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The SaaS startup playbook doesn’t work in deep tech. “Move fast and break things” doesn’t apply when building nuclear reactors or bioengineering cell therapies. That’s why we built 5050, “a cheat code for starting a deep tech startup.” (quote from an alumni) Applications open! 5050 is a program to...

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Seth Bannon

38,263 subscribers

146,765 görüntüleme • 2 yıl önce •via X (Twitter)

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Christian Keil2 yıl önce

Love this. The world needs more folks like @markwbudde!

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@markwbudde 💯

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Been an absolute pleasure working with @sethbannon @elamadej and the whole @fiftyyears team from the very beginning. The fact that so much of their portfolio is deep tech has been an advantage for Cover.

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Eric Jorgenson 📚 ☀️2 yıl önce

Legends in the making!

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👊

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Turner Novak 🍌🧢2 yıl önce

Just applied for my carbon neutral banana farming idea

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You're thinking too small, Turner. Why not CARBON NEGATIVE BANANAS? We can turn them into carbon sequestration machines.

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Ashwin Lalendran2 yıl önce

50y well positioned for this recent deep tech interest: competence, track record and bespoke programs. 👏

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👊

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Arturo Deza2 yıl önce

Application submitted! 🔥! Would love to chat and tell you guys more about what we're doing to fix the Self-Driving Car Industry Crisis @Artificio_Org

Benzer Videolar

The world needs 10x more scientist-founders. 5050 helps scientists and engineers become great founders and start indispensable companies. Applications open! Startups are the best way to make a real impact with research, but where do you get started? How do you know if entrepreneurship is for you? Whether you’re validating an idea or ready to build — 5050 is for you. You’ll learn what it takes to become a great founder, how to choose the right problem, technology, and market, and how to build a deep tech startup. “It’s a cheat code for starting a deep tech startup.” – Eric McShane, 5050 alum. • Eric McShane and Evan spun out of Stanford and co-founded Electroflow to tackle the lithium shortage. They’ve scaled their tech by 200x in 6 months. • Mark Budde 🦕🏆 joined 5050 as a postdoc at Caltech. Two years later, plasmidsaurus enables scientists across all 50 states and most European countries to go much faster. • Niccolo joined as a Tesla engineer. Three months later, he co-founded Clippership and is building autonomous sailboats to decarbonize maritime shipping. • Chi and Tay Shin joined as postdocs at MIT. Within weeks, they spun out and are now working to enable in vivo cell reprogramming. At Fifty Years, we’ve built deep tech companies ourselves. We’ve backed over 100 deep tech startups from the earliest stages and helped them raise over 4.6 billion dollars. We distilled everything we know about deep tech startups into 5050: a free program to help world-class scientists and engineers start indispensable companies. Phase I: Explore We’ll help you answer: How do I turn my breakthrough science into a business? What do I need to make a startup idea work? Am I ready to be a founder? You’ll learn if entrepreneurship is right for you, identify the idea to build, and pivot quickly if necessary. We’ll guide you through the early days of building in deep tech. At the end of Explore, those ready to build a startup will be invited to the next phase, Build. Phase II: Build You’ll join a cohort of fast-moving founders who will challenge you to ramp up. We’ll coach you to level up into a great founder and guide you through the early days of building in deep tech. Build will help you de-risk your technology, hit key milestones, raise a first round, and reach takeoff speed fast. Helping great scientists and engineers become great entrepreneurs is our jam. Apply / nominate! ➜
3:22

The world needs 10x more scientist-founders. 5050 helps scientists and engineers become great founders and start indispensable companies. Applications open! Startups are the best way to make a real impact with research, but where do you get started? How do you know if entrepreneurship is for you? Whether you’re validating an idea or ready to build — 5050 is for you. You’ll learn what it takes to become a great founder, how to choose the right problem, technology, and market, and how to build a deep tech startup. “It’s a cheat code for starting a deep tech startup.” – Eric McShane, 5050 alum. • Eric McShane and Evan spun out of Stanford and co-founded Electroflow to tackle the lithium shortage. They’ve scaled their tech by 200x in 6 months. • Mark Budde 🦕🏆 joined 5050 as a postdoc at Caltech. Two years later, plasmidsaurus enables scientists across all 50 states and most European countries to go much faster. • Niccolo joined as a Tesla engineer. Three months later, he co-founded Clippership and is building autonomous sailboats to decarbonize maritime shipping. • Chi and Tay Shin joined as postdocs at MIT. Within weeks, they spun out and are now working to enable in vivo cell reprogramming. At Fifty Years, we’ve built deep tech companies ourselves. We’ve backed over 100 deep tech startups from the earliest stages and helped them raise over 4.6 billion dollars. We distilled everything we know about deep tech startups into 5050: a free program to help world-class scientists and engineers start indispensable companies. Phase I: Explore We’ll help you answer: How do I turn my breakthrough science into a business? What do I need to make a startup idea work? Am I ready to be a founder? You’ll learn if entrepreneurship is right for you, identify the idea to build, and pivot quickly if necessary. We’ll guide you through the early days of building in deep tech. At the end of Explore, those ready to build a startup will be invited to the next phase, Build. Phase II: Build You’ll join a cohort of fast-moving founders who will challenge you to ramp up. We’ll coach you to level up into a great founder and guide you through the early days of building in deep tech. Build will help you de-risk your technology, hit key milestones, raise a first round, and reach takeoff speed fast. Helping great scientists and engineers become great entrepreneurs is our jam. Apply / nominate! ➜

