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Some Career Advice for Aspiring Tech CEOs

Both Sides of the Table

There is a second set of career discussions I have even more frequently than my “angel yourself” advice but this type is almost never discussed publicly in blogs, which tend to emphasize only billion-dollar opportunities, 20-something technical founders and Silicon Valley elitism. Being a CEO begets the network to be a CEO.

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TechCrunch+ roundup: Dry powder’s slow fuse, landing page basics, generative AI hype

TechCrunch

Young looks back at “five key failure points” that are common potholes on every founder’s path and shares tactical advice for addressing internal conflict, losing product-market fit and other stumbles. “If these reflections help even one founder make one less mistake, I would consider this effort worthwhile.”

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Spa and Salon Owner Jessica Walker Lives Prepared and Takes Risks

Smart Hustle Magazine

Furthermore, having a team of advisors (or mentors) who you can lean on for advice and support is important. When her landlord would not renew her lease, unexpectedly in 2002, Jessica had 60 days to vacate the property with no advance warning. You have to be willing to take risks. Take Care of Your Team. as well.

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Meet Benchmark’s New Partner: Eric Vishria

abovethecrowd.com

After graduating from Stanford in mathematical and computer science when he was just 19, Eric joined the newly-formed enterprise software company Loudcloud (which became Opsware in 2002). It requires investors to work diligently on the boards of startups, providing advice and counsel and supporting the visions and dreams of entrepreneurs.

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On Bubbles … And Why We’ll Be Just Fine

Both Sides of the Table

I know that most people who are close to them tend to deny their existence, as we saw in the great housing bubble of 2002-2007 and the dot com bubble of 1997-2000. To anybody who asks my advice I repeat the same line, “I don’t know whether this party will last 6 weeks, 6 months or 18 months. source: Capital IQ.

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How Reed Hastings’ Facebook Status Update Landed Netflix in SEC’s Crosshairs

Gust

I won’t go down that rathole here, but will share that my advice to client executives in the past has been that when in doubt, if they’re going to cite any number related to company performance, either (1) make sure it’s been publicly disclosed already, or (2) determine with confidence that it’s immaterial.

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Why You Should Make Your Competitors Your Frenemies

Both Sides of the Table

We talked about why customers were slow to adopt (cloud computing was really early and most people had security concerns), we talked about how hard it was to raise money (2002/03), we talked about some of the tech challenges we were facing (AJAX didn’t exist yet, browsers were really bad) and, of course, we talked about other competition.