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2012 badcamp-batson

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Alan Tabor
Alan Tabor

This document summarizes Jay Batson's background and experience mentoring startups. It discusses his 25 years in technology including founding 3 companies. It then focuses on accelerating Drupal product businesses by addressing questions around co-founders, capital, go-to-market strategy, and ensuring the business model is balanced. It emphasizes the importance of a strong startup culture and go-to-market strategy for success.

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B A DCA MP ACCELERATING 2 0 1 2 YOUR DRUPAL PRODUCT BUSINESS Jay Batson
BIO 25 years in tech (Dev, Prod, Exec) 19 in VC-backed startups, 12 in ones I started 3x founder (Acquia, Pingtel) 18 months as focused mentor for 20 startups: 13 TechStars 4 MassChallenge 4 FounderMentors
BIO 25 years in tech (Dev, Prod, Exec) 19 in VC-backed startups, 12 in ones I started 3x founder (Acquia, Pingtel) 18 months as focused mentor for 20 startups: 13 TechStars 4 MassChallenge 4 FounderMentors http://startupdj.com Remixing classic with new to create sweet new startup companies
BIO 25 years in tech (Dev, Prod, Exec) 19 in VC-backed startups, 12 in ones I started 3x founder (Acquia, Pingtel) 18 months as focused mentor for 20 startups: 13 TechStars 4 MassChallenge 4 FounderMentors http://startupdj.com Remixing classic with new to create sweet new startup companies
Co-founders: Spin-out? Stake of parent? Roles? Ownership? Capital: Yours? Outside? Sources: Angels? Seed investors? Venture Capital? Plan: Business Model? Company culture? Values? Go-to-market: CAC? ASV? LTV? Churn? Cash burn? Business model: Strategy? Pricing? Margins? Operating metrics? Wheres the community/help?
ACCELERATORS Summer@HIGHLAND LaunchpadLA the start project
MENTORS + A LITTLE MONEY
2012 badcamp-batson
SWITCHING Likely to fail without dramatic stuff Consulting product company issues Doesnt function with startup economics Irresistible temptation to do distracting PS for $ Spinout issues Parent owner creates broken ownership split Lack of vested interest of team Youve gotta be a startup, from scratch, with at-stake people
FOUNDERS Let there be 2 There is only one CEO Define your roles, and obey them
RICH OR KING? Financial gains Well below potential Close to potential Rich Little Control of company Failure Complete King Exception The Founders Dilemma (Noam Wasserman, HBS)
STAKES Deciding this should take a full day
STAKES Idea->Launch $0-$10M $10M-$100M Weighted 30% 40% 30% stake Idea, early Non-CEO, founder, CEO, investor Michael business plan, 65% management 60% Business 40% 55.5% Development fundraising Product VP Engineering, VP George development, 35% product 40% Development, 60% 44.5% business plan management Total 100% 100% 100%
CAPITAL Wait... theres a bigger question
WHAT KIND OF COMPANY ARE YOU BUILDING?
INVESTORS Only one available return for investor: acquisition, or IPO You must go big, or go home
COMPANY CULTURE As important as business model Hire desired behaviors and cultural fit, not skills Google Netflix culture Acquia: Piii
First Acquia team meeting, Jan 2008
BIGGEST LESSON A product is nothing. Successfully going-to-market is everything.
GO-TO-MARKET How are you going to get customers? Advertising? Inbound marketing? Inside sales? Field sales? In-app virality? Other virality? Does that cost the right amount? (Whats your margin?) What portion of operating costs is sales/mktg? How many customers are there? SEO / SEM is not a go-to-market strategy.
TERMS TO LIVE BY Key SaaS metrics: CAC = Customer Acquisition Cost ASV = Annual Subscriber Value LTV = LifeTime Value (of customer) Churn = % of customers that do not renew
TERMS TO LIVE BY Key SaaS metrics: Startup killer CAC = Customer Acquisition Cost ASV = Annual Subscriber Value LTV = LifeTime Value (of customer) Churn = % of customers that do not renew
TERMS TO LIVE BY Key SaaS metrics: Startup killer CAC = Customer Acquisition Cost ASV = Annual Subscriber Value LTV = LifeTime Value (of customer) Churn = % of customers that do not renew http://forentrepreneurs.com
YOUR IDEA IS PROBABLY OUT OF BALANCE
THE SAAS CASH- FLOW TROUGH
AND ON AND ON...
ACCELERATORS Summer@HIGHLAND LaunchpadLA the start project
DRUPAL ACCELERATOR?
POSSIBILITIES Drupal PS company with product idea Drupalist with idea Generic startup who (should) use Drupal
WHEN? A couple of calendar quarters at least. Learning now. Is there a there there?
IS THIS YOU? Contact me batsonjay@gmail.com http://startupdj.com