Seth Bannon

106,341 görüntüleme • 1 yıl önce

GUILDS PHASE 1 This first Phase will be all about membership. Players can join or create a Guild, recruit for their Guilds, apply for Guilds, and view & sort member lists. That’s all the tools you will need to build your Guild and get it ready for brawling in Phase 2.
0:39

GUILDS PHASE 1 This first Phase will be all about membership. Players can join or create a Guild, recruit for their Guilds, apply for Guilds, and view & sort member lists. That’s all the tools you will need to build your Guild and get it ready for brawling in Phase 2.

Brawlhalla

72,258 görüntüleme • 7 ay önce

What is it like to be a founding engineer at a startup, and how do you become one? Michelle Lim joined Warp as the founding engineer, and she's now a founder at Flint AI where she is hiring founding engineers. We talk through her journey and tactics helpful for anyone wanting to make an impact at a startup. Watch or listen: • YouTube: • Spotify: • Apple: Brought to you by: •⁠ Statsig ⁠ — ⁠ The unified platform for flags, analytics, experiments, and more. •⁠ Linear ⁠ — ⁠ The system for modern product development. I really liked how Michelle was realistic how, as a founding engineer, you have two jobs at once: #1: Software engineering. Build the stuff you need to do #2: Everything else to help the business succeed, including lots of things that are not to do with software engineering! Do all of these once you did job #1 well. In return, you get to learn a lot on how a business is built - which will help you if and when you become a founder yourself! Thanks for the great convo, Michelle, and keep it up!
0:58

What is it like to be a founding engineer at a startup, and how do you become one? Michelle Lim joined Warp as the founding engineer, and she's now a founder at Flint AI where she is hiring founding engineers. We talk through her journey and tactics helpful for anyone wanting to make an impact at a startup. Watch or listen: • YouTube: • Spotify: • Apple: Brought to you by: •⁠ Statsig ⁠ — ⁠ The unified platform for flags, analytics, experiments, and more. •⁠ Linear ⁠ — ⁠ The system for modern product development. I really liked how Michelle was realistic how, as a founding engineer, you have two jobs at once: #1: Software engineering. Build the stuff you need to do #2: Everything else to help the business succeed, including lots of things that are not to do with software engineering! Do all of these once you did job #1 well. In return, you get to learn a lot on how a business is built - which will help you if and when you become a founder yourself! Thanks for the great convo, Michelle, and keep it up!

Gergely Orosz

17,126 görüntüleme • 6 ay önce

If you're a team of AI-minded founders, we'd love to meet with you! Apply here: In September, we kick off Cohort 11 of our remote 10-week program to help you build the foundation for a venture-scale startup.
0:40

If you're a team of AI-minded founders, we'd love to meet with you! Apply here: In September, we kick off Cohort 11 of our remote 10-week program to help you build the foundation for a venture-scale startup.

Founder University

73,754 görüntüleme • 11 ay önce

Over the past few months at Dedalus Labs, we’ve noticed how many talented founders from around the world are being held back by one thing: location. There is no better place in the world to build an AI startup than San Francisco. SF is home to all the major AI labs, top talent, world-class investors, and it is where the future is being built every day. That’s why, this December, we’re giving builders everywhere a chance to break in. We are taking over and launching Break In—a month-long hacker house program in the heart of San Francisco. If you’re not from SF, and you’re building an AI startup, this is your chance to join us. Build your startup on top of Dedalus’ Agents SDK or MCP deployment infrastructure and we’ll cover your stay (housing, lunch, and co-working space). As a member of Break In, you’ll get access to all the best parts of SF. You’ll be introduced to top founders, mentors, and investors. You’ll get to skip the line at the biggest tech events. Plus, you’ll receive free API credits and expanded access to the best-in-class AI stack through our partner network of top AI infrastructure companies. Applications open October 27th and close November 10th. We will be accepting applications on a rolling basis. Final acceptances will go out November 14th to ensure international founders have enough time to secure visas. Ready to break in? Follow us on Twitter/X for more updates and visit the link in the comments to apply on October 27th!
2:39

