Some titles i’ve had in my day:Executive Creative Director at IPG Media Lab, Technology Experience Leadat Co:Collective, Founding Partner at MIR, Art Director at Deep Focus, blahblah blah blah blah . . .
over a dozen yearsworking with brands inadvertising and i’venever made a TV spot.
My dirty secret?(For the most part, I make the things knucklehead creative directors put ads into.)
Debunking the exit myth.(or why you should care about making money from day one)
“I’m not really worried about how we make money, we’re just going to endup getting acquired by (insert facebook/google/etc) anyway.”“As long as we can keep the rounds going and the valuations up i’m surewe’ll be fine”“We’ll hire someone to think about revenue after we’ve made some money.”“If we cash a check it will ruin our valuation.”
Would you rather try toget hit by lightning orlearn to wire electricity?
you should only care about two things -THE USERA VIABLE BUSINESSIn that order.
How do you balance twothings that havetraditionally foughtagainst each other?(hint: i never said it was balanced)
product teamrevenue teamNever dilute your offering, always have a product team running aheadcreating the best possible experience for your users that you can.Always have a revenue focused team thinking about what the product teamis doing, maintain purity and never allow revenue to influence product.
user focused revenue is not a business function, it’s a design function.
The other part of“commercialization” is theidea that artists should onlybe thinking about their art, notabout the business side ofwhat we do . . .- Jay Z