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Announcing the Search-For-You Program from Bison Business 🦬🎉 Solving the biggest problem in SMB Acquisitions: FINDING THE RIGHT DEAL We've been testing and refining this program for many months and are finally ready to roll out this offering we think will be a complete game changer for Buyers shopping...

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Clint Fiore 🦬 DM for Biz Deals

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92,837 görüntüleme • 3 yıl önce •via X (Twitter)

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Clint Fiore 🦬 DM for Biz Deals profil fotoğrafı
Clint Fiore 🦬 DM for Biz Deals3 yıl önce

Lots of great boutique firms will run expensive programs for Private Equity groups and charge large retainers and success fees... the Search-For-You program from Bison is going to be the solution for normies- the Self-Funded searchers leveraging SBA loans, the existing SMB owners looking for add-ons, etc. Nobody is setup to help them at an affordable price point. This all changes today.

Clint Fiore 🦬 DM for Biz Deals profil fotoğrafı
Clint Fiore 🦬 DM for Biz Deals3 yıl önce

* Sherpa is extra in case that wasn't super clear from the writeup. Sherpa service gives you hands-on deal analysis, negotiation, and project management assistance to closing (help you save the deal the 10,000 times it will inevitably try to fall apart) and costs $2,950 at successful LOI acceptance and 1.5% success fee at closing, so all-in if you do both Search-For-You and Sherpa you're still under 5% all-in, which is an absolute bangin' deal. And I think we can roll the success fees into the loan most of the time. Probably will raise Sherpa price down the road as that's silly cheap for what we do.

Ari Ozick profil fotoğrafı
Ari Ozick3 yıl önce

You're charging too little on the success fee. Market is higher.

Clint Fiore 🦬 DM for Biz Deals profil fotoğrafı
Clint Fiore 🦬 DM for Biz Deals3 yıl önce

I agree. Logic is, most people are charging 5% or more but include transaction advisory post-introduction. We split that out into our Buyer Sherpa program so experienced Buyers that know how to analyze and work deals can pay less and just take the handoff, and ones that need advisory can pay a couple more points and be closer to market all-in.

Braden James profil fotoğrafı
Braden James3 yıl önce

Go get em Clint!

Kieran profil fotoğrafı
Kieran3 yıl önce

Can your fees be wrapped into an SBA loan?

Clint Fiore 🦬 DM for Biz Deals profil fotoğrafı
Clint Fiore 🦬 DM for Biz Deals3 yıl önce

I am hearing yes!!!

Miles profil fotoğrafı
Miles3 yıl önce

Congrats! Released at the perfect time for me

Robbie Laney profil fotoğrafı
Robbie Laney3 yıl önce

Really cool Clint! Congrats!

Keith Patel profil fotoğrafı
Keith Patel3 yıl önce

Congratulations. Is this available for Canada 🇨🇦 too ?

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Arteta: “You want to be part of the noise or not? If not then go to do something else, be part of another different club. You want to be Arsenal and everybody's been demanding for 10 years, 15 years. We need to go back there. Now we are there and now what? “You don't want noise. Noise is part and the bullets are part of that. Try to deal with them in the right way and achieve what you are looking for.” On Man City having the Premier League title in their hands: “We have to do what we have to do, and nothing is going to change for anybody at the end. You're going to have to win the next match and if you do that, you're going to be in a much stronger position. That's the only thing.”

