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Ryan Allis-03 business-all that i've learned-allis Ryan Allis-03 business-all that i've learned-allis Presentation Transcript

  • = ALL THAT I’ve = LEARNED 28 by RYAN ALLIS
  • = All that Ive learned by 28 PART 3 = ABOUT BUSINESS
  • THE PRESENTATION TOPICS COVEREDThe presentation 826 slides COVERing What I’ve learned so far about 1 LIFE 2 THE WORLD 3 BUSINESS < >
  • THE PRESENTATION PART I 1 TOPICSThe presentationABOUT THIS VIDEO PART TOPICS PART 1 “ABOUT LIFE” INCLUDES 337 Slides and SECTIONS ON GOALS INVESTING VALUES COMMUNICATION MENTORS INTERNAL SELF NETWORKS LESSONS < >
  • THE PRESENTATION PART I 1 TOPICSThe presentationABOUT THIS VIDEO PART 2 TOPICS PART 2 “ABOUT THE WORLD” INCLUDES 210 slides and SECTIONS ONSYSTEMS GEN YHUMAN RIGHTS CLIMATE CHANGEGLOBAL KPIS INNOVATIONWORLD 2050 < >
  • THE PRESENTATION PART I 1 TOPICSThe presentationABOUT THIS VIDEO PART 3 TOPICS PART 3 “ABOUT BUSINESS” INCLUDES 269 slides and SECTIONS ON ENTREPRENEURSHIP BUILDING A TEAM MOTIVATION BUILDING SYSTEMS PLANNING LEADERSHip INCORPORATION STRATEGY RAISING CAPITAL EXECUTION PRODUCT DEVELOPMENT BUSINESS LESSONS MARKETING MY MISSION < >
  • = All that Ive learned by 28 = ABOUT ENTREPRENURSHIP
  • ENTREPRENEURSHIP HOW TO START A BUSINESS HERE ARE TEN STEPS TO BUILDING YOUR COMPANY TO $1M In Sales"
  • ENTREPRENEURSHIP TEN STEPS to $1M 1.  KNOW YOUR ROLE 2.  UNDERSTAND THE SYSTEM 3.  KNOW YOUR MOTIVATION 4.  BUILD YOUR PLAN 5.  INCORPORATE 6.  RAISE FUNDING OR BOOTSTRAP 7.  DEVELOP YOUR PRODUCT 8.  Execute YOUR MARKETING PLAN 9.  BUILD YOUR TEAM 10.  BUILD SCALABLE SYSTEMS
  • ENTREPRENEURSHIP 1 KNOW YOUR ROLE IT IS THE ENTREPRENEUR WHO ORGANIZES & ARRANGES THE USE OF LAND, LABOR, & CAPITAL TO CREATE AN OUTPUT DEMANDED BY HUMANs
  • ENTREPRENEURSHIP WHAT IS AN ENTREPRENUER? KNOW YOUR ROLE 1 KNOW YOUR ROLE 1Entrepreneurs (n.)INDIVIDUALs WHO BUILD ORGANIZATIONSWHICH ARRANGE PEOPLE, CAPITAL & MACHINESTO PRODUCE & DISTRIBUTE GOODSWHICH CREATE VALUE FOR HUMANITY
  • ENTREPRENEURSHIP WHAT DO ENTREPRENEURS DO? KNOW YOUR ROLE 1 KNOW YOUR ROLE 1Entrepreneurs: 1. BUILD ORGANIZATIONS 2. ARRANGE PEOPLE, CAPITAL & MACHINES 3. PRODUCE & DISTRIBUTE GOODS 4. CREATE VALUE FOR HUMANITY
  • ENTREPRENEURSHIP KNOW YOUR ROLE 1 KNOW YOUR ROLE 1 “Both a sparkplug & CATALYST THE ENTREPRENEUR IS AT ONCE THE DRIVING FORCE BEHIND PRODUCTION AND THE AGENT WHO COMBINES THE OTHER RESOURCES IN WHAT IS HOPED WILL BE A PROFITABLE VENTURE” - McConnell and Brue in Economics
  • ENTREPRENEURSHIP KNOW YOUR ROLE 1 KNOW YOUR ROLE 1 “A person who organizes, Operates, and assumes THE RISK FOR A BUSINESS VENTURE” - The American Heritage dictionary
  • ENTREPRENEURSHIP KNOW YOUR ROLE 1 KNOW YOUR ROLE 1TRAITS OF AN ENTREPRENEUR:Initiative CREATIVITYDRIVE TOWARD EFFICIENCY ABILITY TO LEARN QUICKLYBIAS TOWARD ACTION PERSERVERENCEABILITY TO TAKE FEEDBACK ABILITY TO DELAY GRATIFICATIONTOLERANCE FOR STRESS DRIVE TO ACHIEVEDETERMINATION ABILITY TO PLANDECISIVeNESS ABILITY TO BUILD A TEAMCOURAGE ABILITY TO INSPIRE & LEADABILITY TO DEAL WITH FAILURE ABILITY TO PRIORITIZE
  • ENTREPRENEURSHIP KNOW YOUR ROLE 1 KNOW YOUR ROLE 1 ENTREPRENEURS ARE SOMETIMES GOOD CEOS AND SOMETIMES REALLY BAD CEOS. FIND OUT WHAT you’re good At and do that. You don’t have to BE THE CEO.
  • ENTREPRENEURSHIP KNOW YOUR ROLE 1 KNOW YOUR ROLE 1 A CEO’S ROLE IN A STARTUP IS THE CHIEF EVERYTHING OFFICER
  • ENTREPRENEURSHIP KNOW YOUR ROLE 1 KNOW YOUR ROLE 1 A START-uP CEO’S ROLE INCLUDES: VISION CULTURE STRATEGY LEADERSHIP PRODUCT CREATION TEAM RECRUITING FINANCING OPERATIONS MEDIA RELATIONS BOARD RELATIONS
  • ENTREPRENEURSHIP KNOW YOUR ROLE 1 KNOW YOUR ROLE 1LATER ONTHE CEO’s ROLE IS TO 1. Set Strategy & VIsion 2. RECRUIT & lead SENIOR TEAM 3. OVERSEE RESOURCE ALLOCATION 4. COMMUNICATE TO STAKEHOLDERS 5. BUILD A GREAT CULTURE
  • ENTREPRENEURSHIP KNOW YOUR ROLELEADERSHIP THE CEO1 ROLE YOUR ROLE KNOW 1 YOUR ROLE AS CEO IS NOT TO MICROMANAGE It’s to hire people EXPERIENCED THAN YOU IN THEIR AREAS AND PROVIDE THE BIG PICTURE
  • ENTREPRENEURSHIP KNOW YOUR ROLELEADERSHIP THE CEO1 ROLE YOUR ROLE KNOW 1 GREAT CEO’s ARE GOOD AT PUBLIC SPEAKING CONNECTING DEEPLY WITH TEAM SHARING THEIR PASSION RAISING FUNDING UNDERSTANDING THE CUSTOMER
  • = ALL THAT I’ve = LEARNED 28 by RYAN ALLIS
  • = All that Ive learned by 28 = ABOUT THE ENTREPRENEURIAL SYSTEM
  • ENTREPRENEURSHIP KNOW YOUR ROLE THE SYSTEM 2 UNDERSTAND 1 THERE IS AN ENTIRELY DIFFERENT WORLD OUT THERE—A WORLD OF PROSPERITY & UNLIMITED WEALTH You can enter this world IF YOU ARE AWARE IT EXISTS AND YOU WORK HARD
  • ENTREPRENEURSHIP KNOW YOUR ROLE THE SYSTEM 2 UNDERSTAND 1 TO ENTER THIS WORLD YOU MUST UNDERSTAND HOW THE SYSTEM OF ENTREPRENEURSHIP WORKS
  • ENTREPRENEURSHIP KNOW YOUR ROLE THE SYSTEM 2 UNDERSTAND 1 THERE ARE THREE WAYS TO BUILD WEALTH THROUGH ENTREPRENEURSHIP THROUGH A SALARY, THROUGH DIVIDENDS, and through THE SALE OF STOCK YOU OWN
  • ENTREPRENEURSHIP KNOW YOUR ROLE THE SYSTEM 2 UNDERSTAND 1 THE SUCCESSFUL ENTREPRENEUR CAN EARN TENS OF MILLIONS OF DOLLARS FOR CHANGING AN INDUSTRY AND BRINGING IMMENSE VALUE TO A LARGE USER OR CUSTOMER BASE
  • ENTREPRENEURSHIP KNOW YOUR ROLE THE SYSTEM 2 UNDERSTAND 1 TO DO THIS, you’ll have to •  DEVELOP A NOVEL PRODUCT •  PROTECT YOUR IP •  GET CUSTOMERS •  BUILD A GREAT TEAM •  RAISE CAPITAL •  BUILD SCALABLE SYSTEMS
  • = ALL THAT I’ve = LEARNED 28 by RYAN ALLIS
  • = All that Ive learned by 28 = ABOUT ENTREPRENEURIAL MOTIVATION
  • ENTREPRENEURSHIP KNOW YOUR ROLE 3 FIND YOUR MOTIVATION 1 HERE’S MY MOTIVATION: CREATE A SUSTAINABLE WORLD IN WHICH EVERY HUMAN BEING HAS ACCESS TO OPPORTUNITY
  • ENTREPRENEURSHIP KNOW YOUR ROLE 3 FIND YOUR MOTIVATION 1HERE’S WHAT I WANT MY EPITAPH TO SAY: GREAT MAN, HUSBAND AND FATHER ENTREPRENEUR, LEADER & HUMANITARIAN LED ORGANIZATIONS & BUILT TECHNOLOGIES THAT AdVANCED EQUALITY OF OPPORTUNITY GLOBALLYNow I’m working on making this a reality
  • ENTREPRENEURSHIP KNOW YOUR ROLE 3 FIND YOUR MOTIVATION 1 I’m building a company Whose purpose is to CONNECT HUMANS GLOBALLY ON TABLETS & SMARTPHONES
  • ENTREPRENEURSHIP KNOW YOUR ROLE 3 FIND YOUR MOTIVATION 1 OUR MISSION IS TO BUILD A PLATFORM TO ORGANIZE HUMAN RELATIONSHIPS FOR THE TOUCH GENERATION MAKING THE WORLD MORE OPEN AND CONNECTED
  • ENTREPRENEURSHIP KNOW YOUR ROLE 3 FIND YOUR MOTIVATION 1 FIND A MISSION THAT YOU ARE DEEPLY PASSIONATE ABOUT AND BUILD A BUSINESS TO PURSUE THE SHIT OUT OF IT
  • ENTREPRENEURSHIP KNOW YOUR ROLE 3 FIND YOUR MOTIVATION 1 FINDING MY CORE MOTIVATION AT 18 HAS BEEN CRITICAL TO GETTING ME THROUGH THE DIFFICULT AND CHALLENGING TIMES AND FINDING THE STRENGTH FROM WITHIN TO PERSERVERE IN THE FACE OF GENERALLY INSURMOUNTABLE ODDS
  • ENTREPRENEURSHIP KNOW YOUR ROLE 3 FIND YOUR MOTIVATION 1 SPEND TIME THINKING AND MEDITATING ON YOUR RAISON D’ETRE AND FIGURE OUT WHAT CONSTITUTES THE CORE MOTIVATIONS FOR WHAT YOU DO AND WHO YOU ARE
  • ENTREPRENEURSHIP KNOW YOUR ROLE 3 FIND YOUR MOTIVATION 1 Know who you want to become AND YOU CAN BEGIN TO DIRECT YOUR LIFE RATHER THAN LETTING OUTSIDE FACTORS CONTROL YOU. DIRECT YOUR LIFE TOWARD YOUR DEFINITE CHIEF AIM.
