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    <title>Bryan Starbuck</title>
    
    
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    <id>tag:typepad.com,2003:weblog-509159</id>
    <updated>2012-01-30T20:29:17-08:00</updated>
    
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        <title>Startup Interim CFOs in Seattle</title>
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        <id>tag:typepad.com,2003:post-6a00d8345182e669e20163006dd743970d</id>
        <published>2012-01-30T20:29:17-08:00</published>
        <updated>2012-04-05T19:17:18-07:00</updated>
        <summary>This blog post was co-authored by Bryan Starbuck and Janis Machala. Recently Bryan did a search on Seattle Interim or Contracting CFOs across who specialize in working with startups. Below are the set of CFOs where we filtered through to...</summary>
        <author>
            <name>Bryan Starbuck</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Startups" />
        
        
<content type="xhtml" xml:lang="en-US" xml:base="http://bryanstarbuck.typepad.com/bryan_starbuck/">
<div xmlns="http://www.w3.org/1999/xhtml"><p>This blog post was co-authored by Bryan Starbuck and Janis Machala.</p>
<p>Recently Bryan did a search on Seattle Interim or Contracting CFOs across who specialize in working with startups.   Below are the set of CFOs where we filtered through to final discussions and reviewed them in-depth.  These are CFOs where we’ve heard great things about them from various people who have worked with them.</p>
<p><img alt="" src="http://i76.photobucket.com/albums/j33/BryanStarbuck/7a521ade.png" /></p>
<p>The above list was the "short list" for the final stage of Bryan's consideration for his open position.  Due to time constraints, Bryan didn't interview CFOs from many of the firms in Seattle.  There are many more excellent CFOs and great firms that are used by Seattle startups, such as Atlas Accelerator, CFO Selections, CFO2GO, vCFO, Tatum and many more. This blog was not intended to be a compendium of all resources but feedback from the in-depth interviews and experiences we have had with a subset of the pool.</p>
<p> </p>
<p><span style="text-decoration: underline;"><strong>Pricing:</strong></span></p>
<p>The rates vary from $140/hour to $185/hour, with a few exceptional people at $125/hour or greater than $185/hr.  Many prefer retainers in order to not have to count hours or to encourage overly minimizing hours.  </p>
<p>There is a challenge for startups that are really early stage.  They may have raised less than $50-100k in external funding and want to work on financial projections for fundraising.  The challenge can be if a CFO wants a minimum retainer of $3k/month to make it worth their while for just a minimal number of hours per month, but then that ends up being equal to 70% of the salary of a $50K/year full-time employee.  The impact on the startup is that they almost increasing their expense rate by a full head-count for even the minimal number of hours for a CFO.</p>
<p> </p>
<p><strong><span style="text-decoration: underline;">Finance Department:</span></strong></p>
<p>Bryan is a fan of having one strong general person to act as a "one person finance department" handling everything from bookkeeping up through controller level work for $50/hour to $65/hour.  The CFO can still be required periodically to augment the process for reviewing senior level work or for more sophisticated financial modeling and capitalization scenario development.</p>
<p>Many financial firms spread the work across 3 or 4 people: bookkeeper, accountant, controller, and VP of Finance.   Bryan feels that this can be a  challenge because when you need to make decisions, the knowledge is in pieces in different people's heads and you need to get them all together in order to get decisions made.   This requires paying hourly rates for several people for an hour meeting.  The meeting can then be inefficient while the finance people ask each other questions to get the full set of facts during decision making.  </p>
<p>It is hard to find someone for $65/hour that can do the controller level work on down, but they can be found with enough searching.   For early stage startups, they may only need 5 to 10 hours per month to complete all of the accounting.  In those cases, Bryan finds paying $65/hour and having one person with all of the information and only needing one person in meetings can be useful.  It does not seem optimal to get a bookkeeper for $25 to 50/hour (and others for other rates) as worth the cost savings when the startup only needs them 5 to 10 hours per month. As your complexity increases, you’re venture funded, start having customers you may find the span of a bookkeeper, controller, CFO makes sense.</p>
<p> </p>
<p>Janis is a fan of hiring an Office Manager who can do a broad range of duties. Have the Interim CFO or Controller develop the chart of accounts and assemble a schedule for what government (state and federal) forms need to be filed by when and then train the office manager on simple bookkeeping with QuickBooks or find an office manager with prior bookkeeping experience. By having one person dedicated to broad office duties they can be the glue between the Interim CFO and the executive team members. There’s so much to be gained by having administrative help (a person to run errands, go to bank/Coscto/post office, ensure office supplies and vendor management occurs regularly, scheduling meetings with outsiders/insiders, coordinate travel, competitive research, employee morale, etc.). Then the CFO is monitoring cashflow, developing monthly dashboard/metrics, prepping materials for board meetings, negotiating with banks and investors. One gets a lot of mileage out of a can do junior level person and a seasoned part-time war horse who’s seen it all. Oh, outsource payroll…not worth the headaches associated with all the government reporting!</p>
<p> </p>
<p>My new startup is <a href="http://www.Empower.me" target="_self">Empower.me</a>.  (<a href="http://www.Empower.me" target="_self" title="http://www.Empower.me">http://www.Empower.me</a>).  </p></div>
</content>



    <feedburner:origLink>http://bryanstarbuck.typepad.com/bryan_starbuck/2012/01/startup-interim-cfos-in-seattle.html</feedburner:origLink></entry>
    <entry>
        <title>Sprint charges $500/month EXTRA fee for going over 5 GB, when I have a UNLIMITED MiFi plan</title>
        <link rel="alternate" type="text/html" href="http://feedproxy.google.com/~r/BryanStarbuck/~3/U_BB4LXtUUw/sprint-charges-500month-extra-fee-for-going-over-5-gb-when-i-have-a-unlimited-mifi-plan.html" />
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        <id>tag:typepad.com,2003:post-6a00d8345182e669e20154390aaa9f970c</id>
        <published>2011-12-27T15:41:23-08:00</published>
        <updated>2011-12-27T15:41:23-08:00</updated>
        <summary>ATTENTION Sprint MiFi users. Sprint charges me $59/month for UNLIMITED MiFi. They just added $500 EXTRA this month for the amount of traffic I used. I signed up one month, and the next month they turn my UNLIMITED plan into...</summary>
        <author>
            <name>Bryan Starbuck</name>
        </author>
        
        
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<div xmlns="http://www.w3.org/1999/xhtml"><p><strong>ATTENTION Sprint MiFi users.</strong></p>
<p>Sprint charges me $59/month for UNLIMITED MiFi.  They just added $500 EXTRA this month for the amount of traffic I used.   I signed up one month, and the next month they turn my UNLIMITED plan into 5 GB /month, then charge me $500/month for going over 5 GB/month.  Then they say I can't cancel or they will charge me a $180 cancelation fee.  <br /><br />That is the ultimate bait and switch -- especially since running dropbox.com means it will immediately go over 5 GB (so the product is 100% unusable).<br /><br />After being on the phone and ~5 escalations, they finally cancelled the $500 month fee and let me cancel the contract without paying the $180 cancelation fee.  I'm glad I didn't need to look into a class action law suite.  I'm glad Sprint did the right thing at the end of the day.</p></div>
</content>