Over the past few months at Dedalus Labs, we’ve noticed how many talented founders from around the world are being held back by one thing: location. There is no better place in the world to build an AI startup than San Francisco. SF is home to all the major AI labs, top talent, world-class investors, and it is where the future is being built every day. That’s why, this December, we’re giving builders everywhere a chance to break in. We are taking over and launching Break In—a month-long hacker house program in the heart of San Francisco. If you’re not from SF, and you’re building an AI startup, this is your chance to join us. Build your startup on top of Dedalus’ Agents SDK or MCP deployment infrastructure and we’ll cover your stay (housing, lunch, and co-working space). As a member of Break In, you’ll get access to all the best parts of SF. You’ll be introduced to top founders, mentors, and investors. You’ll get to skip the line at the biggest tech events. Plus, you’ll receive free API credits and expanded access to the best-in-class AI stack through our partner network of top AI infrastructure companies. Applications open October 27th and close November 10th. We will be accepting applications on a rolling basis. Final acceptances will go out November 14th to ensure international founders have enough time to secure visas. Ready to break in? Follow us on Twitter/X for more updates and visit the link in the comments to apply on October 27th!

Cathy Di

105,225 görüntüleme • 8 ay önce

The most expensive part of a startup isn't the code. It's finding out nobody wanted it. 💀 This is what Code Xero and Cluster Protocol are trying to change. 🔥 You can build a working dApp on Base in minutes, test it before you hiring anyone. All you need is your Idea and a prompt. Just watch a video. Got any questions or need help? I am open to conversations (Tags to the projects in first comment 👇🏼)
1:38

The most expensive part of a startup isn't the code. It's finding out nobody wanted it. 💀 This is what Code Xero and Cluster Protocol are trying to change. 🔥 You can build a working dApp on Base in minutes, test it before you hiring anyone. All you need is your Idea and a prompt. Just watch a video. Got any questions or need help? I am open to conversations (Tags to the projects in first comment 👇🏼)

Anastasiia

20,681 görüntüleme • 12 gün önce

“You don’t need to learn to code. Just build.” Replit’s CEO isn’t just talking to developers, he’s talking to you. 🫵 Whether you’re at a startup, a big company, or building solo, the age of waiting for engineers is over. If you’ve got an idea, AI just gave you permission to build it, faster, easier, and without writing a single line of code. ▶️ Full video:
1:26

“You don’t need to learn to code. Just build.” Replit’s CEO isn’t just talking to developers, he’s talking to you. 🫵 Whether you’re at a startup, a big company, or building solo, the age of waiting for engineers is over. If you’ve got an idea, AI just gave you permission to build it, faster, easier, and without writing a single line of code. ▶️ Full video:

FELIX

71,918 görüntüleme • 11 ay önce

✨ To inspire more people to go build something now that we have AI to help us (especially non-tech people, cause I still know so many who are scared of building something): I added a [ BUILD IT ] button to It's like a mini-Lovable/Replit/v0: Any idea you see you like, you can click [ BUILD IT ], and it will use Opus 4.6 to build a landing page for it And then you can download the code it generated It's not a full startup of course, but a nice preview of what it can be, to give you an idea and inspire you to build it out further The code is live streamed also so you can see it being built 😊 Ironically this itself took me 1 hour to build with AI too Completely free and I pay for the tokens (please don't abuse it :D)
0:55

✨ To inspire more people to go build something now that we have AI to help us (especially non-tech people, cause I still know so many who are scared of building something): I added a [ BUILD IT ] button to It's like a mini-Lovable/Replit/v0: Any idea you see you like, you can click [ BUILD IT ], and it will use Opus 4.6 to build a landing page for it And then you can download the code it generated It's not a full startup of course, but a nice preview of what it can be, to give you an idea and inspire you to build it out further The code is live streamed also so you can see it being built 😊 Ironically this itself took me 1 hour to build with AI too Completely free and I pay for the tokens (please don't abuse it :D)

@levelsio

276,441 görüntüleme • 2 ay önce

Renowned investor and philanthropist Mohnish Pabrai on the single worst reason to start a company: "When we embark on a startup, we should never do a startup to make money. It's the worst reason to start a company." It's a bold claim, especially in a world where valuations, funding rounds, and exit strategies dominate the startup conversation. So if money shouldn't be the goal, what should be? "The purpose of business is not to make money. The purpose of business is to deliver an incredible product or service to humanity." The distinction matters. Founders who chase profit first tend to optimise for the wrong things, while founders who chase genuine value creation tend to build something people actually want. And when you get that right, the financial reward takes care of itself: "If you do that, the money is a side effect. It'll happen. We don't need to focus on it." Mohnish Pabrai leaves aspiring founders with one essential question to ask themselves before starting anything: "Do we have a product or a service that we are thinking about that we could bring into this world that is going to improve the world in some way?" That's the filter. Not "can this make money?" but "can this make a difference?"
0:42

Renowned investor and philanthropist Mohnish Pabrai on the single worst reason to start a company: "When we embark on a startup, we should never do a startup to make money. It's the worst reason to start a company." It's a bold claim, especially in a world where valuations, funding rounds, and exit strategies dominate the startup conversation. So if money shouldn't be the goal, what should be? "The purpose of business is not to make money. The purpose of business is to deliver an incredible product or service to humanity." The distinction matters. Founders who chase profit first tend to optimise for the wrong things, while founders who chase genuine value creation tend to build something people actually want. And when you get that right, the financial reward takes care of itself: "If you do that, the money is a side effect. It'll happen. We don't need to focus on it." Mohnish Pabrai leaves aspiring founders with one essential question to ask themselves before starting anything: "Do we have a product or a service that we are thinking about that we could bring into this world that is going to improve the world in some way?" That's the filter. Not "can this make money?" but "can this make a difference?"