  • ENTREPRENEURSHIP KNOW YOUR ROLE 3 FIND YOUR MOTIVATION 1 LET WHO YOU ARE AND WHAT YOU BELIEVE COME OUT IN ALL THAT YOU CREATE
  • ENTREPRENEURSHIP KNOW YOUR ROLE 3 FIND YOUR MOTIVATION 1 FIGURE OUT WHAT YOU’RE PASSIONATE ABOUT WRITE DOWN YOUR GOALS & PRINT THEM WRITE DOWN YOUR LIFE PURPOSE DETERMINE THE CHANGE YOU SEEK THEN START A COMPANY TO MAKE THAT CHANGE REAL
  • = ALL THAT I’ve = LEARNED 28 by RYAN ALLIS
  • = All that Ive learned by 28 = ABOUT BUSINESS PLANNING
  • ENTREPRENEURSHIP UNDERSTAND THE SYSTEM 4 BUILD YOUR PLANTODAY, MOST PLANS ARE SLIDE DECKS WHICH INCLUDE: 1. TEAM 2. PROBLEM 3. PRODUCT & TECHNOLOGY 4. MARKET & COMPETITION 5. revenue model 6. FINANCIAL PROJECTIONS
  • ENTREPRENEURSHIP KNOW YOUR ROLE – THE TEAM 4 BUILD YOUR PLAN 1 BUSINESS IDEAS ARE A DIME A DOZEN WHAT REALLY MATTERS IS THE OPERATIONAL EXECUTION AND THE QUALITY OF THE TEAM
  • ENTREPRENEURSHIP KNOW YOUR ROLE – THE PROBLEM 1 4 BUILD YOUR PLAN CLEARLY ILLUSTRATE THE PROBLEM YOU ARE SOLVING HOW YOU ARE SOLVING IT AND FOR WHOM
  • ENTREPRENEURSHIP KNOW YOUR ROLE – THE PRODUCT 1 4 BUILD YOUR PLAN SHOW PICTURES OF A PROTOTYPE OR WIREFRAMES & MOCKUPS MAKE YOUR SPECIFIC SOLUTION EASILY VISUALIZED
  • ENTREPRENEURSHIP KNOW YOUR ROLE – THE PRODUCT 1 4 BUILD YOUR PLAN SHARE YOUR PRODUCTION TIMELINE AND KEY MILESTONES TOWARD INITIAL PRODUCT DELIVERY AND DISCUSS FUTURE PRODUCTS AND SERVICES
  • ENTREPRENEURSHIP KNOW YOUR ROLE – THE MARKET 4 BUILD YOUR PLAN 1 ADDRESS THE FOLLOWING ABOUT YOUR MARKET SUPPLIERS BARRIERS TO ENTRY INTELLECTUAL PROPERTY MARKET SIZE MARKET TIMING DIRECT COMPETITORS POTENTIAL PARTNERS
  • ENTREPRENEURSHIP KNOW YOUR ROLE – REVENUE MODEL1 4 BUILD YOUR PLAN ADDRESS THE FOLLOWING IN YOUR REVENUE SECTION B2B or B2c DISTRIBUTION CHANNELS WHOLESALE VS. RETAIL REVENUE ONE TIME VS. SUBSCRIPTION REVENUE USER & CUSTOMER GROWTH ASSUMPTIONS UNIT COSTS AT SCALE UNIT REVENUE AT SCALE
  • ENTREPRENEURSHIP KNOW YOUR ROLE 4 BUILD YOUR PLAN—FINANCIALS 1ADDRESS THE FOLLOWING IN YOUR FINANCIAL PROJECTIONS REVENUE ASSUMPTIONS COST ASSUMPTIONS Revenue by Month COST BY MONTH BY CATEGORY NET INCOME BY MONTH BY CATEGORY TIME TO BREAKEVEN FUNDS NEEDED TO REACH NEXT MILESTONE TOTAL EXPECTED FUNDS NEEDED
  • ENTREPRENEURSHIP KNOW YOUR ROLE 4 BUILD YOUR PLAN—FINANCIALS 1EXAMPLE 60 Month PRO FORMA P&L PROJECTIONS $1,500,000"" $1,000,000"" $500,000"" $0"" ($500,000)" ($1,000,000)" ($1,500,000)" ($2,000,000)" ($2,500,000)" 0" 6" 12" 18" 24" 30" 36" 42" 48" 54" 60" Revenue Expenses Aggregate Net Income
  • ENTREPRENEURSHIP KNOW YOUR ROLE 4 BUILD YOUR PLAN—CHECKLIST 1MAKE SURE YOUR DECK ANSWERS ALL THESE QUESTIONS ! Who’s on your team? ! What is their background? ! WHAT IS THE NEED FOR THE PRODUCT? ! HOW WILL THE PRODUCT BE PRICED? ! WHAT IS THE SIZE OF THE MARKET? ! IS THE MARKET READY FOR THE PRoDUCT? ! WHAT WILL IT COST TO PRODUCE THE PRODUCT? ! WHAT IS THE TOTAL START-up COST?
  • ENTREPRENEURSHIP KNOW YOUR ROLE 4 BUILD YOUR PLAN—CHECKLIST 1MAKE SURE YOUR DECK ANSWERS ALL THESE QUESTIONS ! HOW MUCH IS NEEDED TO REACH BREAKEVEN? ! WILL YOU NEED TO ACQUIRE ANY IP? ! WHO IS YOUR TARGET CUSTOMER? ! WHAT ROLES WILL YOU FILL IN THE FUTURE? ! WHAT ARE YOUR FUTURE PRODUCTS? ! WHAT ARE YOUR ANNUAL Revenue PROJECTIONS? ! WHAT ARE YOUR ANNUAL COST PROJECTIONS? ! WHAT ARE YOUR ANNUAL PROFIT PROJECTIONS?