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    <entry>
        <title>Creating a Startup and being a First Time CEO</title>
        <link rel="alternate" type="text/html" href="http://feedproxy.google.com/~r/BryanStarbuck/~3/ShFe_xgZt2w/creating-a-startup-and-being-a-first-time-ceo.html" />
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        <id>tag:typepad.com,2003:post-6a00d8345182e669e2015438a74e58970c</id>
        <published>2011-12-21T15:46:39-08:00</published>
        <updated>2011-12-21T15:46:39-08:00</updated>
        <summary>I gave this talk at the Eastside Incubator in Washington state. The incubator is across the street from Microsoft and has a lot of Microsoft people looking into joining a startup. The talk is also focused on big companies employees...</summary>
        <author>
            <name>Bryan Starbuck</name>
        </author>
        
        
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<div xmlns="http://www.w3.org/1999/xhtml"><p>I gave this talk at the Eastside Incubator in Washington state.  The incubator is across the street from Microsoft and has a lot of Microsoft people looking into joining a startup.</p>
<p>The talk is also focused on big companies employees to learn startup techniques to bring back into their work in a big company.</p>
<p>The founder that turns into the CEO needs to grow their skills quickly.  When they raise capital and have a board of directors, if they aren't at or ahead of where they need to be, they will be replaced.</p>
<p>This talk is for creating companies, being the CEO and growing the skills in that area.  This specifically talks about the startup's first two years.</p>
<p> </p>
<p>Here are the slides:</p>
<div id="__ss_10520809" style="width: 425px;"><strong style="display: block; margin: 12px 0 4px;"><a href="http://www.slideshare.net/BryanStarbuck/creating-your-first-startup-for-bigco-employees-10520809" target="_blank" title="Creating your First Startup: For BigCo employees">Creating your First Startup: For BigCo employees</a></strong> <iframe frameborder="0" height="355" marginheight="0" marginwidth="0" scrolling="no" src="http://www.slideshare.net/slideshow/embed_code/10520809" width="425" />
<div style="padding: 5px 0 12px;">View more presentations from <a href="http://www.slideshare.net/BryanStarbuck" target="_blank">Bryan Starbuck</a></div>
</div>
<p><br /><br /></p>
<p>Here is the video</p>
<p><iframe frameborder="0" height="315" src="http://www.youtube.com/embed/rB1cLX643_8?rel=0&amp;hd=1" width="560" /> <br /> <br /></p>
<p> </p>
<p> </p></div>
</content>



    <feedburner:origLink>http://bryanstarbuck.typepad.com/bryan_starbuck/2011/12/creating-a-startup-and-being-a-first-time-ceo.html</feedburner:origLink></entry>
    <entry>
        <title>Startups needing to Hire employees (Getting positions filled with TOP Talent)</title>
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        <id>tag:typepad.com,2003:post-6a00d8345182e669e20148c824c962970c</id>
        <published>2011-01-29T16:22:20-08:00</published>
        <updated>2012-02-16T10:07:15-08:00</updated>
        <summary>With my background in startups and recruiting, I'm always asked about how to hire for early stage startups (three people asked last week). This blog post is for startups with 1 to 10 employees that don't have enough funding to...</summary>
        <author>
            <name>Bryan Starbuck</name>
        </author>
        
