong. But they often are answering the question, “When am I likely to get funded?” and not “When should I start raising money?”

Fundraising, in many ways, is analogous to marketing and sales of your product or service. In this instance, the product is your team, company and business plan. So things we’ve come to accept and address in a typical sales process apply to fundraising as well.

Process or cycle Just as making revenue involves a selling cycle, raising money also involves a cycle, with its own elapsed time (typically 6-9 months depending on how big a round you are trying to raise, market conditions and of course your business and team). Which means the sooner you start, the better it is. At times you begin the process before you have a product or prototype (whether selling or fundraising) but in general, sooner you get out there the better it is.

Relationship-building Just as in a product or service selling cycle, you’re only hustling your offering – but building a relationship with your prospect. Ideally, you want the customer to buy more than once, you want them to buy sooner, at a better price. All of this involves a trust-based relationship. Fund-raising requires similar comfort and trust in the relationship, which requires more than one meeting – only time and repeated meaningful encounters, whether in person, phone or email is it built.

Risk Mitigation A first-time customer is taking a risk, when she buys from your startup – of course, this risk is usually finite and not life or job-threatening for most customers. In the case of a potential investor, they are taking a much larger financial risk when they choose to invest in your business. This once again takes time for them to understand your business and your capabilities to adequately de-risk investing in your business. Part of this de-risking comes from when they find you making steady progress from meeting to meeting (whether customer traction, product milestones or team building) – all of which takes time as well

Given all three things, the process, relationship building and risk-mitigation take time, the sooner you start, the better off you’d be.

To be fair, raising money poses its own set of risks – notably eating up time that you should be spending on building your business or distracting and possibly de-focusing you as you get varying inputs from different sources. You need to balance that with your need for capital and the timelines within which you need that capital. Happy hunting.

Selling Your Business – A Primer

This last weekend, I gave a talk at the Unpluggd Conference in Bangalore titled “Selling Your Business.”

It appears that the internet and world at large is filled with information on creating business plans, getting co-founders not to mention loads of advice on fund raising. Yet there is mostly silence or a lot of speculation on selling your business. Sure you hear about “OMG! Did you see Little Eye Labs got acquired by Facebook!” So when you read about RedBus being acquired or an acqui-hire (BuyNBrag) happening or product buy-out (Mango) – what is it that actually goes on? More importantly what is it you want? Are there lessons to be learned from entrepreneurs who’ve sold their businesses with various levels of (un)preparedness and differing degrees of (dis) satisfaction?

The talk was intended to serve as a brief How-to ranging from, “Should you sell?” “Where do you start?”, Who should be involved? What do investment bankers or other consultants do? all the way to the mechanics and esoterica of valuations, deal structuring etc. and the lessons learned from other Indian tech and non-tech firms going through a merger and acquisition (M&A).

Thanks to my friend Ramani, who originally inspired me to put this together.

Sabbatical Therapy

For nearly six months I’d been planning to take some serious time off – and finally from 1st November, I took a break from my more-than-full-time quest at the National Entrepreneurship Network. I’ve now been gone a month and have still another to go, but reckoned might be as good a time as any to take stock. It has been a busy and hectic month – yet both exhilarating, fulfilling and neither as boring as others feared nor as stressful it threatened to be. The only regret I have is that I didn’t do this a lot sooner.

In this last month, I got the following accomplished

  • Learnt more about college applications and essays than I’d ever want to and shared some insights with others and helped my twelfth grader think about her options – I can’t say I got more accomplished but this was the hardest thing I did.
  • Read at least three books about Deccan history – absolutely fascinating period between the fall of the Pandyas in the 11th century and the rise of the Bahamani and Vijayanagar kingdoms and their eventual downfall in the 16th century. Still reading – all preparatory to my first historical fiction that’s brewing.
  • Enjoyed attending three Carnatic concerts by my wife Chitra, including the prep, the recording and figuring things about her website. Barely scratched the surface – much work remains. Caught several more by others with mom who was visiting including discovering old tapes.
  • Kicked off the Gratitude series – acknowledging, celebrating and thanking mentors and friends, who have helped m in the journey so far. Got ten of 30 planned completed. Again work for December all lined up.
  • Outlined – okay, draft outlined – one book – Selling Your Startup – that I hope to get written in the upcoming quarter and kicked off another book project with a prospective co-author, about Technology M&A in India. You’ll certainly hear about both in coming weeks and months.
  • Got a couple of travel pieces written with Chitra and already had one on the Sun Temple in Modhera, Gujarat published in the Hindu Sunday travel section.
  • Learned how to use two new pieces of software – Scrivener (for writing) and Unity (for game building) – still early days and a long way to go, but it’s always fun to learn new stuff.
  • As one of the organizers of our 30th Reunion chased my old college mates with varying degrees of success and good deal of fun & discovery – yep, good ol’ ITBHU in Christmas 2014 – this is going to be a great deal of fun.
  • Yep, finally rewarded myself with the new Amazon Kindle and putting it through the paces. Now all I got to do is publish some of my stuff for the Kindle!

