The journey, from getting a new client to setting up your first office to getting the “big” client, is intense and filled with unmatchable highs. The lows, well, while not forgotten, are not dwelled upon.
Offering silver-bullet prescriptions that are blindly lifted from the playbook of countries like Singapore is a wasted opportunity and a pointless exercise akin to jerking off in the dark and convincing yourself that you have scored!
To handle such challenges, it’s critical to measure, and to do systematic root cause analysis on your successes and failures. Like in programming, it’s a good idea to execute smaller and manageable pieces first, and then build complexity incrementally on top of that.
Our discussions with them were progressing at a rapid pace when they asked, “Why are you moving so fast on this deal?” I think it is one of the smartest queries relating to a VC’s evaluation process– entrepreneurs should ask questions not only when a VC is moving too slow but also when they are moving too fast!
A successful startup does not necessarily scale well. A successful high scale organization does not necessarily stay successful forever. The choice of employees you have made at each stage probably has a very high degree of contribution on the continued success.
A great entrepreneur understands the revenue drivers and cost structures of the business deeply and think though what will it take to achieve a sustainable and profitable market leadership in the segment it is operating in.
But nineteen billion? Just not quite adding up in the context of the planet we live on.
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