        
<content type="xhtml" xml:lang="en-US" xml:base="http://bryanstarbuck.typepad.com/bryan_starbuck/">
<div xmlns="http://www.w3.org/1999/xhtml"><p>With my background in startups and recruiting, I'm always asked about how to hire for early stage startups (three people asked last week).   This blog post is for startups with 1 to 10 employees that don't have enough funding to hire a recruiter as an employee.    The goal is for startups to hire high quality talent without letting the position remain open for an extended period of time.</p>
<p> </p>
<p>I created TalentSpring.com because of how hard it was to hire top Talent at Microsoft.  4 years later and after the acquisition, I'm still a big believer that the <a href="http://talenttech.com/products/suite/search_external/index.htm" target="_self">TalentSpring search model</a> is the best way to get top talent resumes in minutes.  I'll include all techniques that tiny startups use to show the full range of techniques.</p>
<p><strong>NOTE:</strong> Hiring brilliant talent is fundamentally hard.  Without a tool like TalentSpring, it will require around 10 to 40 hours of labor -- if you want to guarantee the position will fill in 1 to 3 months and with quality candidates.  It can take less time if an additional 6 month lag is okay for your business.</p>
<p> </p>
<h2><strong>Techniques:</strong></h2>
<p><strong>#1: TalentSpring:</strong> The best way with the least hours of work is TalentSpring.  However, the market we focus most on are agency recruiters or companies that have a recruiter or team or recruiters inside of their company.  The details are <a href="http://talenttech.com/products/suite/search_external/index.htm" target="_self">here</a>.</p>
<p><strong>#2: Track people who Applied:</strong> I recommend startup companies use an "Applicant Tracking System" in order to take notes and track as they reject or progress candidates.  They will generate new resumes because they will drive free organic traffic from SimpleHired.com, Indeed.com and other sources.  My company (Talent Technology) sells HireDesk as an ATS.  There are a wide range of great ATSes from free ATSes (JobScore.com) to bigger and more sophisticated ATSes (Taleo, VirtualEdge, Oracle, and <a href="http://blogs.jobdig.com/theatsguy/2008/11/04/applicant-tracking/" target="_self">more</a>).  Since price isn't a problem, there is no reason not to have one to save time tracking which resumes you rejected and which are progressing.   Opening positions in the ATS will get them advertised for free so open those job postings SOONER rather than LATER.  The traffic from SimplyHired/Indeed you will receive for free will deliver "n" resumes per month per job posting, so keep job openings open over time to get resumes for free and in quantity to help hiring later.   Also, use the URL to your ATS job posting (with Apply button) when you post it everywhere (Job postings, tweets, etc.) because it will funnel people to apply directly into your ATS so you never have to upload their resume or enter them in your ATS.  </p>
<p><strong>#3: CraigsList Job Postings:</strong> The fact that CraigList charges between $25 to $75 per job posting makes it much cheaper than most other job postings.  The quality is often lower at CraigsList, however the right candidates periodically come through.  CraigList is so cheap, purchasing a job posting is often worth while simply because it is so inexpensive.  Hopefully you receive 15 to 30 resumes from the job posting, however only 3 to 5 resumes may reach the quality you are looking for.   You must write your job description and subject line to have a strong pull to attract candidates, and that can increase the number of people who apply up to 400% over boring job postings.</p>
<p><strong>#4: Tweet/Facebook/LinkedIn:</strong> I recommend posting on Twitter, Facebook and in Linked-In's stream mentioning the types of open positions you are filling.  Include a bit.ly link to your ATS job posting for people to apply.  There is no silver bullet to hiring so getting the word out as far as possible helps.   Adding a line to your email signature helps ("We are hiring a VP of Engineering and Sales Manager")</p>
<p><strong>#5: Your Website:</strong> Your ATS creates a "Job Site" website that is publicly visible, and often brandable to be consistent with your company website.  Adding a "Careers" link will further get a small amount of traffic, but that traffic will often be a strong culture match (passionate about your business, startup employees, local candidates, salary compatible, etc.).   Also, posting on your blog about your new open positions is helpful.</p>
<p><strong>#6: Networking Events:</strong> Attending local networking events that match the people you need to hire is also useful.  Attending different events and only visiting each event only once will gain access to the most social circles with the least time investment.  An important technique is to mention to people "We are hiring xxx".  The person at the networking event may not be a right match, but they may know someone.  People at networking event strengthen relationships by connecting people who are a match in business.   </p>
<p><strong>#7: Recruiting on Linked-In:</strong> When getting certain positions filled is critical, such as executives, and when top quality is a must, there is a lot of value in spending 4 hours focused on deep searches in Linked-In.   Most of the other items in this list mostly deliver a flow of resumes over time for free and with little labor (but are valuable only with 3 to 5 months of flow).  This technique is useful when you must guarantee someone is hired and sooner than later.  Google searches in the following pattern can be helpful:  <span style="color: #0080ff;">"Seattle Area" Ruby EC2 "VP of Engineering" site:linkedin.com -jobs</span>.   You can browse your Linked-In first degree connections for people who are high quality and browse their connections for people who match the job titles you need.   TalentSpring is a paid service that makes getting resumes nearly instantaneousness from this source and many others.  However, if you have absolutely zero budget and are willing to spend 4 hours to 20 hours, you can often find some of the potential that exists in Linked-In.</p>
<p><strong>#8: Hiring an recruiter as an employee:</strong> Startups who raise $3m+ and need to hire several employees in the next quarter or two often hire an employee to be a full time internal recruiter.  This <span style="text-decoration: underline;">could</span> be less expensive than an agency recruiter.  The issue is that there is a huge difference between a great recruiter and a mediocre recruiter, and that will show up in positions just not getting filled or the quality that you receive being low.  I have seen several companies close a VC round, hire a recruiter and then realize months later that they were low quality and having to replace the recruiter and the positions never filled.  This can result in the worst of all situation so the risk must be managed.</p>
<p><strong>#9: Hiring an Agency recruiter:</strong> Recruiting high quality employees inescapably takes 10 to 40 hours of labor if you don't want filling the position to drag out.  As a business leader, you need to also need to visualize the "time value cost of money" of the position taking an extra 2 to 6 months to fill.  Understanding the amount of lost revenue or value is lost every month the position remains open will be helpful in opening up your mind to paying money for paid services: job postings, <a href="http://talenttech.com/products/suite/search_external/index.htm" target="_self">TalentSpring</a> (Talent Technology's external search) or an agency recruiter.  Using an agency recruiter is a way to free up your time, only pay on success and that person will put in the hours on all of the labor listed above.  Most startups that I know don't rely on a single recruiter and instead allow several agencies to work on the position in parallel.  This allows the company to win because they benefit from the strongest agency since poor quality agencies won't deliver at all, won't deliver soon, or will deliver low quality candidates.  Agencies have a rack rate of 25% to 33% of first year hired, however these fees are highly negotiable.  Startups have paid agencies as low as 15% to 10% of first year hired salaries at the very lowest range of the spectrum.</p>
<p> </p>
<p>I wrote this post for startups with less than 10 employees who often have no budget, almost no time and no access to an internal recruiter.  Recruiting is always hard work so I hope these techniques are helpful.   It is useful to think of recruiting as "How many people have learned of my job opening" per month and "How many qualified resumes have I read" each month.  Recruiting is the process of getting these to scale.   If the numbers don't scale up, then the months to fill the position expand out.</p>
<p> </p>
<p>Happy recruiting</p>
<p>-Bryan</p></div>
</content>



    <feedburner:origLink>http://bryanstarbuck.typepad.com/bryan_starbuck/2011/01/startups-needing-to-hire-employees-getting-positions-filled-with-top-talent.html</feedburner:origLink></entry>
    <entry>
        <title>Favorite iPAD &amp; iPhone Apps for Startup employees</title>
        <link rel="alternate" type="text/html" href="http://feedproxy.google.com/~r/BryanStarbuck/~3/OB2-WMcn9u4/favorite-ipad-iphone-apps.html" />
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        <id>tag:typepad.com,2003:post-6a00d8345182e669e20147e123b7c6970b</id>
        <published>2010-12-30T09:56:30-08:00</published>
        <updated>2010-12-30T09:56:30-08:00</updated>
        <summary>Most of my friends are getting iPads and/or iPhones. Here are my notes on my favorite apps. This is a great match for startup employees and engineers. Apps for work productivity: (Especially startup company builders) Reeder: This is my Google...</summary>
        <author>
            <name>Bryan Starbuck</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Games" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Seattle" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Startups" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Web/Tech" />
        