  • = ALL THAT I’ve = LEARNED 28 by RYAN ALLIS
  • = All that Ive learned by 28 = ABOUT INCORPORATING
  • ENTREPRENEURSHIP 5 INCORPORATENOW THAT YOU HAVE YOUR PLANIt’s time to become official AND INCORPORATE
  • ENTREPRENEURSHIP NEGOTIATING POWER BASED ONRAISING CAPITAL 5 INCORPORATE THE BENEFITS OF INCORPORATING MUCH LOWER TAXES LIABILITY PROTECTION BEING TAKEN SERIOUSLY ABILITY TO OPEN A BANK ACCOUNT ABILITY TO HIRE EMPLOYEES ABILITY TO RAISE INVESTMENT ABILITY TO GAIN CORPORATE CREDIT
  • ENTREPRENEURSHIP 5 INCORPORATETO INCORPORATE YOURSELFYOU JUST NEED TO KNOW THE NAME OF THE COMPANy THE STATE YOU WISH TO INCORPORATE IN THE NUMBER OF SHARES TO CREATE THE INITIAL OWNERSHIP OF THOSE SHARES
  • ENTREPRENEURSHIP 5 INCORPORATEYOU CAN INCORPORATE VIA LEGALZOOM.com INCORPORATE.COm OR VIA ANY CORPORATE LAW FIRM
  • ENTREPRENEURSHIP 5 INCORPORATEIN THE U.S. you can start a S Corp Most firms that plan on C Corp r a i s i n g c a p i ta l a r e Delaware C Corporations LLC BENEFIT CORP
  • ENTREPRENEURSHIP 5 INCORPORATEIN CHOOSING A LAW FIRM LOOK AT REPUTATION & REFERENCES START-up EXPERIENCE INTRODUCTION TO INVESTORS IPO EXPERIENCE PARTNER CHEMISTRY
  • ENTREPRENEURSHIP 5 INCORPORATEONCE INCORPORATED YOU’llRECEIVE YOUR ARTICLES OF INCORPORATION SET OF BYLAWS SET OF STOCK CERTIFICATES
  • ENTREPRENEURSHIP 5 INCORPORATETHEN YOU CAN GET ANEMPLOYER IDENTIFICATION NUMBERFROM THE IRS (YIPEE!)AND OPEN A BANK ACCOUNT
  • ENTREPRENEURSHIP 5 INCORPORATETHEN YOU CAN GET ANEMPLOYER IDENTIFICATION NUMBERFROM THE IRS (YIPEE!)AND OPEN A BANK ACCOUNT
  • = ALL THAT I’ve = LEARNED 28 by RYAN ALLIS
  • = All that Ive learned by 28 = ABOUT RAISING CAPITAL
  • ENTREPRENEURSHIP 6 RAISE FUNDING OR BOOTSTRAP IF POSSIBLE TRY TO GET AS FAR AS YOU CAN WITHOUT RAISING OUTSIDE CAPITAL
  • ENTREPRENEURSHIP 6 RAISE FUNDING OR BOOTSTRAP AT ICONTACT WE BOOTSTRAPPED FOR THE FIRST 3 years
  • ENTREPRENEURSHIP 6 RAISE FUNDING OR BOOTSTRAP IN THE BEGINNING DO WHATEVER IT TAKES TO KEEP COSTS LOW
  • ENTREPRENEURSHIP 6 RAISE FUNDING OR BOOTSTRAP WHERE TO LOOK DEPENDS ON HOW MUCH YOU NEED AND HOW FAR ALONG YOU ARE
  • ENTREPRENEURSHIP 6 RAISE FUNDING OR BOOTSTRAP WELCOME TO THE MATRIX OF GREEN <$25k $25k-$500k $500k to $5M $5m to $25m $25m to $50m >$50M CREDIT CARDS Yes YOUR SAVINGS YES Yes if PRUDENT Friends & Family Yes Yes if available P2p FUNDING Yes Yes if available Yes BANKS Yes if COLLATERAL YES IF PROFITABLE YES IF PROFITABLE Angel investors Yes YES SUPER ANGELS YES YES EARLY STAGE VC YES Growth StAGE VC YES Mezzanine debt YES LATE Stage VC YES PRIVATE EQUITY YES YES PUBLIC MARKETS YES PIPES YES CORPORATE BONDS YES
  • ENTREPRENEURSHIP FACTORS IN RAISERAISING CAPITAL HOW6MUCH TOFUNDING OR YOUR INVESTORS RAISE SELECTING BOOTSTRAP DO YOUR BEST TO AVOID RAISING MORE THAN 1x your current ANNUALIZED REVENUE
  • ENTREPRENEURSHIP NEGOTIATING POWER OR BOOTSTRAPRAISING CAPITAL 6 RAISE FUNDING BASED ON YOUR NEGOTIATING POWER BASED ON LEVEL OF NEED FOR THE MONEY YOUR EXPERIENCE YOUR TEAM PRODUCT & TECHnOLOGY COMPETITION OTHER TERM SHEETS QUALITY OF YOUR ADVISORS
  • ENTREPRENEURSHIP MOST IMPORTANT TERMSRAISING CAPITAL 6 RAISE FUNDING OR BOOTSTRAP THE MOST IMPORTANT INVESTMENT TERMS VALUATION " THE HIGHEST VALUATION Isn’T ALWAYS BEST OPTION POOL SIZE LIQUIDATION PREFERENCES FOUNDER REVESTING PREFERRED VETO RIGHTS TYPE OF PREFERRED STOCK BOARD SEATS
  • ENTREPRENEURSHIP FACTORS INFUNDING OR YOUR INVESTORSRAISING CAPITAL 6 RAISE SELECTING BOOTSTRAP FACTORS IN SELECTING YOUR INVESTORS CHEMISTRY WITH THE PARTNER OPERATIONAL EXPERIENCE CURRENT PORTFOLIO ALIGNMENT PARTNER/FIRM EXIT RESULTS EXECUTIVE RECRUITING ABILITY TERMS OF INVESTMENT
  • ENTREPRENEURSHIP FACTORS INFUNDING OR YOUR INVESTORSRAISING CAPITAL 6 RAISE SELECTING BOOTSTRAP TECH PRE-REVENUE VALUATION GUIDELINES $1m to $25m PMV depending on Factors like •  CEO Past exits •  TEAM EXPERIENCE •  NUMBER OF USERS •  NUMBER OF ENGINEERS •  LOCATION OF COMPANY X2 if you’re in silicon valley
  • ENTREPRENEURSHIP FACTORS INFUNDING OR YOUR INVESTORSRAISING CAPITAL 6 RAISE SELECTING BOOTSTRAP PRE-REVENUE VALUATION EXAMPLE INCORPORATED b2c tech COMPANY RUN BY FIRST TIME ENTREPRENEUR with 1 engineer Pre-Money Valuation: $1m-$2m
  • ENTREPRENEURSHIP FACTORS INFUNDING OR YOUR INVESTORSRAISING CAPITAL 6 RAISE SELECTING BOOTSTRAP PRE-REVENUE VALUATION EXAMPLE INCORPORATED b2c tech COMPANY RUN BY FIRST TIME ENTREPRENEURS who have been through y combinator with a good idea AND 2 engineers Pre-Money Valuation: $4m-8m
  • ENTREPRENEURSHIP FACTORS INFUNDING OR YOUR INVESTORSRAISING CAPITAL 6 RAISE SELECTING BOOTSTRAP PRE-REVENUE VALUATION EXAMPLE INCORPORATED tech COMPANY run By experienced CEO with 10 years c-level experience, $100m prior Exit, & 5 engineers Pre-Money Valuation: $10m-20m
  • ENTREPRENEURSHIP FACTORS INFUNDING OR YOUR INVESTORSRAISING CAPITAL 6 RAISE SELECTING BOOTSTRAP TECH POST-REVENUE VALUATION GUIDELINES 1x to 12x revenue based on factors like •  AMOUNT OF REVENUE •  REVENUE GROWTH RATE •  NUMBER OF USERs/customers •  TYPE OF REVENUE •  CEO/TEAM EXPERIENCE •  COMPANY MARKET •  LOCATION OF COMPANY
  • ENTREPRENEURSHIP FACTORS IN SELECTING BOOTSTRAPRAISING CAPITAL TERM6SHEETS FUNDING OR YOUR INVESTORS RAISEAS YOU GO ABOUT FUNDRAISINGYOU USUALLY WANT TO CREATE A COMPETITIVE PROCESS
  • ENTREPRENEURSHIP FACTORS IN SELECTING BOOTSTRAPRAISING CAPITAL TERM6SHEETS FUNDING OR YOUR INVESTORS RAISE BUILD YOUR FUNDING PROCESS TO ENSURE YOU RECEIVE MULTIPLE TERM SHEETS
  • ENTREPRENEURSHIP FACTORS IN SELECTING BOOTSTRAPRAISING CAPITAL TERM6SHEETS FUNDING OR YOUR INVESTORS RAISE HAVE ACCESSIBLE IN YOUR HEAD VALUATION COMPARABLES • RECENT SIMILAR Venture Deals • Recent SIMILAR M&A deals • Public comparables
  • ENTREPRENEURSHIPHOW SHEETS RAISERAISING CAPITAL TERM6MUCH TOFUNDING OR YOUR INVESTORS FACTORS IN SELECTING BOOTSTRAP RAISE RAISE MONEY ONLY FROM SMART PEOPLE YOU REALLY LIKE You’LL BE MARRIED to Them FOR THE NEXT 3-10 years