Connor Humm

103,333 görüntüleme • 6 ay önce

Many startups find early pull, but only a few break out. Why? They stop at product/market fit and never find business model fit. Business model fit isn’t just about how much you charge for your product, but HOW you charge for it, and how you align customer value with your pricing. There’s a lot of advice out there about seat-based vs. usage-based vs. outcome-based pricing, but all of that is just noise. The search for business model fit is as specific to your company as the search for product market fit. You need to align your acquisition strategy and monetization strategy with your customer and product. It’s all one interconnected system. Take Slack for example: many associate Slack’s early success with its fun, creative design and fresh approach to communication. That’s what drew people to the product. But a big part of what made Slack a breakout success was business model fit. Freemium wasn’t just an acquisition tactic, it was essential to driving the revenue flywheel, viral expansion, and adoption in the enterprise. Obvious in retrospect, but controversial and against the grain of what others were doing at the time. The best founders don’t just chase product/market fit, they design a business model to make their product unstoppable. If that’s you, we want to meet you speedrun - link in replies
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Many startups find early pull, but only a few break out. Why? They stop at product/market fit and never find business model fit. Business model fit isn’t just about how much you charge for your product, but HOW you charge for it, and how you align customer value with your pricing. There’s a lot of advice out there about seat-based vs. usage-based vs. outcome-based pricing, but all of that is just noise. The search for business model fit is as specific to your company as the search for product market fit. You need to align your acquisition strategy and monetization strategy with your customer and product. It’s all one interconnected system. Take Slack for example: many associate Slack’s early success with its fun, creative design and fresh approach to communication. That’s what drew people to the product. But a big part of what made Slack a breakout success was business model fit. Freemium wasn’t just an acquisition tactic, it was essential to driving the revenue flywheel, viral expansion, and adoption in the enterprise. Obvious in retrospect, but controversial and against the grain of what others were doing at the time. The best founders don’t just chase product/market fit, they design a business model to make their product unstoppable. If that’s you, we want to meet you speedrun - link in replies

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Iran Demands Gulf States Break From London-Wall Street Axis Alastair Crooke: They are looking for a rapid, systematic change of the West Asian situation of the GCCs, saying to the GCCs, “You’ve got to learn to deal with us if you want to do business and you want to continue.” And the aim is to undermine and to end the petrodollar and dollar hegemony in the area. And part of their requirements, not listed by the Supreme Leader in this, is that you’ve got to give up your data centers and all the elements which are connected with the United States. If you want to do business through Hormuz, you have to get rid of all of these elements, including Microsoft, Amazon, and all these elements that you’re using. They have to go too. You have to disabuse yourself, and in such a case, then we will secure it. If you want greater security, you better look to China for your security in the future.
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Iran Demands Gulf States Break From London-Wall Street Axis Alastair Crooke: They are looking for a rapid, systematic change of the West Asian situation of the GCCs, saying to the GCCs, “You’ve got to learn to deal with us if you want to do business and you want to continue.” And the aim is to undermine and to end the petrodollar and dollar hegemony in the area. And part of their requirements, not listed by the Supreme Leader in this, is that you’ve got to give up your data centers and all the elements which are connected with the United States. If you want to do business through Hormuz, you have to get rid of all of these elements, including Microsoft, Amazon, and all these elements that you’re using. They have to go too. You have to disabuse yourself, and in such a case, then we will secure it. If you want greater security, you better look to China for your security in the future.

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I hear so often from the Dommes I work with that they struggle with people online fetichizing them and simply seeing them for how sexy and beautiful they are. They project their fantasies and their desires onto you. That stops immediately once you move the attention from you to them. From 'look at me' to 'I see you'. What does that look like? When you create content, think of them and what this scene or that narrative is evoking. What will they learn from you? What they want is not to passively watch how sexy you are, but for you to train them, to give them instructions, to teach them, to guide them, to be in charge, to command them. This is not being an object but the main subject. The Authority figure. How is your content already doing that. The sexy photos can still be there, they are important to already capture des attention. But what you do with that attention once you have it, is where the power dynamic is established. Positioning yourself as more than a stunning Goddess, but actually a woman who has a voice, opinions, perspective, a philosophy, a way to doing things, teaching them what you like, how you like it, why you like it, already makes them want to be that for you. You hold the attention, you hold the power, so you direct it. And for that, you want them to know you get them and you know what lives within them... that creates the desire for you to be the one exposing it. You instantly build trust. Not because you demanded it, but because you earned it: you showed them you know what you are doing. You have experience, you understand them. They are not told to come see you, they are seduced into it. They desire it. And they will work for it. This will attract better clients (real subs) and instead of you trying to get their attention, they will work to earn yours. If you want to learn more about power dynamics, building a brand as a Pro or the psychology behind BDSM, you can now access all my trainings and classes in one place for a fraction of the cost of The Dominatrix Academy. And you can reinvest the total amount towards the Program. Message me [SECRET] for the details. This offer is not available on my website.

