2002 advice ventures 
Both Sides of the Table
JUNE 22, 2011
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. In any given year there are about 50 venture-backed companies or so that are bought for $100 million or more. That happened a lot in 2002 and again in 2008.
Both Sides of the Table
DECEMBER 5, 2010
The Past (1985-2002). If you were a newly minted, venture-backed consumer Internet company you had to have a deal with AOL to reach your customers. Next began the era of “spam-based&# networks of which Plaxo (founded in 2002) was the king. StockTwits) where you really want to know more about the person giving you advice.
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abovethecrowd.com
JULY 23, 2014
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). We believe that successful early-stage venture investing is just that: a craft. He stayed briefly at HP as a vice president.
AsiaTechDaily
JULY 7, 2023
Register The once futuristic scene of iris recognition for identification, seen in the 2002 film Minority Report, has become a reality in 2023. Finally, as an entrepreneur who began a business in Pangyo, what advice would you give to future start-ups?
WSJ - The Accelerators
JULY 2, 2015
ED ZIMMERMAN : The funnel for venture funding isn’t cylindrical — it’s shape follows a more Darwinian conical path, as many seed stage companies march into the cone’s wide entrance and far fewer make it to the cone’s narrow end.
Both Sides of the Table
JANUARY 31, 2010
We raised a seed round of capital in 1999 and our first venture capital round was the first week of March 2000 (e.g. We found a way to make our venture capital last when it shouldn’t have, at around the same time one of my all time favorite New Yorker cartoons was published on this topic. We were based in London. You can do it.
TechCrunch
JANUARY 6, 2023
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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