Big Brain Business

29,038 görüntüleme • 2 ay önce

Q: Should startups always raise as much money as possible? In the clip below, Marc Andreessen shares a framework that Benchmark co-founder Andy Rachleff taught him called "The Onion Theory of Risk". You can think of a day 1 startup as having every conceivable kind of risk: founding team risk, product risk, technical risk, market acceptance risk, revenue risk, cost of sales risk, viral growth risk, etc. A startup is basically just a long list of risks, and as Marc explains: "The way I think about running a startup is the way I think about raising money. It's a process of peeling away layers of risk as you go." You raise seed money to peel away the first two or three risks (e.g. founding team risk, product risk, initial launch risk). You raise the Series A round to peel away the next layer of risks (e.g. recruiting risk, customer risk, revenue risk, cost of sales risk) And so on. Basically, you're peeling away risk as you're achieving milestones. And as you achieve milestones, you're both: making progress on your business and justifying raising more capital. So in terms of fundraising, you should be calibrating the amount of money you're raising to the risks you need to pull out of your business for you to raise your next round. For example, if you're raising your Series A round, the best way to do that is to say to investors: "I raised a seed round then achieved ____ milestones and eliminated ____ risks. Now I'm going to raise $X for the Series A to achieve ____ milestones and eliminate ____ risks. This will get the company to ____ state for the Series B round. " This seems fairly obvious, but as Marc points out, it's a much more systematic way of going about things versus just raising as much money as possible, renting fancy offices, and hiring as many people as you can to grow as fast as you can. The more money you raise, the more you dilute your ownership stake in your business so it pays to be thoughtful. Raise the capital you will need to achieve the milestones and eliminate the risks required for your next financing round. It also probably makes sense to give yourself some margin as safety because things never go exactly as planned in startup land. Follow Startup Archive for more tactical startup advice!
2:21

Q: Should startups always raise as much money as possible? In the clip below, Marc Andreessen shares a framework that Benchmark co-founder Andy Rachleff taught him called "The Onion Theory of Risk". You can think of a day 1 startup as having every conceivable kind of risk: founding team risk, product risk, technical risk, market acceptance risk, revenue risk, cost of sales risk, viral growth risk, etc. A startup is basically just a long list of risks, and as Marc explains: "The way I think about running a startup is the way I think about raising money. It's a process of peeling away layers of risk as you go." You raise seed money to peel away the first two or three risks (e.g. founding team risk, product risk, initial launch risk). You raise the Series A round to peel away the next layer of risks (e.g. recruiting risk, customer risk, revenue risk, cost of sales risk) And so on. Basically, you're peeling away risk as you're achieving milestones. And as you achieve milestones, you're both: making progress on your business and justifying raising more capital. So in terms of fundraising, you should be calibrating the amount of money you're raising to the risks you need to pull out of your business for you to raise your next round. For example, if you're raising your Series A round, the best way to do that is to say to investors: "I raised a seed round then achieved ____ milestones and eliminated ____ risks. Now I'm going to raise $X for the Series A to achieve ____ milestones and eliminate ____ risks. This will get the company to ____ state for the Series B round. " This seems fairly obvious, but as Marc points out, it's a much more systematic way of going about things versus just raising as much money as possible, renting fancy offices, and hiring as many people as you can to grow as fast as you can. The more money you raise, the more you dilute your ownership stake in your business so it pays to be thoughtful. Raise the capital you will need to achieve the milestones and eliminate the risks required for your next financing round. It also probably makes sense to give yourself some margin as safety because things never go exactly as planned in startup land. Follow Startup Archive for more tactical startup advice!

Startup Archive

178,597 görüntüleme • 2 yıl önce

"Some of the biggest companies from the tech ecosystem in the last 25 years started with the consumer; Amazon, Google, Facebook, Apple. "Their first goal was to entice a user to engage. That's a magical place to build from because you can move at the speed of technology." - Kirsten Green (Founder & Managing Partner Forerunner) "The consumer will build with you. They will tell you they hate it. They will tell you they love it." "Why not start with the consumer? Think big, think ambitiously about the future, and the role you want to play as a founder and company builder."
1:33

"Some of the biggest companies from the tech ecosystem in the last 25 years started with the consumer; Amazon, Google, Facebook, Apple. "Their first goal was to entice a user to engage. That's a magical place to build from because you can move at the speed of technology." - Kirsten Green (Founder & Managing Partner Forerunner) "The consumer will build with you. They will tell you they hate it. They will tell you they love it." "Why not start with the consumer? Think big, think ambitiously about the future, and the role you want to play as a founder and company builder."