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The subject of 'owning a slave' is dense. It is something we hear a lot when we are in the FemDom Realm. Is it just fantasy? Can it actually be a lifestyle? How do we navigate this type of dynamic? How do we even get to that level of D/s? In this short clip [Exerpt from SLAVE TRAINING Part 2] I want to already bring to your attention one thing that will define if your desire for a slave (or desire as a slave) is touching more on a fantasy or... how can you actually navigate this in a realistic way. No one person 'can do it all' or should be expected to. If you want your slave to be 'the best' , assign them a specific role in which they can excel... and then build upon that. Once they 'master' your housekeeping (which takes quite a bit of real training), they can move to other levels. And an important note I want to leave here... make them EARN access to certain things in your life that sometimes you just want to delegate because you don't want to manage or don't know how to manage. Entrusting them with serious tasks that can affect your life, your business, your reputation, are on top of the ladder. Are they even qualified for the thing you want them to take off your shoulders? Start small and allow them to grow in their submission, to develop their skills and to learn how to best satisfy you without setting them up for failure by expecting too much, too quick. In the end, if you want this to truly work, you have to approach it from a place that transcends the roles. As this is consensual power exchange. And you both want to be fulfilled in that relationship.

Ms. Malissia

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When asked about what new FSC Baseball Head Coach Rick O'Dette envisions for success for the program, here's what he had to say: "It's a matter of of getting these guys to understand that team baseball is going to help us win. And the only way we can do that is if you can care more about that guy sitting next to you rather than you. And of course it's an individualized sport within the team, meaning like you're going to have to take care of your business to make sure everybody can get to the level they want to be at. But I think that's that starts with with day one. It started when we started here in in August." #D2Baseball

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Jordan Peterson: "If you're competent and silent you will be ignored." "You might think well people should reward you because you're competent. And yes of course they should. But if you're competent and silent then you're just part of the background that's keeping everything functioning" On why you cannot negotiate from a position of weakness: "If you want to push your career forward you have to push it forward. You have to be competent and you have to be strategic" "To be strategic when you negotiate for a new position or a new salary you have to be able to say if you don't give me what I want then something you don't like will happen to you" "It's not a physical threat. It's that you have an option" "You have your CV in order. You're educated and competent and desirable to people outside of your immediate job. You're willing to instantly put yourself on the job market" "So that when you go talk to the person you're negotiating with you're credible" On the one thing most people completely miss about negotiation: "It's very seldom that you're talking to the person who's at the top of the pecking order. What you need to do is tell them a story that they can tell to their boss to make you not a problem" "A good story is look we really need this person because they're hyper competent and they have a better offer" "If you go in there with no power you're going to lose. Obviously" He concludes with the one thing every competent person needs to hear: "The first thing you need to know if you're going to negotiate is that you have to be able to say no. And what no means is that you're not going to do it"
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Jordan Peterson: "If you're competent and silent you will be ignored." "You might think well people should reward you because you're competent. And yes of course they should. But if you're competent and silent then you're just part of the background that's keeping everything functioning" On why you cannot negotiate from a position of weakness: "If you want to push your career forward you have to push it forward. You have to be competent and you have to be strategic" "To be strategic when you negotiate for a new position or a new salary you have to be able to say if you don't give me what I want then something you don't like will happen to you" "It's not a physical threat. It's that you have an option" "You have your CV in order. You're educated and competent and desirable to people outside of your immediate job. You're willing to instantly put yourself on the job market" "So that when you go talk to the person you're negotiating with you're credible" On the one thing most people completely miss about negotiation: "It's very seldom that you're talking to the person who's at the top of the pecking order. What you need to do is tell them a story that they can tell to their boss to make you not a problem" "A good story is look we really need this person because they're hyper competent and they have a better offer" "If you go in there with no power you're going to lose. Obviously" He concludes with the one thing every competent person needs to hear: "The first thing you need to know if you're going to negotiate is that you have to be able to say no. And what no means is that you're not going to do it"