        
<content type="xhtml" xml:lang="en-US" xml:base="http://bryanstarbuck.typepad.com/bryan_starbuck/">
<div xmlns="http://www.w3.org/1999/xhtml"><p>Most of my friends are getting iPads and/or iPhones.  Here are my notes on my favorite apps.   This is a great match for startup employees and engineers.</p>
<p> </p>
<p><span style="color: #c00000;"><strong>Apps for work productivity: (Especially startup company builders)</strong></span></p>
<ul>
<li><strong>Reeder:</strong> This is my Google Reader application.  It stays in sync with Google Reader feeds &amp; unread statuses.  I consider this my "Learning machine"  (iPad, iPhone?)</li>
<li><strong>Zenbe:</strong> Great TO-DO app with separate lists.   Great web page version for laptops that stays in sync with iPad &amp; iPhone.   (iPad, iPhone)</li>
<li><strong>Quickoffice:</strong>  I have my laptop PowePoints, Excel and Word docs sync to DropBox.com.  I then can read and WRITE to those files using Quickoffice on the iPAD.  I don't have to remember to "upload" from my laptop, so I can edit files without having to "prep" them before leaving my laptop.    (iPad, iPhone?)</li>
<li><strong>iMockups &amp; Sketchy</strong>: These are wireframe creating apps for people who design software product UI.  I love mulling over ideas in comfortable places with the iPad and later moving them to the laptop at later stages.</li>
<li><strong>Kindle:</strong> Having your ebooks on your iPAD is great for reading books whenever time opens up (at home, lunch at work, vacations).  Never have to remember to drag books with you.</li>
<li><strong>MindMeister:</strong> Mind mapping software that is very good syncing the files across the WEB version for my laptop, my iPad and my iPhone (iPad &amp; iPhone)</li>
<li><strong>Skype:</strong> I pay $10 into my account so I can send text messages with skype.  This allows me to easily send them from my iPad or iPhone.  I have to use the iPhone version on my iPad.   (iPhone)</li>
<li><strong>Instapaper:</strong> Send good web pages to be saved to be read later</li>
<li><strong>Keynote &amp; Numbers:</strong> I use these to sketch out raw ideas in a coffee shop.  This is great to get past the creative huddle early in a comfortable place.  Then later I email them to my laptop in order to do serious business modeling in PowerPoint and Excel.   I never use the "Pages" spreadsheet.  I recommend buying that later only when you need it.  (iPad)</li>
<li><strong>TripIt:</strong> Great for travel  (iPad &amp; iPhone)</li>
<li><strong>WeatherBug:</strong> Good for getting the weather (iPad)</li>
<li><strong>SugarSync:</strong>  I stopped using SugarSync, but this app was great when I used SugarSync.  I found Dropbox to be the best.  (iPad)</li>
<li><strong>Textnow:</strong> Free text message</li>
<li><strong>Friendly:</strong>  This is the free facebook application.  I never get a chance to use it.  (iPad)</li>
<li><strong>Find iPhone:</strong> Use this in case you want to find your iPad when you lose it (iPad &amp; iPhone?)</li>
<li><strong>Wi-Fi Finder:</strong> Great to find a place to use your laptop (iPad)</li>
<li><strong>Kayak HD:</strong> Find hotels or flights (iPad)</li>
<li><strong>iLunascape:</strong> This is a multi-tab browser.  This is great for web pages to load in parallel for fast flipping between tabs to already loaded web pages.</li>
</ul>
<p> </p>
<p><span style="color: #c00000;"><strong>Games: (for people who like a thinking challenge instead of arcade games)</strong></span></p>
<ul>
<li><strong>Slay:</strong> More complex than risk, but relaxing  (iPad)</li>
<li><strong>Cover Orange:</strong> Good planning with physics</li>
<li><strong>Cut the Rope:</strong> Good planning with physics</li>
<li><strong>World of Goo:</strong> Build with physics and be strategically efficient  (iPad)</li>
<li><strong>Beyond Ynth: </strong>Logic physics and puzzle</li>
<li><strong>Plants vs Zombies HD:</strong> This is Plants vs Zombies and a fun planning app (iPad)</li>
<li><strong>GodFinger (&amp; All Stars)</strong>: Grow a civilization with resource &amp; time constrints</li>
<li><strong>Angry Birds:</strong> Good planning with physics.  Catapult game</li>
<li><strong>ACrawler HD:</strong> Truck driving physics</li>
<li><strong>MX Mayhem:</strong> Motorcycle riding physics</li>
<li><strong>TradeNations: </strong>Good for relaxing building, with time constrained resource allocation</li>
<li><strong>Galcon Fusion: </strong>Fun for a while</li>
<li><strong><strong>Control Freak: </strong></strong>Fun strategic resource control game</li>
<li><strong>Montezuma: </strong>Find the best path</li>
<li><strong><strong>My Kingdom for the Princess: </strong></strong>I only played a few minutes</li>
<li><strong>Cave Run: </strong>Jumping and action</li>
<li><strong>Gravity HD:</strong> Physics and planning</li>
<li><strong>Castle Warriors: </strong>Take over resources</li>
<li><strong>New York:</strong> Great roller coaster physics</li>
<li><strong>Crack Code:</strong> Decrypt the code using permutations</li>
<li><strong>Hotel Mogul:</strong> Resource Planning</li>
<li><strong>Bumper Boats:</strong> Directional planning</li>
</ul>
<p> </p>
<p><span style="color: #c00000;"><strong>Great for 2 to 4 year olds:</strong></span></p>
<ul>
</ul>
<ul>
</ul>
<ul>
</ul>
<ul>
<li><strong>Geared HD</strong></li>
<li><strong>Toyshop</strong></li>
<li><strong>XmasTale</strong></li>
<li><strong> </strong><strong>Doodle Buddy</strong></li>
<li><strong /><strong>Art of Glow</strong></li>
<li><strong /><strong>Paper Toss HD</strong></li>
<li><strong /><strong>Virtuoso</strong></li>
<li><strong /><strong>Touch Hockey</strong></li>
<li><strong /><strong>Talking Tom</strong></li>
<li><strong /><strong>Talking Harry</strong></li>
<li><strong /><strong>New York:</strong> Great roller coaster physics</li>
<li><strong>Cover Orange:</strong> Good planning with physics</li>
<li><strong>Cut the Rope:</strong> Good planning with physics</li>
<li><strong>World of Goo:</strong> Build with physics and be strategically efficient  (iPad)</li>
<li><strong>Plants vs Zombies HD:</strong> This is Plants vs Zombies and a fun planning app (iPad)</li>
<li><strong>GodFinger (&amp; All Stars)</strong>: Grow a civilization with resource &amp; time constrints</li>
<li><strong>Angry Birds:</strong> Good planning with physics.  Catapult game</li>
<li><strong>Galcon Fusion: </strong>Fun for a while</li>
<li><strong>FarmStory</strong></li>
<li><strong /><strong>Friendsheep</strong> </li>
</ul>
<p> </p>
<p><span style="color: #c00000;"><strong>Other:</strong></span></p>
<ul>
<li><strong>NetFlix:</strong> Stream movies or add and manage your queue.  (iPad &amp; iPhone?)</li>
<li><strong>XFinity:</strong> A great way to see upcoming TV shows, and possibly set your DVR. (I never get time to use this)   (iPad &amp; iPhone?)</li>
<li><strong>Fandango:</strong> Great for movies.</li>
<li><strong>Zappos:</strong> Best shopping for shoes ever.</li>
<li><strong>Flipboard:</strong> Worth checking out for news.  I didn't get into it</li>
<li><strong>Twitteriffic:</strong> Twitter client</li>
</ul>
<p>I'd love to hear your ideas in the comments.</p>
<ul>
</ul></div>
</content>