Not bad, for kicking back and not working!

3 Simple Steps to Generating Revenue

A former colleague reached out to me recently seeking help. He’d inherited responsibility for a set of retail outlets in medium-sized city. Unfortunately the inheritance did not come with a marketing budget and he was wondering how he could set the business on fire. We briefly discussed what their business was about, what challenges he faced, what his competitors were already doing and such. We brainstormed a little and then tried to put down some specific action items or at least things to try.

As I reflected on our conversation it struck me how much of what we’d discussed was true not just for this retail gig, but for any business. As with all great truths, they seem simple enough to articulate, but is well worth reminding ourselves periodically. More importantly, regardless of the tactics we’d use, and these will change with both our business types, time and place, these three strategic steps will rarely change.

Creating Awareness People need to know you exist, before they can buy from you. It’s even better if they know why you exist, what you stand for and how you are different. But you gotta start with folks being aware. How do you create awareness, especially when you don’t have a marketing budget? In my friend’s case, it begins with the tried and tested real world methods such as handing out flyers at the street corner or a man with a sandwich board neither of which costs much. In his case given milk and dairy products he sells, targeting local apartment complexes, with both inserts in newspapers as well as display booth maximizes number of folks who get to know he exists. Of course getting his current customers to spread the word – word of mouth – is a great way to get the word out. This works whether you are an online school, SaaS B2B service provider or social network for new moms. Thought leadership, writing for the local (or hyperlocal) paper, presentations at local schools (or corporates) are ways to identify your brand/store/product to value for the prospective customer. Content marketing in many ways enriches all the above and builds a long tail of awareness creation.

Generating Footfalls Ok, now you gotta a lot of people aware that you exist. Now you gotta get them into your store – physical in my friends case, possibly online in your own. This is what marketers think of as Call to Action (CTA). How do you get someone who’s aware of you to act upon it – usually by visiting you. Promotions, contests or freebies are common ways of generating footfalls – for instance the chappie handing out flyers at a street corner, could offer a free ice cream (or n% of a second purchase) as a way to induce footfalls. Online free e-books, flash sales, or other forms of giveaways could be used to induce footfalls. Keep in mind, what tactics you use to generate footfalls will change with the nature of your business, physical vs online stores, target audience, time and place. In fact tactics that work at one time may not work or worse yet backfire at other times. Generating footfalls need not be only about price or giving away stuff for free, but is always about providing value for the customer. Skin type testing, bra fitting, financial education – all these are things of value to the user that can help them cross your threshold, and it need not cost you money, at least not a whole lot.

Building a relationship All of us, however good or bad, can get one customer or some customers to buy. The trick is how do you get a lot of them buying on an ongoing basis, bringing others in or inducing others to buy. This requires that we build a relationship with our customers. Just because we want to have a relationship with them doesn’t mean they’d want one with us. Worse yet, if you did a poor job with creating awareness, either by misleading them or worse, they’d want nothing to do with you. Also if you generate footfalls under false pretence – using bait and switch tactics or worse, they not only run away but tell 10 other people to avoid you. So being authentic, understanding their needs is the first step in building a relationship. Consistently serving their needs, ideally anticipating, setting and exceeding expectations is the way to build lasting relationships. While not trivial, it’s not rocket science either. In my friend’s case, it’s knowing the regulars, keeping in touch with them, not just in the store but outside. In your business it may involve newsletters, making recommendations or connecting with partners or other service providers and above all listening to them, what they are saying and what they aren’t.

As the writers Sean Platt and Johnnie Truant advocate Write, Publish, Repeat, to become a successful writer, building business is all about Create Awareness, Generate Footfalls, Build Relationships. Repeat.

Good hunting.

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