Brad

34,992 görüntüleme • 23 gün önce

FEMA Spokesperson Jaclyn Rothenberg: We recently made changes to our individual assistance program. You can apply for individual assistance by going to or by applying through the phone number I provided earlier. What we do is help people who are even underinsured. Let’s say you have a home insurance policy and the damages to your home exceed what the insurance company is going to provide. We now offer up to the statutory limit, which is $42,500, for any additional assistance you might need for your home that wasn’t covered by your insurance. We also provide displacement assistance. For example, if you want to stay on a friend’s couch because it’s easier for you — maybe you have pets and can’t take them to a hotel — we will now reimburse you for funding if you’re displaced from your home. We also offer serious needs assistance, which is a one-time $750 payment for things like food, medicine, or any immediate supplies you may need. We’re really here to help people. Like I said, entrepreneurs and independent business owners — the SBA provides small business loans for people who need to get back on their feet. But really, we want to make sure we’re reaching as many people as possible.
1:56

FEMA Spokesperson Jaclyn Rothenberg: We recently made changes to our individual assistance program. You can apply for individual assistance by going to or by applying through the phone number I provided earlier. What we do is help people who are even underinsured. Let’s say you have a home insurance policy and the damages to your home exceed what the insurance company is going to provide. We now offer up to the statutory limit, which is $42,500, for any additional assistance you might need for your home that wasn’t covered by your insurance. We also provide displacement assistance. For example, if you want to stay on a friend’s couch because it’s easier for you — maybe you have pets and can’t take them to a hotel — we will now reimburse you for funding if you’re displaced from your home. We also offer serious needs assistance, which is a one-time $750 payment for things like food, medicine, or any immediate supplies you may need. We’re really here to help people. Like I said, entrepreneurs and independent business owners — the SBA provides small business loans for people who need to get back on their feet. But really, we want to make sure we’re reaching as many people as possible.

Acyn

400,845 görüntüleme • 1 yıl önce

"I don't think many tech companies execute M&A well." Palo Alto Networks CEO Nikesh Arora breaks down his strategy for successful M&A: "Purchase price is an irrelevant artifact. If it's going to work, it's going to work phenomenally well, or you're going to screw it up. It's not what you paid, it's what you're able to do with it." "You could say that Instagram was expensive, or YouTube was expensive, or DoubleClick was expensive. They all worked perfectly. AOL Time Warner is a different story. So it boils down to how you execute past the price you pay for it." "In tech, when you buy a company, you buy a team, you buy an existing product, and you buy a roadmap for the future. The question is: can you deliver on that roadmap? Can you accelerate that roadmap? Does it work?" "We sign a term sheet, and we ask the founders to sit with our team and redesign the product roadmap so we like it and they like it. And if they don't agree with our expectations and we don't agree with theirs, we don't buy the company." "We make them in charge. My teams have to work for them, which makes them really unhappy. And not many of them like it. But I'm like, look, these guys went out there, raised money, kicked your ass in your category, and you want them to work for you? That makes no sense to me. You're going to work for them. Learn from them." "So our job is to enable these people. We look at them and say, whatever your business plan was when you were a small private company, find me a business plan that's twice as assertive and bold as the one you had then." "We've built a phenomenal system to take them to market. I have 3,000 people in the field... 3,000 people go out there and see 10,000 customers. So that's where the secret sauce kicks in." "We've bought 34 companies so far. I think our hit rate on things that have worked is over 70%."
3:01