    <feedburner:origLink>http://bryanstarbuck.typepad.com/bryan_starbuck/2010/12/favorite-ipad-iphone-apps.html</feedburner:origLink></entry>
    <entry>
        <title>Did Intelligence agencies use the STUXNET virus to attack Iranian Nuclear weapons project?</title>
        <link rel="alternate" type="text/html" href="http://feedproxy.google.com/~r/BryanStarbuck/~3/IxZdWu2TaKg/this-is-too-interesting-not-to-share-my-bet-is-the-nsa-led-this-with-the-cia-and-germans-assisting-and-possible-russian-sup.html" />
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        <id>tag:typepad.com,2003:post-6a00d8345182e669e20134898f4f31970c</id>
        <published>2010-11-27T14:01:12-08:00</published>
        <updated>2010-11-27T14:04:25-08:00</updated>
        <summary>This is too interesting not to share. Reposted: In the 20th century, this would have been a job for James Bond. The mission: Infiltrate the highly advanced, securely guarded enemy headquarters where scientists in the clutches of an evil master...</summary>
        <author>
            <name>Bryan Starbuck</name>
        </author>
        
        
<content type="xhtml" xml:lang="en-US" xml:base="http://bryanstarbuck.typepad.com/bryan_starbuck/">
<div xmlns="http://www.w3.org/1999/xhtml"><p>This is too interesting not to share.   </p>
<p><strong>Reposted:</strong></p>
<p>In the 20th century, this would have been a job for James Bond.</p>
<p>The mission: Infiltrate the highly advanced, securely guarded enemy headquarters where scientists in the clutches of an evil master are secretly building a weapon that can destroy the world. Then render that weapon harmless and escape undetected.</p>
<p><br />But in the 21st century, Bond doesn't get the call. Instead, the job is handled by a suave and very sophisticated secret computer worm, a jumble of code called Stuxnet, which in the last year has not only crippled Iran's nuclear program but has caused a major rethinking of computer security around the globe.</p>
<p><br />Intelligence agencies, computer security companies and the nuclear industry have been trying to analyze the worm since it was discovered in June by a Belarus-based company that was doing business in Iran. And what they've all found, says Sean McGurk, the Homeland Security Department's acting director of national cyber security and communications integration, is a “game changer.”</p>
<p>The construction of the worm was so advanced, it was “like the arrival of an F-35 into a World War I battlefield,” says Ralph Langner, the computer expert who was the first to sound the alarm about Stuxnet. Others have called it the first “weaponized” computer virus.</p>
<p>Simply put, Stuxnet is an incredibly advanced, undetectable computer worm that took years to construct and was designed to jump from computer to computer until it found the specific, protected control system that it aimed to destroy: Iran’s nuclear enrichment program.</p>
<p>The target was seemingly impenetrable; for security reasons, it lay several stories underground and was not connected to the World Wide Web. And that meant Stuxnet had to act as sort of a computer cruise missile: As it made its passage through a set of unconnected computers, it had to grow and adapt to security measures and other changes until it reached one that could bring it into the nuclear facility.<br />When it ultimately found its target, it would have to secretly manipulate it until it was so compromised it ceased normal functions.</p>
<p>And finally, after the job was done, the worm would have to destroy itself without leaving a trace.<br />That is what we are learning happened at Iran's nuclear facilities -- both at Natanz, which houses the centrifuge arrays used for processing uranium into nuclear fuel, and, to a lesser extent, at Bushehr, Iran's nuclear power plant.</p>
<p>At Natanz, for almost 17 months, Stuxnet quietly worked its way into the system and targeted a specific component -- the frequency converters made by the German equipment manufacturer Siemans that regulated the speed of the spinning centrifuges used to create nuclear fuel. The worm then took control of the speed at which the centrifuges spun, making them turn so fast in a quick burst that they would be damaged but not destroyed. And at the same time, the worm masked that change in speed from being discovered at the centrifuges' control panel.</p>
<p>At Bushehr, meanwhile, a second secret set of codes, which Langner called “digital warheads,” targeted the Russian-built power plant's massive steam turbine.</p>
<p>Here's how it worked, according to experts who have examined the worm:</p>
<p>--The nuclear facility in Iran runs an “air gap” security system, meaning it has no connections to the Web, making it secure from outside penetration. Stuxnet was designed and sent into the area around Iran's Natanz nuclear power plant -- just how may never be known -- to infect a number of computers on the assumption that someone working in the plant would take work home on a flash drive, acquire the worm and then bring it back to the plant.</p>
<p>--Once the worm was inside the plant, the next step was to get the computer system there to trust it and allow it into the system. That was accomplished because the worm contained a “digital certificate” stolen from JMicron, a large company in an industrial park in Taiwan. (When the worm was later discovered it quickly replaced the original digital certificate with another certificate, also stolen from another company, Realtek, a few doors down in the same industrial park in Taiwan.)</p>
<p>--Once allowed entry, the worm contained four “Zero Day” elements in its first target, the Windows 7 operating system that controlled the overall operation of the plant. Zero Day elements are rare and extremely valuable vulnerabilities in a computer system that can be exploited only once. Two of the vulnerabilities were known, but the other two had never been discovered. Experts say no hacker would waste Zero Days in that manner.</p>
<p>--After penetrating the Windows 7 operating system, the code then targeted the “frequency converters” that ran the centrifuges. To do that it used specifications from the manufacturers of the converters. One was Vacon, a Finnish Company, and the other Fararo Paya, an Iranian company. What surprises experts at this step is that the Iranian company was so secret that not even the IAEA knew about it.</p>
<p>--The worm also knew that the complex control system that ran the centrifuges was built by Siemans, the German manufacturer, and -- remarkably -- how that system worked as well and how to mask its activities from it.</p>
<p>--Masking itself from the plant's security and other systems, the worm then ordered the centrifuges to rotate extremely fast, and then to slow down precipitously. This damaged the converter, the centrifuges and the bearings, and it corrupted the uranium in the tubes. It also left Iranian nuclear engineers wondering what was wrong, as computer checks showed no malfunctions in the operating system.<br />Estimates are that this went on for more than a year, leaving the Iranian program in chaos. And as it did, the worm grew and adapted throughout the system. As new worms entered the system, they would meet and adapt and become increasingly sophisticated.</p>
<p>During this time the worms reported back to two servers that had to be run by intelligence agencies, one in Denmark and one in Malaysia. The servers monitored the worms and were shut down once the worm had infiltrated Natanz. Efforts to find those servers since then have yielded no results.This went on until June of last year, when a Belarusan company working on the Iranian power plant in Beshehr discovered it in one of its machines. It quickly put out a notice on a Web network monitored by computer security experts around the world. Ordinarily these experts would immediately begin tracing the worm and dissecting it, looking for clues about its origin and other details.</p>
<p>But that didn’t happen, because within minutes all the alert sites came under attack and were inoperative for 24 hours.</p>
<p>“I had to use e-mail to send notices but I couldn’t reach everyone. Whoever made the worm had a full day to eliminate all traces of the worm that might lead us them,” Eric Byers, a computer security expert who has examined the Stuxnet. “No hacker could have done that.”</p>
<p>Experts, including inspectors from the International Atomic Energy Agency, say that, despite Iran's claims to the contrary, the worm was successful in its goal: causing confusion among Iran’s nuclear engineers and disabling their nuclear program.</p>
<p>Because of the secrecy surrounding the Iranian program, no one can be certain of the full extent of the damage. But sources inside Iran and elsewhere say that the Iranian centrifuge program has been operating far below its capacity and that the uranium enrichment program had “stagnated” during the time the worm penetrated the underground facility. Only 4,000 of the 9,000 centrifuges Iran was known to have were put into use. Some suspect that is because of the critical need to replace ones that were damaged.</p>
<p>And the limited number of those in use dwindled to an estimated 3,700 as problems engulfed their operation. IAEA inspectors say the sabotage better explains the slowness of the program, which they had earlier attributed to poor equipment manufacturing and management problems. As Iranians struggled with the setbacks, they began searching for signs of sabotage. From inside Iran there have been unconfirmed reports that the head of the plant was fired shortly after the worm wended its way into the system and began creating technical problems, and that some scientists who were suspected of espionage disappeared or were executed. And counter intelligence agents began monitoring all communications between scientists at the site, creating a climate of fear and paranoia.</p>
<p>Iran has adamantly stated that its nuclear program has not been hit by the bug. But in doing so it has backhandedly confirmed that its nuclear facilities were compromised. When Hamid Alipour, head of the nation’s Information Technology Company, announced in September that 30,000 Iranian computers had been hit by the worm but the nuclear facilities were safe, he added that among those hit were the personal computers of the scientists at the nuclear facilities. Experts say that Natanz and Bushehr could not have escaped the worm if it was in their engineers’ computers.</p>
<p>“We brought it into our lab to study it and even with precautions it spread everywhere at incredible speed,” Byres said.“The worm was designed not to destroy the plants but to make them ineffective. By changing the rotation speeds, the bearings quickly wear out and the equipment has to be replaced and repaired. The speed changes also impact the quality of the uranium processed in the centrifuges creating technical problems that make the plant ineffective,” he explained.</p>
<p>In other words the worm was designed to allow the Iranian program to continue but never succeed, and never to know why.</p>
<p>One additional impact that can be attributed to the worm, according to David Albright of the Center for Strategic and International Studies, is that “the lives of the scientists working in the facility have become a living hell because of counter-intelligence agents brought into the plant” to battle the breach. Ironically, even after its discovery, the worm has succeeded in slowing down Iran's reputed effort to build an atomic weapon. And Langer says that the efforts by the Iranians to cleanse Stuxnet from their system “will probably take another year to complete,” and during that time the plant will not be able to function anywhere normally.</p>
<p>But as the extent of the worm’s capabilities is being understood, its genius and complexity has created another perplexing question: Who did it?</p>
<p>Speculation on the worm’s origin initially focused on hackers or even companies trying to disrupt competitors. But as engineers tore apart the virus they learned not only the depth of the code, its complex targeting mechanism, (despite infecting more than 100,000 computers it has only done damage at Natanz,) the enormous amount of work that went into it—Microsoft estimated that it consumed 10,000 man days of labor-- and about what the worm knew, the clues narrowed the number of players that have the capabilities to create it to a handful.“This is what nation-states build, if their only other option would be to go to war,” Joseph Wouk, an Israeli security expert wrote.Byers is more certain. “It is a military weapon,” he said.</p>
<p>And much of what the worm “knew” could only have come from a consortium of Western intelligence agencies, experts who have examined the code now believe.</p>
<p>Originally, all eyes turned toward Israel’s intelligence agencies. Engineers examining the worm found “clues” that hinted at Israel’s involvement. In one case they found the word “Myrtus” embedded in the code and argued that it was a reference to Esther, the biblical figure who saved the ancient Jewish state from the Persians. But computer experts say "Myrtus" is more likely a common reference to “My RTUS,” or remote terminal units.</p>
<p>Langer argues that no single Western intelligence agency had the skills to pull this off alone. The most likely answer, he says, is that a consortium of intelligence agencies worked together to build the cyber bomb. And he says the most likely confederates are the United States, because it has the technical skills to make the virus, Germany, because reverse-engineering Siemen’s product would have taken years without it, and Russia, because of its familiarity with both the Iranian nuclear plant and Siemen’s systems.</p>
<p>There is one clue that was left in the code that may tell us all we need to know.</p>
<p>Embedded in different section of the code is another common computer language reference, but this one is misspelled. Instead of saying “DEADFOOT,” a term stolen from pilots meaning a failed engine, this one reads “DEADFOO7.”</p>
<p> </p>
<p><a href="http://www.toptechnews.com/news/Stuxnet-Attacks-Linked-to-Rich-Nation/story.xhtml?story_id=11300CO4Q3TY" target="_self" title="Here">Here</a> and <a href="http://forum.objectivismonline.net/index.php?showtopic=20756" target="_self" title="here">here</a> are some of the sources.</p></div>
</content>