More Related Content

2012 badcamp-batson

  • 1. B A DCA MP ACCELERATING 2 0 1 2 YOUR DRUPAL PRODUCT BUSINESS Jay Batson
  • 2. BIO 25 years in tech (Dev, Prod, Exec) 19 in VC-backed startups, 12 in ones I started 3x founder (Acquia, Pingtel) 18 months as focused mentor for 20 startups: 13 TechStars 4 MassChallenge 4 FounderMentors
  • 3. BIO 25 years in tech (Dev, Prod, Exec) 19 in VC-backed startups, 12 in ones I started 3x founder (Acquia, Pingtel) 18 months as focused mentor for 20 startups: 13 TechStars 4 MassChallenge 4 FounderMentors http://startupdj.com Remixing classic with new to create sweet new startup companies
  • 4. BIO 25 years in tech (Dev, Prod, Exec) 19 in VC-backed startups, 12 in ones I started 3x founder (Acquia, Pingtel) 18 months as focused mentor for 20 startups: 13 TechStars 4 MassChallenge 4 FounderMentors http://startupdj.com Remixing classic with new to create sweet new startup companies
  • 5. Co-founders: Spin-out? Stake of parent? Roles? Ownership? Capital: Yours? Outside? Sources: Angels? Seed investors? Venture Capital? Plan: Business Model? Company culture? Values? Go-to-market: CAC? ASV? LTV? Churn? Cash burn? Business model: Strategy? Pricing? Margins? Operating metrics? Wheres the community/help?
  • 6. ACCELERATORS Summer@HIGHLAND LaunchpadLA the start project
  • 9. SWITCHING Likely to fail without dramatic stuff Consulting product company issues Doesnt function with startup economics Irresistible temptation to do distracting PS for $ Spinout issues Parent owner creates broken ownership split Lack of vested interest of team Youve gotta be a startup, from scratch, with at-stake people
  • 10. FOUNDERS Let there be 2 There is only one CEO Define your roles, and obey them
  • 11. RICH OR KING? Financial gains Well below potential Close to potential Rich Little Control of company Failure Complete King Exception The Founders Dilemma (Noam Wasserman, HBS)
  • 12. STAKES Deciding this should take a full day
  • 13. STAKES Idea->Launch $0-$10M $10M-$100M Weighted 30% 40% 30% stake Idea, early Non-CEO, founder, CEO, investor Michael business plan, 65% management 60% Business 40% 55.5% Development fundraising Product VP Engineering, VP George development, 35% product 40% Development, 60% 44.5% business plan management Total 100% 100% 100%
  • 14. CAPITAL Wait... theres a bigger question
  • 15. WHAT KIND OF COMPANY ARE YOU BUILDING?
  • 16. INVESTORS Only one available return for investor: acquisition, or IPO You must go big, or go home
  • 17. COMPANY CULTURE As important as business model Hire desired behaviors and cultural fit, not skills Google Netflix culture Acquia: Piii
  • 18. First Acquia team meeting, Jan 2008
  • 19. BIGGEST LESSON A product is nothing. Successfully going-to-market is everything.
  • 20. GO-TO-MARKET How are you going to get customers? Advertising? Inbound marketing? Inside sales? Field sales? In-app virality? Other virality? Does that cost the right amount? (Whats your margin?) What portion of operating costs is sales/mktg? How many customers are there? SEO / SEM is not a go-to-market strategy.
  • 21. TERMS TO LIVE BY Key SaaS metrics: CAC = Customer Acquisition Cost ASV = Annual Subscriber Value LTV = LifeTime Value (of customer) Churn = % of customers that do not renew
  • 22. TERMS TO LIVE BY Key SaaS metrics: Startup killer CAC = Customer Acquisition Cost ASV = Annual Subscriber Value LTV = LifeTime Value (of customer) Churn = % of customers that do not renew
  • 23. TERMS TO LIVE BY Key SaaS metrics: Startup killer CAC = Customer Acquisition Cost ASV = Annual Subscriber Value LTV = LifeTime Value (of customer) Churn = % of customers that do not renew http://forentrepreneurs.com
  • 24. YOUR IDEA IS PROBABLY OUT OF BALANCE
  • 26. AND ON AND ON...
  • 27. ACCELERATORS Summer@HIGHLAND LaunchpadLA the start project
  • 29. POSSIBILITIES Drupal PS company with product idea Drupalist with idea Generic startup who (should) use Drupal
  • 30. WHEN? A couple of calendar quarters at least. Learning now. Is there a there there?
  • 31. IS THIS YOU? Contact me batsonjay@gmail.com http://startupdj.com

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  10. Two shall be the number thou shalt found with, and the number of the founding shall be two. Three shalt thou not found with, neither found thou with one, excepting that thou then proceed to two. Four is right out. Once founding number of two, being the second number, be reached, then lobbest thou thy Holy Product of Drupal towards thy market, who being exploitable in My sight, shall buy it.\n
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  17. Passion, Intelligence, Initiative, Integrity\n
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