"I don't think many tech companies execute M&A well." Palo Alto Networks CEO Nikesh Arora breaks down his strategy for successful M&A: "Purchase price is an irrelevant artifact. If it's going to work, it's going to work phenomenally well, or you're going to screw it up. It's not what you paid, it's what you're able to do with it." "You could say that Instagram was expensive, or YouTube was expensive, or DoubleClick was expensive. They all worked perfectly. AOL Time Warner is a different story. So it boils down to how you execute past the price you pay for it." "In tech, when you buy a company, you buy a team, you buy an existing product, and you buy a roadmap for the future. The question is: can you deliver on that roadmap? Can you accelerate that roadmap? Does it work?" "We sign a term sheet, and we ask the founders to sit with our team and redesign the product roadmap so we like it and they like it. And if they don't agree with our expectations and we don't agree with theirs, we don't buy the company." "We make them in charge. My teams have to work for them, which makes them really unhappy. And not many of them like it. But I'm like, look, these guys went out there, raised money, kicked your ass in your category, and you want them to work for you? That makes no sense to me. You're going to work for them. Learn from them." "So our job is to enable these people. We look at them and say, whatever your business plan was when you were a small private company, find me a business plan that's twice as assertive and bold as the one you had then." "We've built a phenomenal system to take them to market. I have 3,000 people in the field... 3,000 people go out there and see 10,000 customers. So that's where the secret sauce kicks in." "We've bought 34 companies so far. I think our hit rate on things that have worked is over 70%."

TBPN

39,506 görüntüleme • 5 ay önce

"I don't think many tech companies execute M&A well." Palo Alto Networks CEO Nikesh Arora breaks down his strategy for successful M&A: "Purchase price is an irrelevant artifact. If it's going to work, it's going to work phenomenally well, or you're going to screw it up. It's not what you paid, it's what you're able to do with it." "You could say that Instagram was expensive, or YouTube was expensive, or DoubleClick was expensive. They all worked perfectly. AOL Time Warner is a different story. So it boils down to how you execute past the price you pay for it." "In tech, when you buy a company, you buy a team, you buy an existing product, and you buy a roadmap for the future. The question is: can you deliver on that roadmap? Can you accelerate that roadmap? Does it work?" "We sign a term sheet, and we ask the founders to sit with our team and redesign the product roadmap so we like it and they like it. And if they don't agree with our expectations and we don't agree with theirs, we don't buy the company." "We make them in charge. My teams have to work for them, which makes them really unhappy. And not many of them like it. But I'm like, look, these guys went out there, raised money, kicked your ass in your category, and you want them to work for you? That makes no sense to me. You're going to work for them. Learn from them." "So our job is to enable these people. We look at them and say, whatever your business plan was when you were a small private company, find me a business plan that's twice as assertive and bold as the one you had then." "We've built a phenomenal system to take them to market. I have 3,000 people in the field... 3,000 people go out there and see 10,000 customers. So that's where the secret sauce kicks in." "We've bought 34 companies so far. I think our hit rate on things that have worked is over 70%."
3:01

"I don't think many tech companies execute M&A well." Palo Alto Networks CEO Nikesh Arora breaks down his strategy for successful M&A: "Purchase price is an irrelevant artifact. If it's going to work, it's going to work phenomenally well, or you're going to screw it up. It's not what you paid, it's what you're able to do with it." "You could say that Instagram was expensive, or YouTube was expensive, or DoubleClick was expensive. They all worked perfectly. AOL Time Warner is a different story. So it boils down to how you execute past the price you pay for it." "In tech, when you buy a company, you buy a team, you buy an existing product, and you buy a roadmap for the future. The question is: can you deliver on that roadmap? Can you accelerate that roadmap? Does it work?" "We sign a term sheet, and we ask the founders to sit with our team and redesign the product roadmap so we like it and they like it. And if they don't agree with our expectations and we don't agree with theirs, we don't buy the company." "We make them in charge. My teams have to work for them, which makes them really unhappy. And not many of them like it. But I'm like, look, these guys went out there, raised money, kicked your ass in your category, and you want them to work for you? That makes no sense to me. You're going to work for them. Learn from them." "So our job is to enable these people. We look at them and say, whatever your business plan was when you were a small private company, find me a business plan that's twice as assertive and bold as the one you had then." "We've built a phenomenal system to take them to market. I have 3,000 people in the field... 3,000 people go out there and see 10,000 customers. So that's where the secret sauce kicks in." "We've bought 34 companies so far. I think our hit rate on things that have worked is over 70%."