TBPN

18,752 görüntüleme • 11 ay önce

Beth Rigby, "You say that you won't compromise on the happiness of children, but you also know US big tech will hate this ban" "Are you concerned about how President Trump might react to this when you see him at the G7 and the consequences for the UK?" Keir Starmer, "This is about fighting for what we think is right" "I'm a fan of tech and AI, I think it has huge capabilities to change our world for the better, that's why I made a pro AI and tech speech at London Tech Week" "I do not accept that you can't be pro tech and AI and at the same time say we must protect our children" "The innovation is incredible in tech and AI. Don't tell me that's impossible for those innovators to devise a way to protect our children" "You can be pro AI and tech which I am, but also pro protecting our children which I am"
1:39

Beth Rigby, "You say that you won't compromise on the happiness of children, but you also know US big tech will hate this ban" "Are you concerned about how President Trump might react to this when you see him at the G7 and the consequences for the UK?" Keir Starmer, "This is about fighting for what we think is right" "I'm a fan of tech and AI, I think it has huge capabilities to change our world for the better, that's why I made a pro AI and tech speech at London Tech Week" "I do not accept that you can't be pro tech and AI and at the same time say we must protect our children" "The innovation is incredible in tech and AI. Don't tell me that's impossible for those innovators to devise a way to protect our children" "You can be pro AI and tech which I am, but also pro protecting our children which I am"

Farrukh

122,408 görüntüleme • 6 gün önce

The Onion Theory of Risk by Marc Andreessen: "I think the single biggest thing entrepreneurs are missing, both on fundraising and how they run their companies, is the relationship between risk and cash. The relationship between risk and raising cash, and then the relationship between risk and spending cash. So I've always been a fan of something that Andy Ratcliffe taught me years ago, which he called the onion theory of risk. Um, which basically is, you can think about a startup like on day one, um, as having every conceivable kind of risk, right? And you can basically just make a list of the risks. And so you've got, you know, founding team risk. You know, do the founders, are the founders gonna be able to work together? Do you have the right founders? You're gonna have product risk. You know, can you build a product? You'll have technical risk, right? Which is maybe you need a machine learning breakthrough or something to make it work. Are you gonna be able to do that? Um, you'll have, you know, launch risk. Will the launch go well? You'll have, you know, market acceptance risk. You'll have revenue risk. A big risk you get into in a lot of businesses that have a sales force is, can you actually sell the product for enough money to actually pay for the cost of sale? So you have the cost of sale risk. If you're a consumer product, you'll have a viral growth risk. Well, you get the thing of viral growth. And so, a startup at the very beginning is basically just this long list of risks. And then the way that I always think about running a startup is also the way I think about raising money, which is it's a process of peeling away layers of risk as you go. And so you raise seed money in order to peel away the first two or three risks. The founding team risk, the product risk, and maybe the initial launch risk. You raise the A round to peel away the next level of product risk. Maybe you peel away some recruiting risk because you get your full engineering team built. Maybe you peel away some customer risk because you get your first five beta customers. And so basically the way to think about it is you're peeling away risk as you go. You're peeling away risk by achieving milestones. And then as you achieve milestones, you're both making progress in your business, and you're justifying raising more capital. And so you come in, and you pitch somebody like us, and you say you're raising a B round. The best way to do that with us is you say, okay, I raised a seed round, I achieved these milestones, I eliminated these risks. I raised the A round, I achieved these milestones, and I eliminated these risks. Now I'm gonna raise a B round. Here are my milestones, here are my risks. And then by the time I go to raise a seed round, here's the state that I'll be in. And then you calibrate the amount of money that you raise to spend to the risks that you're pulling out of the business. And I go through all this, in a sense this sounds kind of obvious, but I go through all this because it's a systematic way to think about how the money gets raised and deployed. As compared to so much of what's happening, especially these days, which is just, my God, let me go raise as much money as I can. Let me go build the fancy offices, let me go hire as many people as I can, and just kind of hope for the best."
2:21