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    <entry>
        <title />
        <link rel="alternate" type="text/html" href="http://feedproxy.google.com/~r/BryanStarbuck/~3/JFbRjIITOyc/50-awesome-quotes-on-vision-1-if-you-can-dream-it-you-can-do-it-walt-disney-2-whatever-you-can-do-or-dream-you-ca.html" />
        <link rel="replies" type="text/html" href="http://bryanstarbuck.typepad.com/bryan_starbuck/2010/11/50-awesome-quotes-on-vision-1-if-you-can-dream-it-you-can-do-it-walt-disney-2-whatever-you-can-do-or-dream-you-ca.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-6a00d8345182e669e2013489757f8d970c</id>
        <published>2010-11-23T10:13:03-08:00</published>
        <updated>2010-11-23T10:13:03-08:00</updated>
        <summary>50 Awesome Quotes on Vision 1. "If you can dream it, you can do it." - Walt Disney 2. "Whatever you can do or dream you can, begin it. Boldness has genius, and magic and power in it. Begin it...</summary>
        <author>
            <name>Bryan Starbuck</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Startups" />
        
        
<content type="xhtml" xml:lang="en-US" xml:base="http://bryanstarbuck.typepad.com/bryan_starbuck/">
<div xmlns="http://www.w3.org/1999/xhtml"><p> </p>
<p><span style="font-size: 26px; font-weight: bold;"><strong>50 Awesome Quotes on Vision</strong></span></p>
 