  • ENTREPRENEURSHIPHOW SHEETS RAISERAISING CAPITAL TERM6MUCH TOFUNDING OR YOUR INVESTORS FACTORS IN SELECTING BOOTSTRAP RAISE WAIT TO RAISE Your series A UNTIL You HAVE PROVEN MATHEMATICALLY THAT X DOLLARS SPENT BRINGS Y DOLLARS BACK
  • ENTREPRENEURSHIPWHEN TO RAISESELECTING BOOTSTRAPRAISING CAPITAL TERM6SHEETS FUNDING OR YOUR INVESTORS FACTORS IN RAISE Don’t raise MONEY UNTIL You know what You’ll Use it for
  • = ALL THAT I’ve = LEARNED 28 by RYAN ALLIS
  • = All that Ive learned by 28 = ABOUT PRODUCT DEVELOPMENT
  • ENTREPRENEURSHIPWHEN TO RAISESELECTING YOURRAISING CAPITAL TERM7SHEETS YOUR PRODUCT INVESTORS FACTORS IN BUILDGREAT PRODUCTs FULFILLONE OR MORE OF THE FOLLOWING12 KEY HUMAN DESIRES HUMAN CONNECTION HUMAN EXPRESSION making money TAKING CARE OF FAMILY HELPING OTHERS LEARNING FINDING A PARTNER HEALTH & SURVIVAL NEW EXPERIENCES IMPRESSING OTHERS SAFETY COMFORT & RELAXATION
  • ENTREPRENEURSHIPWHEN TO RAISESELECTING YOURRAISING CAPITAL TERM7SHEETS YOUR PRODUCT INVESTORS FACTORS IN BUILDGREAT PRODUCTsBRING JOY AND SMILESTO THEIR USERS’ FACES
  • ENTREPRENEURSHIPWHEN TO RAISESELECTING YOURRAISING CAPITAL TERM7SHEETS YOUR PRODUCT INVESTORS FACTORS IN BUILDGREAT PRODUCTsARE SIMPLE ON THE OUTSIDEAND POWERFUL ON THE INSIDE
  • ENTREPRENEURSHIPWHEN TO RAISESELECTING YOURRAISING CAPITAL TERM7SHEETS YOUR PRODUCT INVESTORS FACTORS IN BUILDGREAT PRODUCTs HAVETHE FOLLOWING CHARACTERISTICS 1.  FULFILLS CORE HUMAN DESIRE 2.  A 4x+ Markup OVER PRODUCTION COSTS 3.  RECURRING PURCHASE NEEDED 4.  EASILY UPSOLD & CROSS SOLD 5.  QUALITY CONSTRUCTION 6.  BEAUTIFUL DESIGN 7.  HIGHLY EFFECTIVE AT ITS STATED PURPOSE 8.  AN EASY TO REMEMBER NAME
  • ENTREPRENEURSHIPWHEN TO RAISESELECTING YOURRAISING CAPITAL TERM7SHEETS YOUR PRODUCT INVESTORS FACTORS IN BUILD PRODUCT MANAGEMENT IS THE PROCESS OF DEFINING WHAT You’RE BUILDING ASSEMBLING THE TEAM AND BUILDING IT
  • ENTREPRENEURSHIPWHEN TO RAISESELECTING YOURRAISING CAPITAL TERM7SHEETS YOUR PRODUCT INVESTORS FACTORS IN BUILD THERE ARE TWO BAD EXTREMES IN PRODUCT DEVELOPMENT 1)  MANiACAL DICTATORIAL PRODUCT DESIGN 2)  DESIGN BY COMMITTEE
  • ENTREPRENEURSHIPWHEN TO RAISESELECTING YOURRAISING CAPITAL TERM7SHEETS YOUR PRODUCT INVESTORS FACTORS IN BUILD YOUR GOAL IS TO BE HERE ON THE SPECTRUM OF PRODUCT MANAGERS “THE GREEN ZONE”Design By FOCUSED LEADERSHIP & MANIACAL VISION WITH FEEDBACKCommittee HELL FROM SELECT PERSONAS DICTATOR DESIGNTOO UNFOCUSED TOO LITTLE PERSPECTIVE THE SPECTRUM OF PRODUCT MANAGERS
  • ENTREPRENEURSHIPWHEN TO RAISESELECTING YOURRAISING CAPITAL TERM7SHEETS YOUR PRODUCT INVESTORS FACTORS IN BUILDYOU WANT TO BE SLIGHTLYRIGHT OF CENTER WITH DESIGN IT IS BETTER TO HAVE A STRONG VISION AND BE SLIGHTLY MANIACAL THEN BE UNSURE ABOUT THE CHANGE YOU WISH TO CREATE IN THE WORLD
  • ENTREPRENEURSHIPWHEN TO RAISESELECTING YOURRAISING CAPITAL TERM7SHEETS YOUR PRODUCT INVESTORS FACTORS IN BUILD GREAT PRODUCT OWNERS ARE ABSOLUTELY PASSIONATE ABOUT THE CHANGE THEY WISH TO MANIFEST IN THE WORLD
  • ENTREPRENEURSHIPWHEN TO RAISESELECTING YOURRAISING CAPITAL TERM7SHEETS YOUR PRODUCT INVESTORS FACTORS IN BUILD BUT WHAT IN THE WORLD IS A PERSONA?
  • ENTREPRENEURSHIPWHEN TO RAISESELECTING YOURRAISING CAPITAL TERM7SHEETS YOUR PRODUCT INVESTORS FACTORS IN BUILDGREAT SOFTWAREIS BUILT USINGAGILE DEVELOPMENTTEST-DRIVEN CODEOBJECT ORIENTED PROGRAMMINGA TEAM THAT UNDERCOMMITSCLEAR MARKUP & STANDARDS
  • = ALL THAT I’ve = LEARNED 28 by RYAN ALLIS
  • = All that Ive learned by 28 = ABOUT MARKETING
  • ENTREPRENEURSHIP 8MARKETING BRANDING EXECUTE YOUR MARKETGING PLAN GOOD MARKETING IS JUST GOOD STORYTELLING ACROSS MULTIPLE MEDIA IN A TRACKABLE AND FINANCIALLY SCALABLE MANNER
  • ENTREPRENEURSHIP 8MARKETING BRANDING EXECUTE YOUR MARKETING PLAN MARKETING IS ENSURING THAT THE RIGHT PEOPLE HAVE HEARD THE RIGHT THINGS ABOUT YOUR PRODUCT AND ORGANIZATION
  • ENTREPRENEURSHIP 8MARKETING BRANDING EXECUTE YOUR MARKETING PLAN A BRAND IS SIMPLY THE AGGREGATEd SUM TOTAL OF EVERY Human BEING’S EXPERIENCE WITH YOUR COMPANY & PRODUCTs
  • ENTREPRENEURSHIP 8MARKETING BRANDING EXECUTE YOUR MARKETING PLAN MARKETING IS GENERATING AN INTERESTED LEAD SALES IS TURNING THE LEAD INTO A CUSTOMER ACCOUNT MANAGEMENT IS TURNING A CUSTOMER INTO A LIFETIME EVANGELIZER
  • ENTREPRENEURSHIP 8MARKETING BRANDING EXECUTE YOUR MARKETING PLAN IN TODAY’s WORLD MARKETING STARTS WITH PRODUCT DEVELOPMENT
  • ENTREPRENEURSHIP 8MARKETING BRANDING EXECUTE YOUR MARKETING PLAN YOU Can’T SUCCEED MARKETING A CRAPPY PRODUCT FOR LONG
  • ENTREPRENEURSHIP 8MARKETING BRANDING EXECUTE YOUR MARKETING PLAN SO IF You’re marketing A CRAPPY PRODUCT STOP
  • ENTREPRENEURSHIP 8MARKETING BRANDING EXECUTE YOUR MARKETING PLAN AND PUT YOUR FUNDS INTO BUILDING A GREAT PRODUCT
  • ENTREPRENEURSHIP 8MARKETING BRANDING EXECUTE YOUR MARKETING PLAN THEN WHEN YOU HAVE A GREAT PRODUCT START STORYTELLING
  • ENTREPRENEURSHIP 8MARKETING BRANDING EXECUTE YOUR MARKETING PLANTHE 6 KEYs TO SUCEESS WITHMARKETING ARE 1.  AMAZING WORD OF MOUTH FROM A GREAT PRODUCT 2.  KNOWING THE FINANCIAL LIFETIME VALUE OF A CUSTOMER 3.  A TRACKING SYSTEM THAT CAN TELL YOU COST PER LEAD PER CHANNEL 4.  A TRACKING SYSTEM THAT CAN TELL YOU CONVERSION RATE PER CHANNEL 5.  CONSTANT TESTING OF NEW CHANNELS, CREATIVE, AND FUNNEL PROCESSES 6.  GREAT STORYTELLING
  • ENTREPRENEURSHIP 8 EXECUTE YOUR MARKETING PLANMARKETING ADVERTISING 10% of your MONTHLY Advertising budget Should be spent on TESTING NEW CHANNELS
  • ENTREPRENEURSHIP 8 EXECUTE YOUR MARKETGING PLANMARKETING CUSTOMER ACQUISITION COST You don’t KNOW YOUR CUSTOMER ACQUISITION COST? ARE YOU SERIOUS?
  • ENTREPRENEURSHIP 8 EXECUTEMARKETING LIFE TIME VALUE YOUR MARKETGING PLAN You don’t KNOW YOUR Customer LTV? ARE YOU SERIOUS?