The Onion Theory of Risk by Marc Andreessen: "I think the single biggest thing entrepreneurs are missing, both on fundraising and how they run their companies, is the relationship between risk and cash. The relationship between risk and raising cash, and then the relationship between risk and spending cash. So I've always been a fan of something that Andy Ratcliffe taught me years ago, which he called the onion theory of risk. Um, which basically is, you can think about a startup like on day one, um, as having every conceivable kind of risk, right? And you can basically just make a list of the risks. And so you've got, you know, founding team risk. You know, do the founders, are the founders gonna be able to work together? Do you have the right founders? You're gonna have product risk. You know, can you build a product? You'll have technical risk, right? Which is maybe you need a machine learning breakthrough or something to make it work. Are you gonna be able to do that? Um, you'll have, you know, launch risk. Will the launch go well? You'll have, you know, market acceptance risk. You'll have revenue risk. A big risk you get into in a lot of businesses that have a sales force is, can you actually sell the product for enough money to actually pay for the cost of sale? So you have the cost of sale risk. If you're a consumer product, you'll have a viral growth risk. Well, you get the thing of viral growth. And so, a startup at the very beginning is basically just this long list of risks. And then the way that I always think about running a startup is also the way I think about raising money, which is it's a process of peeling away layers of risk as you go. And so you raise seed money in order to peel away the first two or three risks. The founding team risk, the product risk, and maybe the initial launch risk. You raise the A round to peel away the next level of product risk. Maybe you peel away some recruiting risk because you get your full engineering team built. Maybe you peel away some customer risk because you get your first five beta customers. And so basically the way to think about it is you're peeling away risk as you go. You're peeling away risk by achieving milestones. And then as you achieve milestones, you're both making progress in your business, and you're justifying raising more capital. And so you come in, and you pitch somebody like us, and you say you're raising a B round. The best way to do that with us is you say, okay, I raised a seed round, I achieved these milestones, I eliminated these risks. I raised the A round, I achieved these milestones, and I eliminated these risks. Now I'm gonna raise a B round. Here are my milestones, here are my risks. And then by the time I go to raise a seed round, here's the state that I'll be in. And then you calibrate the amount of money that you raise to spend to the risks that you're pulling out of the business. And I go through all this, in a sense this sounds kind of obvious, but I go through all this because it's a systematic way to think about how the money gets raised and deployed. As compared to so much of what's happening, especially these days, which is just, my God, let me go raise as much money as I can. Let me go build the fancy offices, let me go hire as many people as I can, and just kind of hope for the best."

Founder Mode

106,823 görüntüleme • 5 ay önce

Introducing A tool that allows you compute anything. Think of how programming languages work. You are not restricted to a certain type of program rather you are given the building blocks to build whatever you want. That's the goal for A turing-complete math platform that gives you the building blocks to calculate, experiment and build deep computational flows. This is the first of many demos. Try it out and join me on this journey as I build the best math and computation platform.
4:13

Introducing A tool that allows you compute anything. Think of how programming languages work. You are not restricted to a certain type of program rather you are given the building blocks to build whatever you want. That's the goal for A turing-complete math platform that gives you the building blocks to calculate, experiment and build deep computational flows. This is the first of many demos. Try it out and join me on this journey as I build the best math and computation platform.

Godspower Eze

19,346 görüntüleme • 2 ay önce

Curious about design systems but don't know where to start? Whether you're about to build your first design system or just curious about them, our new 4- part course, "Introduction to Design Systems," will provide guidance, real-world applications, and tools to help you make the most informed decisions. - Understand what a design system is - Discover what goes into a design system and explore foundational concepts - Learn which Figma features help manage design systems - Explore the importance of documentation and how to maintain, improve, and advocate for your design system. Learn more:
0:59

Curious about design systems but don't know where to start? Whether you're about to build your first design system or just curious about them, our new 4- part course, "Introduction to Design Systems," will provide guidance, real-world applications, and tools to help you make the most informed decisions. - Understand what a design system is - Discover what goes into a design system and explore foundational concepts - Learn which Figma features help manage design systems - Explore the importance of documentation and how to maintain, improve, and advocate for your design system. Learn more:

Figma

550,976 görüntüleme • 3 yıl önce

As a founder, you want to move fast. But starting with AI can feel overwhelming: ❓ Where do I start? 💰 How much will it cost? 🧠 Who can help when I get stuck? We’ve got you. The Google for Startups Gemini Kit has everything you need to build the next big thing—all in one place. 👉
1:15

As a founder, you want to move fast. But starting with AI can feel overwhelming: ❓ Where do I start? 💰 How much will it cost? 🧠 Who can help when I get stuck? We’ve got you. The Google for Startups Gemini Kit has everything you need to build the next big thing—all in one place. 👉