TBPN

355,885 görüntüleme • 5 ay önce

Greene: Baby boomers that are in power—that are just clinging to power, living out the end of their days. They're ruining it for the rest of us. Here's the message for the rest of the world: the younger generations of Americans, we don't want war with the world. We want peace. We desperately want peace between all of our nations, we want good trade, we want to have good business deals, and we want to be able to visit your countries and you come visit ours. This is not what we want.
1:34

Greene: Baby boomers that are in power—that are just clinging to power, living out the end of their days. They're ruining it for the rest of us. Here's the message for the rest of the world: the younger generations of Americans, we don't want war with the world. We want peace. We desperately want peace between all of our nations, we want good trade, we want to have good business deals, and we want to be able to visit your countries and you come visit ours. This is not what we want.

Acyn

477,428 görüntüleme • 5 ay önce

They want to control what you watch and say on the internet. They want to control what you eat. They want to control what you throw in the trash. They want to control where you are allowed to go with your car. ​They want to control every aspect of your life by telling you that it is for your own good and that of your children, for your health, or for the environment. ​If we agree to submit, how far will they go in controlling our private lives?
0:36

They want to control what you watch and say on the internet. They want to control what you eat. They want to control what you throw in the trash. They want to control where you are allowed to go with your car. ​They want to control every aspect of your life by telling you that it is for your own good and that of your children, for your health, or for the environment. ​If we agree to submit, how far will they go in controlling our private lives?

Le Crapaud

23,996 görüntüleme • 2 ay önce

President Trump is getting deals done for the American people. “Both the Mexicans and the Canadians were on the phone with me all day today, trying to show that they’ll do better and the President is listening.” Stay tuned! “China are still giving maximum subsidies to producing the ingredients for opioids that are killing Americans." If China refuses to live up to their promises, there will be no relief. “If you respect us as your best trading partner, you’ve got to end fentanyl.” On April 2nd, the reciprocal tariffs will kick in. You charge us? We charge you. "We want to do business with you. We want to do business fairly and we're gonna get rid of all this nonsense.”
7:31

President Trump is getting deals done for the American people. “Both the Mexicans and the Canadians were on the phone with me all day today, trying to show that they’ll do better and the President is listening.” Stay tuned! “China are still giving maximum subsidies to producing the ingredients for opioids that are killing Americans." If China refuses to live up to their promises, there will be no relief. “If you respect us as your best trading partner, you’ve got to end fentanyl.” On April 2nd, the reciprocal tariffs will kick in. You charge us? We charge you. "We want to do business with you. We want to do business fairly and we're gonna get rid of all this nonsense.”

