Don't let a lack of big company names on your resume get you down, but also, don't let it feed a Silicon Valley ego. Oftentimes, the best candidates come from startups or smaller companies. It shows they are open to risk and can keep up with the long hours and occasional harsh demands.
I hear so many startups talking about how they can raise VC instead of questioning whether they need it in the first place.
For a lot of people, one of the reasons they don't like to work for founders of startups is that they can be sensitive and protective around what they've built. You have an emotional attachment to the early marketing and technology materials, and you don't want to hear that anything's wrong with them.
I am a partner at CrunchFund, a venture capital firm with investments in many startups around the world. I am also a limited partner in many other venture funds which have their own startup investments.
Venture capitalists Justin Caldbeck of Binary Capital, Steve Jurvetson of DFJ, and Dave McClure of 500 Startups all left their firms following accusations of misconduct.
I would describe Hyperledger as a tremendous opportunity for collaboration for firms that range from gigantic commercial concerns all the way to the smallest, newest startups. It's a community of great intellectual depth and great commercial breadth, and as such, I think the opportunity to be part of that is a unique and enriching experience.
There are so many startups out there raising money. I don't think this is a bad thing. It's a good thing. Entrepreneurship is in vogue. Innovators are innovating. Makers are making.
Very ambitious startups often take a long time to work - or sometimes they take a very long time to look ambitious.
I think 'Settlers of Catan' is such a well-designed board game - it's the board game of entrepreneurship - that I made a knockoff called 'Startups of Silicon Valley.' It's literally - it's the same rules but just a different skin set to it.
Without disruptions, startups can't survive.
Seed stage is an investment area that is really important for early stage startups. It feels like there is a need for trusted, experienced people to work with and to guide startups at this level.
Every year, thousands of startups are founded - not only in technology, but increasingly also in health care, education, and energy.
Startups need to focus on building a foundation for their company culture early, and then they need to revisit it often. Every time a hire is made, a feature is launched, a Facebook status is updated, a press interview is given, a round of financing is raised, or a meeting is held, culture should be part of the decision-making process.
You want people who choose to follow because they genuinely believe in ideas, not because they're afraid to be punished if they don't. For startups, there's so much pivoting that's required that if you have a bunch of sheep, you're in bad shape.
Access to capital is important for all firms, but it's particularly vital for startups and young firms, which often lack a sufficient stream of earnings to increase employment and internally finance capital spending.
Not many venture firms have people whose job is to read academic research - on startups, ventures, and entrepreneurs - and gather knowledge from that.
Big companies such as Google and Facebook buy startups at ridiculously high prices - not for their products, but for their people.
As with early internet startups, some token models don't make sense. For every 1 huge hit, there will be 3 minor successes and 100 failures, so we shouldn't be surprised when some fail.
By definition, startups are not constrained by the limits of established company culture. And so they push boundaries and develop new technologies and ways of doing things.
The Italy of my children will be at head of Europe, economically. Because Italy has all the conditions to be the country of the startups, the country of artisans and quality, and the country of the big companies.
I worry about whether SBA programs are still doing what they are meant to do - support lenders who fund good business startups and good expansion plans.
Startups, in some sense, have gotten so easy to start that we are confusing two things. And what we are confusing, often, is, 'How far can you get in your first day of travel?' with, 'How long it is going to take to get up to the top of the mountain?'
My attitude is there are at least hundreds of interesting startups that are going to get going in every year.
We are already seeing the creation of a new kind of network based on friendships: Startups, which are often founded by friends, are the beginning of something that could reshape social relations.
I love working with really early stage startups where the outcome is still in doubt. Maybe they'll go on to greatness, or maybe they'll never get off the runway at all.
Every company, regardless of size, is competing for the same pool of talent, which is why top recruiters can even command equity for finding key hires. Internships give startups a chance to hire the best and brightest from our universities at a fraction of the cost that these same minds will command when they receive their degrees.
One of the cool things we're seeing at TaskRabbit is local tech and gaming startups hiring TaskRabbits to test their products and deliver immediate user feedback. As the founder of a tech startup, I can tell you that this type of focus group testing is paramount - and usually really pricey and difficult to coordinate.
Because most startups are lean and scrappy organizations consisting of a limited number of people and supported by an even smaller number of resources, startups cannot afford to have any slackers on board. When you fail, you cause an 'epic failure,' and when you win, everyone in the company knows about it.
Use photos and videos often. The best startups post lots of imagery and videos. The worst ones? Text only.
You can fake a lot in a startup these days, what with Amazon Web Services and all sorts of off-the-shelf back-end components that let any even minimally competent duffer set up a Web app that does something. Intelligent planning for growth is rare among early startups, but it's the name of the game at a large, rapidly scaling tech company.
Startups are often very undercapitalised, but I found that to be very beneficial because it forces you not to throw money at problems. Instead, you learn all the nuts and bolts of what you're doing and become an expert.
I'm supporting the School for Creative Startups because the project's ambition - to boost innovation and the culture of entrepreneurship - is something I feel strongly about.
Everyone is on Facebook. It is very rare that I can't find a startup. Out of the 72 Y Combinator startups, almost all of them were on Facebook.
We are seeing a new wave of young biologists that are attacking old problems with new tools and fresh ideas, leading to new types of bio startups and creating a much-needed engine to drive Silicon Valley into the next century.
Word-of-mouth marketing is a crucial component of organic growth for startups and one of the primary ways that Weebly has grown to over 15 million customers.
Overhead will eat you alive if not constantly viewed as a parasite to be exterminated. Never mind the bleating of those you employ. Hold out until mutiny is imminent before employing even a single additional member of staff. More startups are wrecked by overstaffing than by any other cause, bar failure to monitor cash flow.