Financial modelling presentation - M Dawes
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Mike Dawes has experience as the financial director of three tech businesses, providing financial direction and helping to divest each business. He helped Stonecube Ltd, a 3D graphics startup, as a part-time financial director from 2004-2007, providing financial modeling, direction, and control that led to £500k in angel investment in 2005 and an acquisition worth multiple millions in 2007. Financial modeling is important for entrepreneurs to see their vision in numbers, test scenarios, define resource needs, communicate plans internally and to investors/banks, and manage budgets, cash flow, and learning. Basic spreadsheets skills are sufficient, with separate tabs used to structure inputs, assumptions, calculations, and outputs like monthly profit/loss and cash flow
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The document discusses different perspectives on roadmaps from various stakeholders and implications of roadmaps. It notes that roadmaps can be seen differently by investors focused on costs, customers unsure if they should wait, and competing forces within companies. The document advises having more than one viewpoint and potentially multiple roadmaps. It cautions that roadmaps should support strategic business plans and not drive them, and should be created with caution as they can be dangerous if not done properly.
Huw Davies - Sales & Marketing
This document discusses go-to-market strategies for a startup company. It recommends understanding the company's ecosystem of partners, manufacturers, operators and customers. It suggests identifying lead customers that are either tactical, strategic, "rabbits" or "elephants" and creating a sales channel either through a direct sales team, distribution partners, representatives or surrogate sales services. It also stresses the importance of defining metrics for success and being willing to refine milestones and goals as the company evolves.
Core 1 From Idea To Plan - Chris Tanner
The document provides advice for starting a new business from an idea to having a plan. It discusses the need for cash, a team, and confidence to get started. It recommends joining an incubator program to get funding, mentoring, and office space. The document also stresses the importance of having a plan, communicating it, executing it, and being willing to fail fast if the business is not succeeding.
Core 1 from idea to plan - Tim Monks
The document discusses the key steps and considerations for successfully bringing an idea to fruition as a plan. It emphasizes doing one thing well, assembling a complete team across necessary roles like sales, marketing, R&D, and operations to both create and execute the plan. It also stresses developing a framework to help adhere to the plan while dealing with inevitable problems, determining success or failure. The conclusion restates to do one thing well, have a complete team, and use a framework to stay on plan.
Core 1 from idea to plan - Mark Farmer
The document discusses various aspects of creating an effective plan to achieve goals and objectives. It emphasizes that plans will rarely go exactly as intended due to uncertainties and changing circumstances. Some key points made include:
- Plans should clearly identify goals and the steps needed to achieve them, but also be flexible enough to change in response to new information or challenges.
- Goals should be broken down into annual, quarterly, and monthly objectives to aid execution.
- Clear communication and buy-in from one's team is important for effective implementation.
- Relentless execution through prioritizing and completing tasks is essential.
- People and external factors will inevitably affect plans, so monitoring progress and being prepared to adapt is
Robert Fraquelli
User-centered design is an approach that grounds the design process in information about how users will actually use a product. It is a multi-stage problem-solving process that involves learning about users through observation and participation to better empathize with them. User insights are then used to identify patterns and evaluate potential design solutions before selecting ideas to develop further through creative expression like scenario development and behavioral prototypes.
Martin coulthard intro - sales chasm
The document discusses crossing the "sales chasm" that technology products often face when transitioning from early adopters to the mainstream market. It references the book "Crossing the Chasm" which analyzed why some tech businesses succeed while others fail when reaching a broader customer base. The author then shares their experience with two companies, one which successfully crossed the chasm through redesigning its product and building organizational support, while another exited ownership without crossing due to lack of a global sales network. Upcoming entrepreneurship events are also listed.
Presentation n hopkins
Nigel Hopkins, director of WinZone Consulting, will present on increasing sales. He has over 17 years of sales experience, including roles at IBM where he helped a product grow from fourth to first in market share in 18 months. His presentation will address the challenges of crossing the technology adoption chasm, developing compelling value propositions to increase sales, and saving clients money. He will discuss developing value propositions that articulate clear customer benefits, and testing them to ensure they are compelling.
Presentation d sykes
The document discusses marketing strategies for new technology products, focusing on tablets and touchscreen computers that were anticipated to emerge around 2010. It notes the importance of achieving market leadership, developing the whole product, making it easy for customers to purchase, effective positioning, and choosing the right distribution channels and partners. While the examples are outdated, the core principles around these strategies remain valid for marketing new technologies according to the author.
Presentation d gilroy
This document discusses how technology is adopted at different rates by different groups. It notes that early adopters will pay full price for new technologies, while later groups like the late majority and laggards will pay less. The document also discusses how to successfully market to different groups to cross the chasm from early adopters to the early majority. Finally, it notes that the company Conscious was able to sell their website and digital marketing services to 10% of UK law firms, representing a success in reaching early adopters in that industry.
Presentation notes t forster
The speaker discusses starting their company Titan Enterprises 28 years ago out of necessity after being laid off. They started with simple mechanical flow meters but recognized the future was in non-invasive technologies. They partnered with Cranfield University to develop an ultrasonic flow meter. Working with design consultancy Kinnear Duffort, they redesigned their brand identity, developed a new product called the Atrato flow meter, and launched it to existing and new markets. The speaker notes the importance of design and branding in taking their product to the next level.
Trevor Forster Presentation - Profit from Design
Titan Enterprises Ltd. developed an ultrasonic flow meter that measures fluid flow using ultrasound. This breakthrough design allows Titan to profit from the new technology. The pre-production model was successful, indicating the design has potential.
Mat Hunter Presentation - Profit from Design
This document discusses design driven innovation and provides examples of companies that utilized design to drive innovation: Kodak with digital photography, TiVo with personal video recorders (PVRs), and Navman with consumer GPS devices. It also summarizes the work of the Design Council in the UK, which aims to inspire and enable best use of design. The document explains that design driven innovation involves using design to understand people's needs and motivations and make things tangible to encourage learning through trial and error. It provides examples of how design can identify new opportunities for businesses.
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Presented by Vladimir Iglovikov:
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- https://x.com/viglovikov
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Financial modelling presentation - M Dawes
- 2. Mike Dawes Qualified 1999 FD of 3 Tech Businesses Atrium Software; Software £2m, 30 Employees Third Dimension; S/W & H/W £1m, 10 Emp Blu Wireless; Fabless Chip Dev. Start-up Invest, Provide Financial Direction, Divest Get sacked !
- 3. Case Study – Stonecube Ltd 2003 Founded Realistic 3D Graphics for Print Finishes 2004 Invested £2k and employed as p/t FD Financial Direction inc Modelling & Control £500K 2005 Angel Investment 2007 Sold to Esko Graphics n x £m
- 4. Modelling – Why Bother ? See your Vision in numbers Test the model against varying scenarios Define resource requirements Cash, Staff, Time Communicate externally with Investors, Banks Communicate internally with Board & Staff Budget, Actuals, Learn, Re-forecast Be in control and manage cash as entrepreneur
- 5. Modelling - The Basics Only basic knowledge of spreadsheets needed ! Separate your work - Use tabs Don’t use complex formulas Use check calculations Avoid auto links to other spreadsheets Avoid auto links to accounts package One owner, ideally the entrepreneur Highlight key assumptions (& justify) Summarise/Format outputs for presentation
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- 8. Exercises !