Howard Lutnick

202,430 görüntüleme • 1 yıl önce

Marc Andreessen explains the 3 Necessities for Start-up Success: "The general criteria for a successful high-tech startup, in my view, you see different sort of rules of thumb from different people. But the three big things you always come back to are, is there a big market? And by the way, that comes in two parts. Is there a big existing market that you think you can go after and sort of displace incumbents or do you believe there will be a new market that will be big? So big market. Is there a fundamental technology or economic change that causes you to basically justify having a new company? And that's really important. And the way I always think about that is, is there a 10X change happening in the technology landscape? Is something 10X faster or 10X cheaper or 10X better? And if it's not 10X, we as both VCs and entrepreneurs, we really have to ask ourselves like, is it really worth doing? Because it's really hard. I mean, it's really hard to start new companies. new companies generally shouldn't exist. Existing companies are usually pretty good at what they do. And so for a new company to exist, it not only has to like come in and go into business and bring a product to market, but it has to bring a product to market that's so much better than what already exists that it punches through the sort of status quo. And most customers in most markets are pretty happy buying from the current suppliers and so there has to be a real kind of edge on the thing and we look for that in either a technology change, usually a technology change or an economic change. which are often the same thing. And then the third is team. Is the team outstanding? And if you think about this as an entrepreneur, it becomes a question of the founding team. Some companies are solo founders and they can work, but generally most of us, like myself, we're human beings, we're mortal. You want to have a founding team of complementary skill sets. And so you want to have at least one super strong technologist, quite possibly more than one. Some of the best startups are actually more than one founding technologist and then it often helps to have somebody who's like a product or who's a market or sales person or has a sort of really good understanding of business on the team, certainly helps a lot. And so we sort of look at market, product, and team. And the reality is you need all three. I would say, interestingly, if you're going to compromise as an investor, if we're going to compromise on one of those, it would actually be the product. And the reason I say that is because a great market is a lot easier to make up for with iterative product execution than a poor market. Because the problem with a poor market, a small market, is even if you do a great job on the product, there just aren't that many customers. It's hard to ever get big."
2:15

Marc Andreessen explains the 3 Necessities for Start-up Success: "The general criteria for a successful high-tech startup, in my view, you see different sort of rules of thumb from different people. But the three big things you always come back to are, is there a big market? And by the way, that comes in two parts. Is there a big existing market that you think you can go after and sort of displace incumbents or do you believe there will be a new market that will be big? So big market. Is there a fundamental technology or economic change that causes you to basically justify having a new company? And that's really important. And the way I always think about that is, is there a 10X change happening in the technology landscape? Is something 10X faster or 10X cheaper or 10X better? And if it's not 10X, we as both VCs and entrepreneurs, we really have to ask ourselves like, is it really worth doing? Because it's really hard. I mean, it's really hard to start new companies. new companies generally shouldn't exist. Existing companies are usually pretty good at what they do. And so for a new company to exist, it not only has to like come in and go into business and bring a product to market, but it has to bring a product to market that's so much better than what already exists that it punches through the sort of status quo. And most customers in most markets are pretty happy buying from the current suppliers and so there has to be a real kind of edge on the thing and we look for that in either a technology change, usually a technology change or an economic change. which are often the same thing. And then the third is team. Is the team outstanding? And if you think about this as an entrepreneur, it becomes a question of the founding team. Some companies are solo founders and they can work, but generally most of us, like myself, we're human beings, we're mortal. You want to have a founding team of complementary skill sets. And so you want to have at least one super strong technologist, quite possibly more than one. Some of the best startups are actually more than one founding technologist and then it often helps to have somebody who's like a product or who's a market or sales person or has a sort of really good understanding of business on the team, certainly helps a lot. And so we sort of look at market, product, and team. And the reality is you need all three. I would say, interestingly, if you're going to compromise as an investor, if we're going to compromise on one of those, it would actually be the product. And the reason I say that is because a great market is a lot easier to make up for with iterative product execution than a poor market. Because the problem with a poor market, a small market, is even if you do a great job on the product, there just aren't that many customers. It's hard to ever get big."