<p>1. "If you can dream it, you can do it." <strong>- Walt Disney</strong></p>
<p>2. "Whatever you can do or dream you can, begin it. Boldness has genius, and magic and power in it. Begin it now." <strong>- Goethe</strong></p>
<p>3. "The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it." <strong>- Michelangelo</strong></p>
<p>4. "It's not enough to be busy, so are the ants. The question is, what are we busy about?" <strong>- Henry David Thoreau</strong></p>
<p>5. "You don't lead by pointing and telling people some place to go. You lead by going to that place and making a case." <strong>- Ken Kesey</strong></p>
<p>6. "Your vision will become clear only when you look into your heart. Who looks outside, dreams. Who looks inside awakens." <strong>- Carl Jung</strong></p>
<p>7. "The empires of the future are empires of the mind." <strong>- Winston Churchill</strong></p>
<p>8. "If you want to build a ship, don't herd people together to collect wood and don't assign them tasks and work, but rather teach them to long for the endless immensity of the sea." <strong>- Antoine de Saint-Exupery</strong></p>
<p>9. "Vision is the art of seeing things invisible." <strong>- Jonathan Swift</strong></p>
<p>10. "Management has a lot to do with answers. Leadership is a function of questions. And the first question for a leader always is: 'Who do we intend to be?' Not 'What are we going to do?' but 'Who do we intend to be?' <strong>- Max DePree</strong></p>
<p>11. "Vision without action is a daydream. Action with without vision is a nightmare." <strong>- Japanese Proverb</strong><br /> <br /> 12. "The best way to predict the future is to create it." <strong>- Alan Kay</strong></p>
<p>13."Where there is no vision the people perish." <strong>- Proverbs 29:18</strong></p>
<p>14. "Vision without execution is hallucination." <strong>- Thomas Edison</strong></p>
<p>15. "Leadership is the capacity to translate vision into reality." <strong>- Warren Bennis</strong></p>
<p>16. "If you limit your choices only to what seems possible or reasonable, you disconnect yourself from what you truly want, and all that is left is a compromise." <strong>- Robert Fritz</strong></p>
<p>17. "Create your future from your future, not your past." <strong>- Werner Erhard</strong></p>
<p>18. "To the person who does not know where he wants to go there is no favorable wind." <strong>- Seneca</strong></p>
<p>19. "You've got to think about big things while you're doing small things, so that all the small things go in the right direction." <strong>- Alvin Toffler</strong></p>
<p>20. "To accomplish great things we must dream as well as act.: <strong>- Anatole France</strong></p>
<p>21. "A possibility is a hint from God. One must follow it." <strong>- Soren Kierkegaard</strong><br /> <br /> 22. "A leader's role is to raise people's aspirations for what they can become and to release their energies so they will try to get there." <strong>- David Gergen</strong></p>
<p>23. "The very essence of leadership is that you have a vision. It's got to be a vision you articulate clearly and forcefully on every occasion. You can't blow an uncertain trumpet." <strong>- Theodore Hesburgh</strong></p>
<p>24. "Determine that the thing can and shall be done and then we shall find the way." <strong>- Abraham Lincoln</strong></p>
<p>25. "Dreams are extremely important. You can't do it unless you can imagine it." <strong>-George Lucas</strong></p>
<p>26. "Cherish your visions and your dreams as they are the children of your soul, the blueprints of your ultimate achievements." <strong>- Napoleon Hill</strong></p>
<p>27. "Pain pushes until vision pulls." <strong>- Michael Beckwith </strong></p>
<p>28. "Vision animates, inspires, transforms purpose into action." <strong>- Warren Bennis</strong></p>
<p>29. "The master of the art of living makes little distinction between his work and his play, his labor and his leisure, his mind and his body, his education and his recreation, his love and his religion. He hardly knows which is which; he simply pursues his vision of excellence in whatever he does, leaving others to decide whether he is working or playing. To him he is always doing both." <strong>- Buddha</strong></p>
<p>30. "Rowing harder doesn't help if the boat is headed in the wrong direction." <strong>- Kenichi Ohmae</strong></p>
<p>31. "It's not what the vision is, it's what the vision does." <strong>- Peter Senge</strong></p>
<p>32. "In the business world, the rearview mirror is always clearer than the windshield." <strong>- Warren Buffett</strong></p>
<p>33. "A leader will find it difficult to articulate a coherent vision unless it expresses his core values, his basic identity. One must first embark on the formidable journey of self-discovery in order to create a vision with authentic soul." <strong>- Mihaly Csikszentmihalyi</strong></p>
<p>34. "The best vision is insight." <strong>- Malcolm Forbes</strong></p>
<p>35. "You have to know what you want. And if it seems to take you off the track, don't hold back, because perhaps that is instinctively where you want to be. And if you hold back and try to be always where you have been before, you will go dry." <strong>- Gertrude Stein</strong></p>
<p>36. "The gift of fantasy has meant more to me than my talent for absorbing positive knowledge." <strong>- Albert Einstein</strong></p>
<p>37. "I try to learn from the past, but I plan for the future by focusing exclusively on the present. That's were the fun is." <strong>- Donald Trump</strong></p>
<p>38. "Every man takes the limits of his own field of vision for the limits of the world." <strong>- Arthur Schopenhauer</strong></p>
<p>39. "People only see what they are prepared to see." <strong>- Ralph Waldo Emerson</strong></p>
<p>40. "The most pathetic person in the world is someone who has sight, but has no vision." <strong>- Helen Keller</strong></p>
<p>41. "Good business leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion." <strong>- Jack Welsh</strong></p>
<p>42. "A vision is not just a picture of what could be; it is an appeal to our better selves, a call to become something more." <strong>- Rosabeth Moss Kanter</strong></p>
<p>43. "If I have seen farther than others, it is because I was standing on the shoulders of giants." <strong>- Isaac Newton</strong></p>
<p>44. "The future belongs to those who see possibilities before they become obvious." <strong>- John Scully</strong></p>
<p>45. "If one advances confidently in the direction of his dreams, and endeavors to live the life which he has imagined, he will meet with success unexpected in common hours." <strong>- Henry David Thoreau</strong></p>
<p>46. "Keep your eyes on the stars and your feet on the ground." <strong>- Franklin D. Roosevelt</strong></p>
<p>47. "Looking up gives light, although at first it makes you dizzy." <strong>- Rumi</strong></p>
<p>48. "You cannot depend on your eyes when your imagination is out of focus." <strong>- Mark Twain</strong></p>
<p>49. "In order to be a realist, you must believe in miracles." <strong>-</strong> <strong>- David Ben-Gurion</strong></p>
<p>50. "The real voyage of discovery consists of not in seeking new landscapes but in having new eyes." <strong>- Marcel Proust</strong></p>
<p> </p></div>
</content>



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    <entry>
        <title>How TalentSpring achieved "Product/Market Fit"</title>
        <link rel="alternate" type="text/html" href="http://feedproxy.google.com/~r/BryanStarbuck/~3/qGAle-eU0dM/how-talentspring-achieved-productmarket-fit.html" />
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        <id>tag:typepad.com,2003:post-6a00d8345182e669e20133f5492219970b</id>
        <published>2010-10-23T05:15:40-07:00</published>
        <updated>2010-10-23T05:15:40-07:00</updated>
        <summary>We created our high tech company, TalentSpring, with a vision, "Deliver products to recruiters that they LOVE using and that gets POSITIONS FILLED.". A recruiter filling positions for white collar positions is a very challenging task because all of the...</summary>
        <author>
            <name>Bryan Starbuck</name>
        </author>
        
