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Trends | Polarization in healthtech: what’s trending and advice for those on the sidelines? Trends | Polarization in healthtech: what’s trending and advice for those on the sidelines? Paul Martino, General Partner at Bullpen Capital, gave founders good advice on this during a recent discussion with Dreamit.
In a significant cultural shift, the technology organizations inside these FIs have also started to recognize that not all of their tech products need to be built “in-house.” If you are working at an incumbent financial institution and interested in the bleeding edge of technology, we’d love to include you in our network.
As a leader of teams within larger organizations, I was able to build phenomenal teams in terms of both delivery and culture. I did this in part by defining my team’s culture as being outside-the-norm; I worked hard to make sure that my team felt special in the context of the larger organization. This work is my zone of excellence.
Adam: If you’re a large model creator and you have tens of employees that you can allocate to building a consumer product, and you have the culture to do that, then you can go direct to consumer, and you can build a good product. You know, incumbents versus startups. What advice do you have for people building in AI?
Extras: Hana Mohan’s Twitter thread on the YC advice to founders. Claire also opened up about how she has grown as a leader, learned to listen to feedback from her team, and improved the culture at Aunt Flow. Things aren’t looking good for the model that once challenged the incumbency of SaaS.
Remember the “buy low, sell high” advice they were supposed to teach you in business school? And speaking of value, the valuations in 2009 — when CB Insights began tracking that cohort — were lower, making it easier to fund in the next round.
In my experience, many founders have a hard time delegating, which can quickly create cultural and operational problems. Also, we’re adding a new feature to Extra Crunch Live — our guests will offer advice and feedback on pitch decks submitted by Extra Crunch members in the audience!
Any area that needs to compete both with incumbents and also a set of already successful “new age” companies that made the first step of meaningful disruption. What is your advice to startups in your portfolio right now? There is an incredible, thriving entrepreneurship culture that breeds fascinating companies weekly.
TechCrunch reporter Natasha Mascarenhas interviewed Kleiner Perkins partner Bucky Moore to get sector-agnostic advice for founders who are ready to raise a Series A. Part 4: The consequences of scaling up sneaker culture. The competition intensified further last year when American incumbents Beyond Meat and Eat Just entered China.
There was kind of a culture of glorifying that a little bit, where everybody’s wearing company swag, and then it becomes a thing that everybody wants. Craig Cannon [00:09:18] – I thought that was actually a really nice piece of advice that you gave because you interviewed at Yelp twice. It really only takes one.
They say things like “we have a unique feature” and “the incumbents are dumb,” which might be true, but isn’t a strategy. Your values are tested only when the decisions are tough, like losing money, hurting your brand, firing a highly-productive employee who isn’t a culture-fit, or a wonderful culture-fit who isn’t able to be productive.
Dharmesh: I think that was good advice. So for a long time, it was brand, culture, and what I call boldness, which is is the organization taking on enough risk? So when I had culture on my list, I spent 300 hours in the culture code deck at HubSpot. Because people don't love the incumbent right now. It's like that.
15:05 – Providing advice as content vs in the product. 21:30 – Inbound marketing and audience building advice. We made up for the inefficiencies in the software by giving them good advice on how to optimize their website, and how to get going in social. Maybe it was a cultural thing. 30:20 – Freemium.
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