Founder Mode

39,005 görüntüleme • 7 ay önce

Don’t Scroll—God Is Calling You to Submit and Move Praise the Lord that He has given us such a commission and such a call and we should be humbled by that and we should want to go out for His kingdom and do that. All of you are usable by God. There is not one of you that is not usable if you're only willing to submit. We all fall short. It's a matter of who is willing. Here I am, Lord, send me. That's what Isaiah said. Here I am. Send me. You are all usable. When a lot of you out there go, well, what can I do for God in my life? There's a lot you can do. If you're only willing to be picked up as an instrument in his Hands and implemented the way you were created to move. Many of you are operating outside the realm of what you were created to be. And in this season, that's going to be reconciled. And many of you are going to change course in this season drastically. Because you're in jobs, you're in areas, you're doing things, you were not created to do. You have gifts for it, but you weren’t created to do it. And there's going to be massive shifts in many of your lives and a sudden turn. And the Lord is going to realign. And this is going to be quick when He does it. Realign you into the position, redirect you and put you on that course because time is short and He needs you operating in what you were created to do. He needs that right now. And many of you are going to enter that process in this season. So praise the Lord because you are. You will enter that process and you will be redirected. And you will do what is written about you in the books of heaven, what you were created to do on this earth. Because many of you know and feel uncomfortable and know you're not in your call. You know you are just trying to try to endure, you're trying to survive. And it's because you're not in your call. Surrender to God, allow Him to redirect you into your call and your purpose that you were beautifully created to do. Because it's needed in this season and we cannot dilly dally anymore and go dabbling in things we are not created to do. It's time for us to go to work and it's time for us to be willing to go there.
2:23

Don’t Scroll—God Is Calling You to Submit and Move Praise the Lord that He has given us such a commission and such a call and we should be humbled by that and we should want to go out for His kingdom and do that. All of you are usable by God. There is not one of you that is not usable if you're only willing to submit. We all fall short. It's a matter of who is willing. Here I am, Lord, send me. That's what Isaiah said. Here I am. Send me. You are all usable. When a lot of you out there go, well, what can I do for God in my life? There's a lot you can do. If you're only willing to be picked up as an instrument in his Hands and implemented the way you were created to move. Many of you are operating outside the realm of what you were created to be. And in this season, that's going to be reconciled. And many of you are going to change course in this season drastically. Because you're in jobs, you're in areas, you're doing things, you were not created to do. You have gifts for it, but you weren’t created to do it. And there's going to be massive shifts in many of your lives and a sudden turn. And the Lord is going to realign. And this is going to be quick when He does it. Realign you into the position, redirect you and put you on that course because time is short and He needs you operating in what you were created to do. He needs that right now. And many of you are going to enter that process in this season. So praise the Lord because you are. You will enter that process and you will be redirected. And you will do what is written about you in the books of heaven, what you were created to do on this earth. Because many of you know and feel uncomfortable and know you're not in your call. You know you are just trying to try to endure, you're trying to survive. And it's because you're not in your call. Surrender to God, allow Him to redirect you into your call and your purpose that you were beautifully created to do. Because it's needed in this season and we cannot dilly dally anymore and go dabbling in things we are not created to do. It's time for us to go to work and it's time for us to be willing to go there.

Amanda Grace

12,379 görüntüleme • 3 ay önce

This Shabbat, millions of Jews will gather around the Shabbat table and recite a special prayer for the Israeli hostages who are spending their fourth Shabbat in Gaza without their families. May our prayers reach them wherever they are. #BringThemHome Thank you to Miri Mesika and Arik Berman for this beautiful song ❤️ Lyrics: This evening is a holiday And all the city streets are empty now We thought you might want to know Phrases from holiday songs Flowing from the the houses’ windows Their every room lit up we thought you might want to know Everyone has arrived Gathering around the table And if you want to join There is a chair awaiting Blessings for the holiday there are gifts for all the children There is a gift for you as well We thought you might want to take it For the holiday meal The special dishes That you love We thought you might want to know Everyone has arrived…
2:55

This Shabbat, millions of Jews will gather around the Shabbat table and recite a special prayer for the Israeli hostages who are spending their fourth Shabbat in Gaza without their families. May our prayers reach them wherever they are. #BringThemHome Thank you to Miri Mesika and Arik Berman for this beautiful song ❤️ Lyrics: This evening is a holiday And all the city streets are empty now We thought you might want to know Phrases from holiday songs Flowing from the the houses’ windows Their every room lit up we thought you might want to know Everyone has arrived Gathering around the table And if you want to join There is a chair awaiting Blessings for the holiday there are gifts for all the children There is a gift for you as well We thought you might want to take it For the holiday meal The special dishes That you love We thought you might want to know Everyone has arrived…

Israel ישראל

276,960 görüntüleme • 2 yıl önce