  • ENTREPRENEURSHIP 8 EXECUTE EXAMPLEMARKETING RECURRING CAC & LTVYOUR MARKETGING PLAN ROUGH EXAMPLE DETERMINING WHAT YOU CAN SPEND TO ACQUIRE A NEW RECURRING CUSTomER What You Can Spend to Lifetime Monthly Revenue Average Customer Life Acquire a New Revenue Customer Recurring Customer $50 48 Months $2400 Up to $800
  • ENTREPRENEURSHIP 8 EXECUTE YOUR MARKETGINGMARKETING Non-RECURRING CAC & LTV EXAMPLE PLAN ANOTHER ROUGH EXAMPLE DETERMINING WHAT YOU CAN SPEND TO ACQUIRE A NEW CUSTomER Average Number What You Can Average Purchase 3 Year Revenue of Purchases Spend to Acquire a Price Estimate Within 3 Years New Customer Non-recurring Billed Customer $50 6 $300 Up to $100
  • ENTREPRENEURSHIP 8MARKETING BRANDING EXECUTE YOUR MARKETING PLAN SCALE YOUR AD BUDGET SCIENTIFICALLY BY TRACKING LEAD ACQUSITION COST & CONVERSION RATE BY ADVERTISING CHANNEL
  • ENTREPRENEURSHIP 8MARKETING BRANDING EXECUTE YOUR MARKETING PLANONLINE MARKETING CHANNELS SEO – GOOGLE, YAHOO, BING PPC - GOOGLE Adwords / BING ADCENTER SOCIAL PRESENCE – FACEBOoK, TWITTER, youTUBE SOCIAL ADS – FACEBOOK, TWITTER, Youtube ADS DISPLAY – BANNER ADVERTISING AFFILIATES – CJ & LINKSHARE Review SITES – YELP, CITYSEARCH, GOOGLE LOCAL DAILY DEALS – GROUPon & LIVING SOCIAL EMAIL FOLLOWUP – iCOntact & MAILCHIMP
  • ENTREPRENEURSHIP 8MARKETING BRANDING EXECUTE YOUR MARKETING PLANOFFLINE MARKETING CHANNELS TELEVISION PRINT ADVERTISING RADIO YELLOW PAGES DIRECT MAIL TRADESHOWS EVENT SPONSORSHIPS BILLBOARDS CAMPUS REPS
  • ENTREPRENEURSHIP 8MARKETING BRANDING EXECUTE YOUR MARKETING PLAN THE KEY IS TO TEST ALL OF THE CHANNELS AND TRACK THE ACTUAL RESULTS FROM EACH ONE
  • ENTREPRENEURSHIP 8MARKETING BRANDING EXECUTE YOUR MARKETING PLANTO GROW YOUR SALES CALCULATE CPL & COnVERSION RATE BY CHANNEL DETERMINE WHAT YOU CAN PAY PER NEW CUSTOMER TEST NEW ADVERTISING CHANNELS SCIENTIFICALLY CREATE A PREMIUM VERSION OF YOUR PRODUCt TEST DOUBLING YOUR PRICE AND SEE WHAT HAPPENS GET MORE AFFILIATES/DISTRIBUTORS OPEN UP MORE SALES OFFICES OPEN UP MORE RETAIL LOCATIONS BUILD ADDITIONAL PRODUCTS HIRE MORE SALES PEOPLE HIRE SOMEONE TO SELL MORE TO EXISTING CUSTOMERS RAISe CAPITAL AND EXPAND YOUR ADVERTISING
  • = ALL THAT I’ve = LEARNED 28 by RYAN ALLIS
  • = All that Ive learned by 28 = ABOUT BUILDING A TEAM
  • ENTREPRENEURSHIP 9MARKETING BRANDING BUILD YOUR TEAM You’ve spent months GETTING YOUR BUSINESS TO THE POINT WHEN You’re READY TO MAKE THE FIRST SALE
  • ENTREPRENEURSHIP 9MARKETING BRANDING BUILD YOUR TEAM NOW IT’s TIME TO BUILD YOUR TEAM AS SOON AS YOU CAN AFFORD TO BRING ON YOUR FIRST TEAM MEMBER DO IT
  • ENTREPRENEURSHIP 9MARKETING BRANDING BUILD YOUR TEAM MY FAVORITE INTERVIEW QUESTIONS TO ASK: WHAT ARE YOU PASSIONATE ABOUT? TALK ABOUT SOME OF THE EXPERIENCES IN LIFE THAT HAVE BEEN VERY CHALLENGING WHAT CHANGE DO YOU WANT TO MAKE IN THE WORLD IN YOUR LIFE TIME? IF YOU MET AN ALIEN, HOW WOULD YOU DESCRIBE YOURSELF? TELL ME ABOUT YOUR FAILURES TELL ME ABOUT THE GOALS YOU HAVE
  • ENTREPRENEURSHIP 9MARKETING BRANDING BUILD YOUR TEAM YOU CAN RECRUIT VIA EXISTING EMPLOYEE REFERRALS COMPETITORS DICE/MONSTER/CAREERBUILDer LINKEDIN/THE LADDERS TECHCRUNCH JOBS YOUR INVESTORs’ CONTACTS CORPORATE RECRUITERS PRESS PICKUPS
  • ENTREPRENEURSHIP 9MARKETING BRANDING BUILD YOUR TEAM THE BEST TEAM MEMBERS ARE OFTEN THE ONES WHO ARE CURRENTLY EMPLOYED
  • ENTREPRENEURSHIP 9MARKETING BRANDING BUILD YOUR TEAM Your c-level team SHOULD BE EXCLUSIVELY MADE UP OF JEDIS
  • ENTREPRENEURSHIP 9MARKETING BRANDING BUILD YOUR TEAM MAKE GOALS QUANTITATIVE AND GIVE FREQUENT FEEDBACK TO YOUR TEAM
  • ENTREPRENEURSHIP 9MARKETING BRANDING BUILD YOUR TEAM IF SOMEONE ISN’T WORKING OUT LET THEM GO AND FREE THEM UP TO DO SOMETHING THEY ARE GOOD AT
  • = ALL THAT I’ve = LEARNED 28 by RYAN ALLIS
  • = All that Ive learned by 28 = ABOUT Building systems
  • ENTREPRENEURSHIP 10MARKETING BRANDING BUILD YOUR TEAM 9 SCALABLE SYSTEMS SYSTEMS ARE A COLLECTION OF PROCESSES THAT RUN WITHOUT YOU
  • ENTREPRENEURSHIP 10MARKETING BRANDING BUILD SCALABLE SYSTEMS “Achievement comes to someone when he is able to do great things for himself. Success comes when he empowers followers to do great things with him. Significance comes when he develops leaders to do great things for him. But legacy is created only when a person puts his organization into the position to do great things without him.” -JOHN C. MAXWELL
  • ENTREPRENEURSHIPMARKETING 10 9 BUILD YOUR TEAM SCALABLE SYSTEMS Examples of systems PERFORMANCE REVIEWS MARKETING TESTING OFFICE FOOD DELIVERY RFP MANAGEMENT NEW EMPLOYEE TRAINING EXPENSE REIMBURSEMENT DOWNTIME NOTIFICATION HARDWARE SETUP OPERATIONS REVIEWS TAX DOCUMENTATION PRODUCT FEEDBACK LEGAL CONTRACTS PURCHASE ORDERS 360 FEEDBACK FINANCIAL PLANNING JOB DESCRIPTIONS PAYROLL EXTERNAL COMMUNICATIONS CLIENT SATISFACTION INTERNAL COMMUNCIATIONS VACATION REQUESTS ACCOUNTING
  • ENTREPRENEURSHIPPEOPLE BUILD YOUR TEAMSYSTEMS 10 9 SCALABLE SYSTEMS AFTER THE FIRST year Your success is DETERMINED MORE BY THE PEOPLE YOU HIRE THAN BY YOU SO STOP TRYING TO DO EVERYTHING
  • ENTREPRENEURSHIP 10MARKETING BRANDING BUILD YOUR TEAM 9 SCALABLE SYSTEMS FOR A BASIC ACCOUNTING SYSTEM WE USE QUICKBOOKS ONLINE
  • ENTREPRENEURSHIP 10MARKETING BRANDING BUILD YOUR TEAM 9 SCALABLE SYSTEMS BE SURE TO TRACK YOUR BOOKS ACCURATELY FROM THE BEGINNING
  • ENTREPRENEURSHIP 10MARKETING BRANDING BUILD YOUR TEAM 9 SCALABLE SYSTEMS AND ALWAYS SEPARATE PERSONAL AND BUSINESS EXPENSES
  • ENTREPRENEURSHIP 10MARKETING BRANDING BUILD YOUR TEAM 9 SCALABLE SYSTEMS WAY TOO MUCH TIME IS SPENT in MEETINGS
  • ENTREPRENEURSHIP 10MARKETING BRANDING BUILD YOUR TEAM 9 SCALABLE SYSTEMS ADOPT a MAKERS’ SCHEDULE
  • ENTREPRENEURSHIP 10MARKETING BRANDING BUILD YOUR TEAM 9 SCALABLE SYSTEMS HAVE A DAILY STANDUP
  • = ALL THAT I’ve = LEARNED 28 by RYAN ALLIS
  • = All that Ive learned by 28 = ABOUT THE STEPS to $1M
  • ENTREPRENEURSHIP 100 STEPS in REVIEWMARKETING 1.  FIGURE OUT WHAT CHANGE you WANT TO MAKE IN THE WORLD 2.  BEGIN RESEARCHING THE INDUSTRY AND COMPETITORs 3.  DETERMINE HOW TO CREATE YOUR PRODUCT 4.  TALK TO POTENTIAL CUSTOMERS FOR FEEDBACK 5.  COME UP WITH NAME FOR YOUR COMPANY/PRODUCT
  • ENTREPRENEURSHIP 100 STEPS in REVIEWMARKETING 6.  BUILD YOUR PITCH DECK 7.  CREATE PRO FORMA FINANCIAL PROJECTIONS 8.  DETERMINE CAPITAL NECESSARY TO GET TO CASH FLOW POSITIVE 9.  GET FEEDBACK ON PITCH DECK FROM ADVISORS 10. FIND A CO-FOUNDER IF NEEDED
  • ENTREPRENEURSHIP 100 STEPS in REVIEWMARKETING 11.  SELECT A QUALITY CORPORATE LAW FIRM IN YOUR AREA 12.  INCORPORATE & OBTAIN AN EIN 13.  OPEN A COMPANY BANK ACCOUNT 14.  TALK TO YOUR ATTORNEY ABOUT MAKING an 83b election 15.  BUILD BASIC PRODUCT PROTOTYPE/Minimum viable product