Google for Startups

92,580 görüntüleme • 1 yıl önce

Q: How do you build a great company? In the clip below, Sam Altman walks through 9 things he has seen the best founders do: #1 Get to know your users really well “The best founders do customer support themselves. They go visit their users—in the case of Airbnb they go live with them. You want to get to know your users really really well.” #2 Have a short cycle time & understand compound growth “The cycle here is basically: talk to customer to understand pain point → build product to address that → get product in front of user → see what they do → repeat cycle. This cycle is how you iterate and improve. The law of compound growth being what it is: if you can get 2% better every iteration cycle, your iteration cycle is every four hours rather than every four weeks, and you compound that over the course of a few years, you’ll be in a very very different place. Make it one of your top goals to build one of the fastest iterating companies the world has ever seen.” #3 Make a long-term commitment “Most companies have a 2-3 year time horizon. But companies are almost always a 10 year project if they work. If you think about it that way from the very beginning, you will make very different and much better decisions. I think this is the only arbitrage opportunity left in the market. Almost no one makes a fairly long-term commitment to a new project. But if you do that, you will think in a different way, you will hire different people, and it will work very well.” #4 Stay lean until everything is working really well “In the early days, when you’re experimenting and zig zagging, you’re like a fast little speed boat and want to be able to turn the whole company on a dime. You can’t do that if you’re a big company—cash burn aside, which is another problem. The flexibility of the company basically decreases with the square of the number of employees, so you want to stay really small until you’re sure things are working. Once things are working, then you can get really big.” #5 Resist the urge to hire; especially resist the urge to hire mediocre people “Vinod Khosla has a saying that I love: ‘the team you build is the company you build.’ This is really true and I never appreciated how true this was for a long time. If you build a team of great people and you have a product that people love, you’ll have a 90%+ chance of success. Those are both really hard to do, and they’re independent variables. But don’t ignore the team component. The best CEOs I know spend huge amounts of their time recruiting and retaining good talent.” #6 Relentless execution “You have to keep going, and do things perfectly, and get all of the details right. You have to care too much about every experience that a customer has with your company.” #7 Startups are about not giving up “One of the very best companies in the last YC batch applied 7 times before they got in. This is just a version of what happens in startups all of the time: you get beat down, again, and again, and again. And that last time when you get pushed down and don’t think you have enough energy to get back up—that’s the time it actually works. This is what you sign up for if you’re going to start a startup.” #8 Fiduciary duty to take care of yourself “This is a 10-year marathon and you have a fiduciary duty to your shareholders to take care of yourself. Some people treat startups like an all-nighter: they don’t take care of their health, they don’t sleep, they don’t maintain their personal relationships. It is true that startups are a bad choice for work-life balance. But you have a duty to yourself, your team, and your investors to take care of yourself.” #9 Clear mission “You don’t have to figure this out on Day 1, but all of the most successful startups I’ve been fortunate enough to be a part of pretty quickly—in the first one to two years—figure out a really important mission. It’s this mission that gets people to join them. It drives the founders. It gets the media to write about them. And even if you start off building a project that’s just interesting to you and solves a problem in your life—which is how you should start—remember that you should have a clear mission at some point… That is what will convince people to come help you, and that is how you will build this idea into a huge company with a ton of people that really love your product.” Follow Startup Archive for more tactical startup advice!
5:28

Q: How do you build a great company? In the clip below, Sam Altman walks through 9 things he has seen the best founders do: #1 Get to know your users really well “The best founders do customer support themselves. They go visit their users—in the case of Airbnb they go live with them. You want to get to know your users really really well.” #2 Have a short cycle time & understand compound growth “The cycle here is basically: talk to customer to understand pain point → build product to address that → get product in front of user → see what they do → repeat cycle. This cycle is how you iterate and improve. The law of compound growth being what it is: if you can get 2% better every iteration cycle, your iteration cycle is every four hours rather than every four weeks, and you compound that over the course of a few years, you’ll be in a very very different place. Make it one of your top goals to build one of the fastest iterating companies the world has ever seen.” #3 Make a long-term commitment “Most companies have a 2-3 year time horizon. But companies are almost always a 10 year project if they work. If you think about it that way from the very beginning, you will make very different and much better decisions. I think this is the only arbitrage opportunity left in the market. Almost no one makes a fairly long-term commitment to a new project. But if you do that, you will think in a different way, you will hire different people, and it will work very well.” #4 Stay lean until everything is working really well “In the early days, when you’re experimenting and zig zagging, you’re like a fast little speed boat and want to be able to turn the whole company on a dime. You can’t do that if you’re a big company—cash burn aside, which is another problem. The flexibility of the company basically decreases with the square of the number of employees, so you want to stay really small until you’re sure things are working. Once things are working, then you can get really big.” #5 Resist the urge to hire; especially resist the urge to hire mediocre people “Vinod Khosla has a saying that I love: ‘the team you build is the company you build.’ This is really true and I never appreciated how true this was for a long time. If you build a team of great people and you have a product that people love, you’ll have a 90%+ chance of success. Those are both really hard to do, and they’re independent variables. But don’t ignore the team component. The best CEOs I know spend huge amounts of their time recruiting and retaining good talent.” #6 Relentless execution “You have to keep going, and do things perfectly, and get all of the details right. You have to care too much about every experience that a customer has with your company.” #7 Startups are about not giving up “One of the very best companies in the last YC batch applied 7 times before they got in. This is just a version of what happens in startups all of the time: you get beat down, again, and again, and again. And that last time when you get pushed down and don’t think you have enough energy to get back up—that’s the time it actually works. This is what you sign up for if you’re going to start a startup.” #8 Fiduciary duty to take care of yourself “This is a 10-year marathon and you have a fiduciary duty to your shareholders to take care of yourself. Some people treat startups like an all-nighter: they don’t take care of their health, they don’t sleep, they don’t maintain their personal relationships. It is true that startups are a bad choice for work-life balance. But you have a duty to yourself, your team, and your investors to take care of yourself.” #9 Clear mission “You don’t have to figure this out on Day 1, but all of the most successful startups I’ve been fortunate enough to be a part of pretty quickly—in the first one to two years—figure out a really important mission. It’s this mission that gets people to join them. It drives the founders. It gets the media to write about them. And even if you start off building a project that’s just interesting to you and solves a problem in your life—which is how you should start—remember that you should have a clear mission at some point… That is what will convince people to come help you, and that is how you will build this idea into a huge company with a ton of people that really love your product.” Follow Startup Archive for more tactical startup advice!