  • ENTREPRENEURSHIP 100 STEPS in REVIEWMARKETING 16.  CREATE EMPLOYEE AGREEMNTS FOR EVERYONE 17.  CREATE CONFIDENTIALITY AGREEMENTS FOR EVERYONE 18.  HOLD INITIAL BOARD OF DIRECTORS MEETING 19.  CREATE YOUR RSU/STOck options plan 20.  ISSUE STOCK CERTIFICATES
  • ENTREPRENEURSHIP 100 STEPS in REVIEWMARKETING 21.  FUND YOUR BANK ACCOUNT AND ORDER CHECKS 22.  DETERMINE IF YOU NEED OUTSIDE CAPITAL TO START 23.  RAISE ANY INITIAL STARTUp CAPITAL NEEDED 24.  GET A COMPANY DEBIT/CREDIT CARD 25.  SET UP YOUR ACCOUNTING SOFTWARE
  • ENTREPRENEURSHIP 100 STEPS in REVIEWMARKETING 26.  SELECT YOUR PAYROLL PROVIDER 27.  TRADEMARK THE NAME(S) of your company / Product 28.  DESIGN YOUR LOGO 29.  CREATE BUSINESS CARDS 30.  FIND OFFICE SPACE TO WORK OUT OF
  • ENTREPRENEURSHIP 100 STEPS in REVIEWMARKETING 31. FURNISH YOUR OFFICE AS NEEDED 32. PURCHASE ANY SOFTWARE/HARDWARE YOU WILL NEED 33. GET WIRELESS INTERNET ACCESS SETUP AS NEEDED 34. OBTAIN A UPC IF YOUR PRODUCT WILL BE SOLD IN STORES 35. DESIGN LABELING/PACKAGING IF NECESSARY
  • ENTREPRENEURSHIP 100 STEPS in REVIEWMARKETING 36.  FINISH PRODUCT ALpHa/PROTOTYPE 37.  GET INITIAL USER/CUSTOMER FEEDBACK 38.  ORDER INITIAL INVENTORY OF PRODUCTS IF NEEDED 39.  REGISTER YOUR DOMAIN NAME 40.  DESIGN YOUR COMPANY WEB SITE
  • ENTREPRENEURSHIP 100 STEPS in REVIEWMARKETING 41.  INSTALL GOOGLE ANALYTICS ON YOUR WEB SITE 42.  IF NEEDED, INSTALL SHOPPING CART ON WEB SITE 43.  APPLY FOR MERCHANT ACCOUNT TO ACCEPT CREDIT CARDS 44.  SIGN UP FOR EMAIL LIST TOOL like icontact or mailchimp 45.  Optimize your web site for search engines & ADD BLOG
  • ENTREPRENEURSHIP 100 STEPS in REVIEWMARKETING 46.  INSTALL A CRM SYSTEM 47.  HIRE INITIAL STAFF AS NEEDED 48.  CREATE COMPANYV ALUES & MISSION STATEMENT 49.  ANNOUNCE PROCUCT LAUNCH TO LOCAL/RELEVENT MEDIA 50.  HOLD LAUNCH EVENT & START SELLING
  • ENTREPRENEURSHIP 100 STEPS in REVIEWMARKETING 51.  HIRE A TEAM TO FULFILL ORDERS & PROVIDE CUSTOMER SERVICE 52.  START An AFFILIATE OR DISTRIBUTOR PROGRAM 53.  BUILD UP AFFILIATES & DISTRIBUTORS 54.  SET UP An AD TRACKING SYSTEM 55.  TRY CPC ADVERTiSING WITH TEST BUDGET
  • ENTREPRENEURSHIP 100 STEPS in REVIEWMARKETING 56.  GET RESULTS FROM THIS ADVERTISING 57.  OPTIMIZE AND SCALE AS NEEDED 58.  DETERMINE COST OF ACQUISITION A LEAD FOR EACH CHANNEL 59.  DETERMINE CONVERSION RATE FOR EACH CHANNEL 60.  DETERMINE LIFETIME VALUE OF A CUSTOMER
  • ENTREPRENEURSHIP 100 STEPS in REVIEWMARKETING61.  Test CPC with bigger budget now that you know LTV62.  TEST SOCIAL ADS & DISPLAY ADS & CALCLATE ROI BY CHANNEL63.  SCALE ADVERTISING UNTIL MARGINAL COST = MARGINAL RETURN64.  OPTIMIZE ADVERTISING to bring down CAC65.  COLLECT TESTIMONIALS FROM INITIAL USERS/ CUSTOMERS
  • ENTREPRENEURSHIP 100 STEPS in REVIEWMARKETING 66.  CREATE SOCIAL WORD OF MOUTH FOR YOUR PRODUCT 67.  CREATE youtube video promoting your product 68.  ATTEND AN INDUSTRY TRADE SHOW 69.  CONSIDER SELLING YOUR PRODUCT in BULK AT WHOLESALE 70.  BRING ON A BOOKKEEPER TO AUTOMATE ACCOUNTING
  • ENTREPRENEURSHIP 100 STEPS in REVIEWMARKETING 71.  CREATE AN EMPLOYEE DIRECTORY 72.  REVIEW YOUR P&L & balance sheet monthly 73.  COMPARE INITIAL FORECAST WITH ACTUAL RESULTS 74.  HIRE A SALESPERSON 75.  CREATE A SALES COMPENSATION PLAN
  • ENTREPRENEURSHIP 100 STEPS in REVIEWMARKETING 76.  SET UP A COMPANY HEALTH CARE PROGRAM 77.  ESTABLISH YOUR VACATION POLICY 78.  TEST OFFLINE ADVERTISING CAREFULLY 79.  CREATE A COMPANY INTERNAL INTRANET 80.  CREATE a digital company handbook
  • ENTREPRENEURSHIP 100 STEPS in REVIEWMARKETING 81.  OPEN UP A CREDIT LINE WITH YOUR BANK 82.  CREATE AN OFFSITE WORK POLICY 83.  ONCE YOU CAN SHOW $1 in means $4 in revenue, raise capital 84.  CREATE A LIST OF FIRMS TO RAISE INITIAL GROWTH FUNDING 85.  UPDATE YOUR PITCH DECK
  • ENTREPRENEURSHIP 100 STEPS in REVIEWMARKETING 86.  BUILD RELATIONSHIPS WITH INDUSTRY BLOGGERS 87.  SEEK PRODUCT REVIEWS 88.  HIRE AN EXECUTIVE ASSISTANT/OFFICE MANAGER 89.  HOLD YOUR FIRST COMPANY RETREAT 90.  TAKE CUSTOMER FEEDBACK AND IMPROVE YOUR PRODUCT
  • ENTREPRENEURSHIP 100 STEPS in REVIEWMARKETING 91.  GET CONNECTED TO INVESTORS FROM PEOPLE YOU KNOW 92.  HAVE INITIAL GET TO KNOW YOU MEETINGS FOR FEEDBACK 93.  UNDERPROMISE AND OVER DELIVER ON RESULTS FOR NEXT 90 DAYS 94.  DETERMINE HOW MUCH CAPITAL TO RAISE 95.  RETURN TO FIRMS YOU LIKE FOR PARTNER PRESENTATION
  • ENTREPRENEURSHIP 100 STEPS in REVIEWMARKETING 96.  DO 20 partner presentations in 2 weeks 97.  Get 2 term sheets 98.  NEGOTIATE & SIGN TERM SHEETS 99.  COMPLETE DILIGENCE 100.  CLOSE ON CAPITAL
  • ENTREPRENEURSHIP 100 STEPS in REVIEWMARKETING CELEBRATE!
  • ENTREPRENEURSHIP 100 STEPS in REVIEWMARKETING BEYOND $1M
  • = ALL THAT I’ve = LEARNED 28 by RYAN ALLIS
  • = All that Ive learned by 28 = ABOUT LEADERSHIP
  • LEADERSHIP 25 Leadership LESSONS HERE ARE 25 LEADERSHIP LESSONS I HAVE LEARNED OVER THE YEARS
  • LEADERSHIP LEADERSHIP LESSONS LEARNED 1 Make sure you’re PASSIONATE ABOUT WHAT YOU ARE LEADING YOUR TEAM TOWARD ACCOMPLISHING. IF You’RE NOT PASSIONATE ABOUT ACHIEVING THIS GOAL YOU ARE LEADING THE WRONG ORGANIZATION
  • LEADERSHIP LEADERSHIP LESSONS LEARNED 2 SURROUND YOURSELF WITH PEOPLE SMARTER THAN YOURSELF PEOPLE WHO HAVE HIGH INTEGRITY AND PEOPLE PASSIONATE ABOUT ACHIEVING THE SAME GOAL YOU ARE PASSIONATE ABOUT
  • LEADERSHIP LEADERSHIP LESSONS LEARNED 3 ONLY HIRE SOMEONE AS A DIRECT REPORT IF HE OR SHE CAN DO THEIR JOB 2x BETTER THAN YOU COULD
  • LEADERSHIP HAVE FEW DIRECT REPORTS 4NEVER HAVE MORETHAN FIVE DIRECT REPORTS FOUR if you have to manage the Board of Directors as well
  • LEADERSHIP LEADERSHIP LESSONS LEARNED 5 MAKE SURE YOU AND YOUR TEAM ARE COMPLETELY CLEAR ON WHAT YOU ARE TRYING TO ACHIEVE, BY WHEN, the definition of success, and why WHAT you’re trying to achieve MATTERS IN THE WORLD
  • LEADERSHIP LEADERSHIP LESSONS LEARNED 6 PAINT A CLEAR VISION AND COMMUNICATE IT SUCCINTLY, VISUALLY, BROADlY, and REPEATEDLY. KNOW WHERE YOU ARE GOING AND THEN LEAD PEOPLE THERE
  • LEADERSHIP LEADERSHIP LESSONS LEARNED 7 YOUR JOB IS TO DEFINE OBJECTIVE SUCCESS FOR EACH OF YOUR DIRECT REPORTS AND THEIR JOB IS TO DEFINE SUCCESS FOR EACH OF THEIR DIRECT REPORTS
  • LEADERSHIP LEADERSHIP LESSONS LEARNED 8 INTEGRATE SUCCESS FOR THE INDIVIDUAL TOWARD HIS OR HER OWN LIFE GOALS WITH SUCCESS FOR THE PROJECT AND THE COMPANY
  • LEADERSHIP LEADERSHIP LESSONS LEARNED 9 DEFINE SUCCESS QUANTITATIVELY THEN TRACK IT ON A REALLY BIG MONITOR
  • LEADERSHIP GET TRUE COMMITMENT 10MAKE SURE YOUR TEAM KNOWS THAT TRUE LEADERSMAKE A COMMITMENT TO ENSURING THAT THE PERSONWHO FOLLOWS THEM IS BETTER THAN THEY WEREASK EACH TEAM MEMBER TO IDENTIFY AND TRAIN THEIRBEFORE EVER LEAVING THE TEAM and in exchangeYOU WILL NEVER SURPRISE THEM WITH TERMINATION
  • LEADERSHIP LEADERSHIP LESSONS LEARNED 11 ASK YOUR TEAM TO NEVER LET SOMETHING IMPORTANT GO UNSAID
  • LEADERSHIP LEADERSHIP LESSONS LEARNED 12 LISTEN & ACTIVELY SEEK OUT INFORMATION FROM YOUR TEAM
  • LEADERSHIP LEADERSHIP LESSONS LEARNED 13 ALWAYS TAKE THE TIME TO EXPLAIN THE MENTAL MATH BEHIND YOUR DECISIONS
  • LEADERSHIP LEADERSHIP LESSONS LEARNED 14 GOOD LEADERS SEEK OUT & ASK FOR UNPOPULAR OPINIONS FROM THEIR TEAM
  • LEADERSHIP LEADERSHIP LESSONS LEARNED 15IF YOU WANT TO ACHIVEA DIFFICULT GOALCREATE An INCENTIVE PRIZEWITH CLEAR GUIDELINESAND PUBLICIZE IT WHY HACKATHONS & XPRIZES WORK SO WELL
  • LEADERSHIP LEADERSHIP LESSONS LEARNED 16 EVERY MEMBER OF YOUR TEAM SHOULD HAVE A SIGNIFICANT PORTION OF THEIR COMPENSATION TIED TO pre-DEFINED COMPANY SUCCESS METRICS
  • LEADERSHIP LEADERSHIP LESSONS LEARNED 17 EVERY MEMBER OF YOUR TEAM SHOULD HAVE EQUITY OWNERSHIP
  • LEADERSHIP EQUITY FORMULA RULE OF THUMB TIME PREFOUNDING Year 1 Year 2 Year 3 Year 4 Year 5+ Funding StaGE Pre-Seed Post-SEED Post-Series a POST-SERIES B CEO 65% 40% 20% 10% 5% 4% COO 20% 15% 10% 5% 3% 2.5% CFO 12% 10% 7% 4% 2.5% 1.5% CTO 12% 10% 7% 4% 2.5% 1.5% SVP Level 10% 7.5% 5% 3% 2% 1% VP Level 5% 4% 3% 2% 1% 0.5% Manager 2% 1.5% 1% 0.5% .25% .1% SR. Engineer 2% 1.5% 1% 0.5% .25% .1% Engineer 1% 0.75% 0.5% 0.25% 0.1% 0.05% Staff Member 0.4% 0.3% 0.2% 0.1% 0.05% 0.025% AS TIME CONTINUES, RISK REDUCES, CAPITAL IS RAISED & VALUE IS CREATED THUS LESS EQUITY iS PROVIDED THE LATER YOU JOIN
  • LEADERSHIP LEADERSHIP LESSONS LEARNED 18 HAVE A VISION AND COMMUNICATE IT
  • LEADERSHIP LEADERSHIP LESSONS LEARNED 19 TREAT PEOPLE WITH RESPECT AT ALL TIMES
  • LEADERSHIP LEADERSHIP LESSONS LEARNED 20 DON’t be TOO SERIOUS
  • LEADERSHIP LEADERSHIP LESSONS LEARNED 21 WORK HARD & ALONGSIDE YOUR TEAM
  • LEADERSHIP LEADERSHIP LESSONS LEARNED 22 MAKE SURE EVERYONE KNOWS THEY CAN TALK TO YOU ANYTIME
  • LEADERSHIP LEADERSHIP LESSONS LEARNED 23 BUILD CARING RELATIONSHIPS WITH YOUR DIRECT REPORTS
  • LEADERSHIP LEADERSHIP LESSONS LEARNED 24 COMMEND MORE THAN YOU CRITICIZE
  • LEADERSHIP LEADERSHIP LESSONS LEARNED 25 CONsCIOUSLY BUILD AN AMAZING CULTURE
  • = ALL THAT I’ve = LEARNED 28 by RYAN ALLIS
  • = All that Ive learned by 28 = ABOUT STRATEGY
  • STRATEGY STRATEGY Your strategy SHOULD BE TO BE THE BEST IN THE WORLD AT ONE THING CHOOSE CAREFULLY
  • STRATEGY ALIGN WITH A SMALL GROUP FIRST NEVER CREATE STRATEGY IN A ROOM OF MORE THAN FOUR PEOPLE CEO Head of Product Head of Technology CHOOSE FOUR Head of Sales Head of Service Head of Marketing Head of OPERATIONS
  • STRATEGY STRATEGY IN A LARGE ORGANIZATION ONCE YOU ALIGN THE CORE ALIGN THE NEXT LAYER THEN THE NEXT THEN THE NEXT THEN THE NEXT
  • BUSINESS WHAT IS STRATEGY? STRATEGY IS THE COLLECTION OF UNIQUE PROCESSES THAT WORK IN UNISON TO ENABLE YOUR FIRM TO BE THE BEST IN THE WORLD AT ONE THING
  • BUSINESS WHAT IS STRATEGY? STRATEGY IS ABOUT TRADEOFFS YOU MUST CHOOSE WHAT NOT TO DO
  • BUSINESS WHAT IS STRATEGY? STRATEGY INVOLVES CHOOSING TO PERFORM ACTIVITIES DIFFERENTLY THAN RIVALS
  • = ALL THAT I’ve = LEARNED 28 by RYAN ALLIS
  • = All that Ive learned by 28 = ABOUT EXECUTION
  • EXECUTION COMMUNICATE CLEARLY & REPETITIVELY ONCE YOU AND YOUR TEAM HAVE YOUR PLAN COMMUNICATE IT in A MEMORABLE WAY WITH VISUAL AND NUMERICAL REINFORCEMENT TO THE FULL TEAM THEN FOCUS ON EXECUTING WITH FANATIC DISCIPLINE & RECOMMUNICATE AND REINFORCE AT LEAST MONTHLY
  • EXECUTION HOLD PEOPLE ACCOUNTABLE TO PRE-DEFINED RESULTS HOLD PEOPLE ACCOUNTABLE TO PRE-DEFINED MEASURABLE RESULTS NOT TO THEIR METHODOLOGy AS LONG AS THEY ARE TREATING PEOPLE WELL
  • EXECUTION HAVE AN OPERATIONAL PARTNER ONCE YOUR COMPANY GETS BEYOND 50 EMPLOYEES ALWAYS HAVE A COO TO KEEP THE TRAINS RUNNING ON TIME AND FOCUS ON CROSS DEPARTMENTAL METRICS & PROJECTS
  • EXECUTION OPERATIONALIZE THE PLAN ONCE YOU’RE CLEAR ON STRATEGY DON’T SKIMP ON OPERATIONALIZING THE STRATEGY PLAN TEAMS IN LARGER COMPANIES GET OFF TRACK HERE FIGURE OUT WHAT RESOURCES ARE NEEDED TO ACHIEVE TEAM GOALS AND FIGURE OUT THE METRICS THAT ENABLE THE FOCUS NECESSARY AND TRACK THEM VISUALLY
  • EXECUTION RECALIBRATE QUARTERLY ON EXECUTION DURING THE YEAR HOLD FOUR 1 DAY PLANNING SESSIONS DURING THE LAST WEEK OF EACH QUARTER HAVE NO MORE THAN 5 COMPANY OBJECTIVES PER 6 MOS COMMUNICATE THESE BEFORE THE START OF THE PERIOD MOST COMPANIES DON’T FINISH THEIR ANNUAL PLANNING UNTIL THE END OF JANUARY YOU’LL MISS THE MONTH THAT IS MOST IMPORTANT FOR EXECUTION
  • EXECUTION MAKE RESULTS VISIBLE SHOW PROGRESS AGAINST THE 5 COMPANY OBJECTIVES IN REAL TIME AND ON A MOUNTED AND VISIBLE MONITOR MAKE YOUR RESULTS AND KPIS VISIBLE AND CLEAR BE TRANSPARENT AND MEASURE ALL THAT MATTERS MAKE PERFORMANCE OBJECTED BY USING R/Y/G/SG AND REVIEWING ALL METRICS WEEKLY
  • EXECUTION ALWAYS BE TESTING CONSTANTLY TEST FIRE BULLETS TO FIND WHAT WORKS GET DATA, SEE WHAT WORKS THEN FIRE CANNONBALLS
  • EXECUTION KEY EXECUTION LESSONS LEARNEDHIRE A CFO at $1M in REVENUEHIRE A COO at $5M in REVENUEDETERMINE YOUR UNIT ECONOMICSCALCULATE CUSTOMER LEVEL PROFITSCREATE SYSTEM FOR PRAISE & AWARDSCONsCIOUSLY BUILD A GREAT CULTUREDO ONE THING THE BEST IN THE WORLDINVEST A LOT IN DESIGNCREATE STOCK OPTION PLAN EARLY
  • EXECUTION FAVORITE BOOKS on STRATRGY & EXECUTION GOOD TO GREAT BY JIM COLLINS BUILT TO LAST BY JIM COLLINS GREAT BY CHOICE BY JIM COLLINS FIVE HABITS OF A HIGHLY EFFETIVE TEAM BY LENCIONI MASTERING THE ROCKEFELLER HABITS BY HARNISH EXECUTION BY RAM CHARAN PEAK BY CHIP CONLEY THE FUTURE OF MANAGEMENT by GARY HAMEL
  • = ALL THAT I’ve = LEARNED 28 by RYAN ALLIS
  • = All that Ive learned by 28 = Business Lessons
  • BUSINESS LESSONS LESSONS LEARNED Don’t get stuck In analsis paralysis Take action NOW"
  • BUSINESS LESSONS LESSONS LEARNEDENTREPRENEURSHIP 2012 TIPS FOR FIRST TIME ENTREPRENEURS TEN It is UP TO YOU to GET OUT THERE, DO IT & TAKE THE INITiATIVE
  • BUSINESS LESSONS LESSONSLIFE LESSONS 2005 2005 LEARNED Investors don’t Invest in systems That go home at night"
  • BUSINESS LESSONS LESSONSLIFE LESSONS 2005 2005 LEARNED Don’t be Afraid to FAIL"
  • BUSINESS LESSONS LESSONSLIFE LESSONS 2005 2005 LEARNEDRECOGNITION & PRAISECAN BE BIGGER MOTIVATORS THAN Salary & BONUSES"
  • BUSINESS LESSONS LESSONSLIFE LESSONS 2005 2005 LEARNED ALWAYS COMMUNICATE FREQUENTLY & OPENLY TO CUSTOMERS & STAKEHOLDERS DURING NEGATIVE EVENTS
  • BUSINESS LESSONS LESSONSLIFE LESSONS 2005 2005 LEARNED ONCE YOU HAVE 80% OF THE NEEDED INFORMATION MAKE THE CALL. You’ll be right faster By ACTING QUICKLY & LEARNING.