Startup Archive

407,628 görüntüleme • 2 yıl önce

Q: Should startups always raise as much money as possible? In the clip below, Marc Andreessen shares a framework that Benchmark co-founder Andy Rachleff taught him called "The Onion Theory of Risk". You can think of a day 1 startup as having every conceivable kind of risk: founding team risk, product risk, technical risk, market acceptance risk, revenue risk, cost of sales risk, viral growth risk, etc. A startup is basically just a long list of risks, and as Marc explains: "The way I think about running a startup is the way I think about raising money. It's a process of peeling away layers of risk as you go." You raise seed money to peel away the first two or three risks (e.g. founding team risk, product risk, initial launch risk). You raise the Series A round to peel away the next layer of risks (e.g. recruiting risk, customer risk, revenue risk, cost of sales risk) And so on. Basically, you're peeling away risk as you're achieving milestones. And as you achieve milestones, you're both: making progress on your business and justifying raising more capital. So in terms of fundraising, you should be calibrating the amount money you're raising to the risks you need to pull out of your business for you to raise your next round. For example, if you're raising your Series A round, the best way to do that is to say to investors: "I raised a seed round then achieved ____ milestones and eliminated ____ risks. Now I'm going to raise $X for the Series A to achieve ____ milestones and eliminate ____ risks. This will get the company to ____ state for the Series B round. " This seems fairly obvious, but as Marc points out, it's a much more systematic way of going about things versus just raising as much money as possible, renting fancy offices, and hiring as many people as you can to grow as fast as you can. The more money you raise, the more you dilute your ownership stake in your business so it pays to be thoughtful. Raise the capital you will need to achieve the milestones and eliminate the risks required for your next financing round. It also probably makes sense to give yourself some margin as safety because things never go exactly as planned in startup land.
2:21

Q: Should startups always raise as much money as possible? In the clip below, Marc Andreessen shares a framework that Benchmark co-founder Andy Rachleff taught him called "The Onion Theory of Risk". You can think of a day 1 startup as having every conceivable kind of risk: founding team risk, product risk, technical risk, market acceptance risk, revenue risk, cost of sales risk, viral growth risk, etc. A startup is basically just a long list of risks, and as Marc explains: "The way I think about running a startup is the way I think about raising money. It's a process of peeling away layers of risk as you go." You raise seed money to peel away the first two or three risks (e.g. founding team risk, product risk, initial launch risk). You raise the Series A round to peel away the next layer of risks (e.g. recruiting risk, customer risk, revenue risk, cost of sales risk) And so on. Basically, you're peeling away risk as you're achieving milestones. And as you achieve milestones, you're both: making progress on your business and justifying raising more capital. So in terms of fundraising, you should be calibrating the amount money you're raising to the risks you need to pull out of your business for you to raise your next round. For example, if you're raising your Series A round, the best way to do that is to say to investors: "I raised a seed round then achieved ____ milestones and eliminated ____ risks. Now I'm going to raise $X for the Series A to achieve ____ milestones and eliminate ____ risks. This will get the company to ____ state for the Series B round. " This seems fairly obvious, but as Marc points out, it's a much more systematic way of going about things versus just raising as much money as possible, renting fancy offices, and hiring as many people as you can to grow as fast as you can. The more money you raise, the more you dilute your ownership stake in your business so it pays to be thoughtful. Raise the capital you will need to achieve the milestones and eliminate the risks required for your next financing round. It also probably makes sense to give yourself some margin as safety because things never go exactly as planned in startup land.

Michael McGuiness

735,589 görüntüleme • 2 yıl önce

📢 Announcing #Founders - Ireland’s first talent accelerator We’re bringing together the most talented engineers, domain experts and commercial minds to 🤝Find a co-founder 🚀Build the next generation of tech startups 💸Pitch for €100K investment Apply:
1:41

📢 Announcing #Founders - Ireland’s first talent accelerator We’re bringing together the most talented engineers, domain experts and commercial minds to 🤝Find a co-founder 🚀Build the next generation of tech startups 💸Pitch for €100K investment Apply:

Dogpatch Labs

65,320 görüntüleme • 3 yıl önce