  • BUSINESS LESSONS LESSONSLIFE LESSONS 2005 2005 LEARNED WHEN THINGS ARE GOING WELL IT IS TIME TO PREPARE FOR THE WORST
  • BUSINESS LESSONS LESSONSLIFE LESSONS 2005 2005 LEARNED BUILDING A BUSINESS IS LIKE MOVING SOMETHING HEAVY. IT TAKES TIME TO GET INERTIA GOING. BUT ONCE YOU DO, THINGS CAN MOVE QUICKLY.
  • BUSINESS LESSONS LESSONSLIFE LESSONS 2005 2005 LEARNED PART OF THE CEO’s JOB IS TO FIND & HIRE PEOPLE WHO CAN DO THEIR ROLES MUCH BETTER THAN THE CEO COULD
  • BUSINESS LESSONS LESSONSLIFE LESSONS 2006 2005 LEARNED BUILD CONSENSUS WITH A SMALL CORE BEFORE YOU SHARE WIDELY
  • BUSINESS LESSONS LESSONSLIFE LESSONS 2007 2006 LEARNED WHEN YOU SEE SOMEONE DOING A GOOD JOB TELL THEM"
  • BUSINESS LESSONS LESSONSLIFE LESSONS 2008 2006 LEARNED THERE IS GREAT POWER IN DEADLINES CREATE SOME"
  • BUSINESS LESSONS LESSONSLIFE LESSONS 2008 2008 LEARNED To create a great Organization You must Build a system to CULTIVATE GREATNESS In others
  • BUSINESS LESSONS LESSONSLIFE LESSONS 2010 2010 LEARNED GIVE IMMEDIATE AND SPECIFIC FEEDBACK MORE OFTEN
  • BUSINESS LESSONS LESSONSLIFE LESSONS 2009 2010 LEARNED MAKE SURE YOUR INCENTIVE STRUCTURE INCENTS THE RIGHT GOALS
  • BUSINESS LESSONSLIFE LESSONS 2009 LESSONS LEARNED LESSONS LEARNED ONCE YOU GET pAST 20 EMPLOYEES CONDUCT ANNUAL ONLINE 360° Reviews
  • BUSINESS LESSONS LESSONS LEARNEDLIFE LESSONS 2009 2009 HAVE ALL TEAM MEMBERS SHARE THEIR PERSONAL GOALS AND DREAMS WITH THE TEAM
  • BUSINESS LESSONS LESSONS LEARNEDLIFE LESSONS 2009 2011 WHEN YOU GET TO 50 EMPLOYEES HIRE A COO
  • BUSINESS LESSONS LESSONSDO ENTREPRENEURS DO?ENTREPRENEURSHIP 2012 LEARNED WHAT ENTREPRENEURSHIP IS DOING SOMETHING OTHERS WON’T FOR TEN YEARS SO YOU CAN DO WHAT OTHERS CAN’T FOR THE REST OF YOUR LIFE
  • BUSINESS LESSONS LESSONSIS ENTREPRENEURSHIp ABOUT?ENTREPRENEURSHIP 2012 LEARNED WHAT ENTREPRENEURSHIP IS ABOUT PASSIOn FOLLOWING A DREAM AND CHANGING THE WORLD WITH PLENTY OF CRAZINESS ALONG THE WAY - JEFFREY BUSSGANG"
  • BUSINESS LESSONS LESSONS LEARNED TIME ENTREPRENEURSENTREPRENEURSHIP 2012 TIPS FOR FIRST TEN BECOME A SUCCESSFUL ENTREPRENEUR IS NOT EASY YOU MUST HAVE PERSISTENCE DEDICATED, TENACITY & THE ABILITY TO DEAL WITH ADVERSITY
  • BUSINESS LESSONS LESSONS LEARNED TIME ENTREPRENEURSENTREPRENEURSHIP 2012 TIPS FOR FIRST TEN BEING AN ENTREPRENEUR IS NOT FOR EVERYBODY. BUT IF YOU FIND IT’S FOR YOU AND YOU CAN FIND A WAY TO SUCCEED, it can be EXTREMELY REWARDING.
  • BUSINESS LESSONS LESSONS LEARNED TIME ENTREPRENEURSENTREPRENEURSHIP 2012 TIPS FOR FIRST TEN YOU MAY NOT BE ABLE TO DO EVERYTHING AT ONCE TAKE A LONG-RUN APPROACH & PLAY LIFE LIKE A LONG-TERM GAME
  • BUSINESS LESSONS LESSONS LEARNED TIME ENTREPRENEURSENTREPRENEURSHIP 2012 TIPS FOR FIRST TEN IF YOU PRESENTLY DON’T HAVE THE FINANCIAl RESOURCES, THE EXPERIENCE, OR A GOOD BUSINESS IDEA, INTERN OR GET A JOB AT A COMPANY YOU ARE PASSIONATE ABOUT AND START BUILDING YOUR NETWORK & GAINING EXPERIENCE
  • BUSINESS LESSONS LESSONS LEARNED TIME ENTREPRENEURSENTREPRENEURSHIP 2012 TIPS FOR FIRST TEN ALWAYS FOCUS ON BUILDING QUALITY & GIVING RELATIONSHIPS WITH GOOD PEOPLE
  • BUSINESS LESSONS LESSONS LEARNED TIME ENTREPRENEURSENTREPRENEURSHIP 2012 TIPS FOR FIRST TEN REGARDLESS OF WHAT You’RE DOING MAKE SURE You’RE CONSTANTLY LEARNING
  • BUSINESS LESSONS LESSONS LEARNED TIME ENTREPRENEURSENTREPRENEURSHIP 2012 TIPS FOR FIRST TEN TAKE A PROACTIVE ROLE IN PLANNING, GOAL SETTING, & PERSONAL EVALUATION
  • BUSINESS LESSONS LESSONS LEARNED TIME ENTREPRENEURSENTREPRENEURSHIP 2012 TIPS FOR FIRST TEN Don’t be afraid to ask for help People are often very willing to HELP YOU IF YOU ASK GENUINELY
  • BUSINESS LESSONS LESSONS LEARNED TIME ENTREPRENEURSENTREPRENEURSHIP 2012 TIPS FOR FIRST TEN GET Experience however you can Build your network Have confidence And BE IN IT TO Help Others
  • BUSINESS LESSONS LESSONS LEARNED TIME ENTREPRENEURSENTREPRENEURSHIP 2012 TIPS FOR FIRST TENIF AND WHEN YOU SUCCEEDGIVE BACK There are many brothers & sisters Who have not been as fortunate
  • = All that Ive learned by 28 = MY MISSION
  • OUR DREAMEVERY HUMAN BEING HAS ACCESS TO EQUAL STATUS & RIGHTS AN FOOD UNDER ENVIRONMENTALLY WATER SHELTER INTERNATIONALLY ACCEPTED & SUSTAINABLE WORLD To EDUCATION AND ENFORCED LIVE IN LAW MEDICINE ELECTRICITY THIS IS THE WAY THE WORLD SHOULD BE. THE CLOUD & WE CAN CREATE THIS WORLD IN OUR LIFETIME. < >
  • MY MISSION CREATE A WORLD IN WHICH EVERY HUMAN BEING HAS 1 ACCESS TO FOOD, WATER, SHELTER, EDUCATIon, MEDICINE, ELECTRICITY, & THE CLOUD EQUAL STATUS AND RIGHTS UNDER INTERNATIONALLY 2 ACCEPTED AND ENFORCED LAW 3 AN ENVIRONMENTALLY SUSTAINABLE WORLD TO LIVE IN < >
  • MY MISSION THE TENENTREPRENEURSHIP FUTURETIPS FOR FIRST TIME ENTREPRENEURS IN THE YEARS AHEAD I HOPE TO WORK THROUGH BUSINESS, TECHNOLOGy, and public service To be part of creating A better world < >
  • MY MISSION THE TENENTREPRENEURSHIP FUTURETIPS FOR FIRST TIME ENTREPRENEURS I hope we can WORK TOGETHER AS A GENERATION TO CREATE A SUSTAINBLE WORLD IN WHICH ALL PEOPLE HAVE ACCESS TO BASIC HUMAN NEEDS AND EVERYONE Can Realize their potential < >
  • Nothing(in(this(presenta.on(is(intended(to(be(legal(or(medical(advice.(Please(use(your(own(careful(judgment(and(seek(the(counsel(of(qualified(professionals(in(making(all(legal(and(medical(decisions.(The(advice(in(this(presenta.on(is(given(freely.(This(presenta.on(may(be(distributed(free(of(charge.( < >