        
<content type="xhtml" xml:lang="en-US" xml:base="http://bryanstarbuck.typepad.com/bryan_starbuck/">
<div xmlns="http://www.w3.org/1999/xhtml"><p>We created our high tech company, TalentSpring, with a vision, "Deliver products to recruiters that they LOVE using and that gets POSITIONS FILLED.".   A recruiter filling positions for white collar positions is a very challenging task because all of the candidates filling the interview need to match exacting requirements from the hiring manager, they need to be strong performers and they need to match the company culture.</p>
<p> </p>
<p>As our employees build the product to achieve "product/market fit" -- the approach we used was to focus on "end-to-end success".   In our case, this was making sure that our product filled positions for employers at more efficient rates than anything else they could use.</p>
<p> </p>
<p>We recently sent out a quick request asking our customers about their successes.   Our company had a little celebration internally after we were delighted by the number and the amazing things our customers said.  </p>
<p> </p>
<p>We achieved our "Product/Market fit" by:</p>
<p>a) Talking with customers each month on the phone and listening to their needs</p>
<p>b) Iterating on the product</p>
<p>c) Attending industry conferences and talking to the leaders in the recruiting industry.  We would pull out high leverage ways to get positions filled (each of which often took months to build).</p>
<p> </p>
<p>NOW HERE ARE THEIR STORIES:</p>
<p>Note: We have Future 500 customers but most of them aren't allowed to use their company name.  I love the recruiter who filled 20 positions with TalentSpring!!! (from a single recruiter)</p>
<p> </p>
<p> </p>
<p><strong>Jeff Tudas</strong>, Recruiter, <strong>Information Control Corporation</strong></p>
<p> “I have really enjoyed using TalentSpring.  It has revolutionized the way I source for candidates.  The combination of advanced searching and across the board results is the most efficient tool in the industry.”</p>
<p> </p>
<p><strong>Ken Winters</strong>, CEO of <strong>Staffback</strong></p>
<p>“TalentSpring is an innovative new technology that provides exactly the type of economies of scale Staffback clients expect as part of our cost effective hiring solution.  We are pleased to be in a long term agreement with TalentSpring and are committed to providing this value added service to Staffback clients without any increase in our flat hourly rates.  The new economy demands using technology to make process improvements without increasing overhead, and TalentSpring has been one of our key advances in 2009.”</p>
<p> </p>
<p><strong>Bill Crago</strong>, President, <strong>The Executive group</strong></p>
<p>“We have found that Talent Spring has been one of the best purchases on any new products we acquired in 2010.  Our recruiting firm has over 25 years in service to our region and we constantly need a good talent pool that can be quickly sourced.  We have found the ease and flexibility where additional talent sources can be added or taken away independently from the internal source pool built in to the network.   It will remain one of our mainstay investments.”</p>
<p> </p>
<p><strong>Dan Staggs</strong>, Managing Partner, <strong>iMatch Technical Services</strong></p>
<p>“TalentSpring has allowed our recruiters to find valuable candidates faster than they could previously and has been a critical tool for success.”</p>
<p> </p>
<p>Learn how the product delivers these results in the Whitepaper:      <a href="http://www.talentspring.com/Whitepapers/Recruiting-Semantic-Search" style="text-align: center;"> <img alt="Semantic Search for Recruiting Whitepaper" src="http://i76.photobucket.com/albums/j33/BryanStarbuck/DownloadWhitepaperbutton.jpg" /> </a> <br /> <br /> <br /></p>
<p><strong>Matt Schreyer</strong>, President, <strong>Instigate, Inc.</strong></p>
<p>“TalentSpring has greatly reduced our recruiting team’s time-to-source and at the same time improved the overall talent pools for each recruitment effort.”</p>
<p> </p>
<p><strong>Jason Wilde</strong>, Owner, <strong>JWilde &amp; Associates</strong></p>
<p>“TalentSpring makes finding qualified candidates quicker which frees us up to focus on matching and recruiting.  In addition, the TalentSpring interface makes it easy to organize search terms and candidate lists and rewards when set up thoughtfully.”</p>
<p> </p>
<p><strong>Doug Sprague</strong>, Principle, <strong>Priority Solutions</strong></p>
<p>“I have been working with Kevin for over a year now. He was low key and yet very focused on our needs. As a recruiter it can be difficult to find quality fits and TalentSpring really helps speed up that process. There system is clean and easy to use and gives me access in one spot to many excellent resources. A true time saver.” </p>
<p> </p>
<p><strong>Amy L Dewey</strong>, Recruiter, <strong>OCE North America Document Printing Systems</strong></p>
<p>“TalentSpring enables Recruiters to focus more time on recruiting and less time on sourcing. The system offers flexibility to source job boards and databases all with one click. You set the criteria and the system does all of the work!”</p>
<p> </p>
<p><strong>Walt Youngblood</strong>, Corporate Recruiter, <strong>RTUI</strong></p>
<p>“We have a need; a need, for speed! Managing large numbers of multiple Job Board resumes for several dozen Field Managers nationwide, had become next to impossible. TalentSpring provided us multiple resume database search aggregation, precision and organization; cost effectively! Our positive TalentSpring results were immediate and dramatic. The TalentSpring Customer Service and Training Team made transition to TalentSpring Semantic Search successful, quickly.  Now, we can provide almost instant zip code specific, semantically ranked and fully qualified candidate results to our Field Management, on demand. We just cannot achieve the same level of recruiting success for our Management…without TalentSpring! We highly recommend this excellent tool and look forward to many more excellent improvements to this indispensible product soon!” </p>
<p> </p>
<p><strong>Learn how the product delivers these results in the Whitepaper:  <a href="http://www.talentspring.com/Whitepapers/Recruiting-Semantic-Search"><img alt="Semantic Search for Recruiting Whitepaper" src="http://i76.photobucket.com/albums/j33/BryanStarbuck/DownloadWhitepaperbutton.jpg" /> </a><br /><br /> </strong><strong> </strong></p>
<p><strong>Steve Ahlquist</strong>, Director of Staffing, <strong>Dynamics Research Corporation:</strong></p>
<p>“What the recruiting team at DRC likes about TalentSpring are the multiple job board and social networking sources that are captured from each search string entered.  This saves a considerable amount of time in finding qualified candidates.” </p>
<p> </p>
<p><strong>Ron Bloch</strong>, Senior Recruiter, <strong>Dynamics Research Corporation</strong></p>
<p>“One of the reasons I like to use TalentSpring is the ability to easily create a database of candidates from LinkedIn”, “TalentSpring keeps evolving and yielding better results, e.g., through semantic search.” “ TalentSpring creates a targeted database of qualified professionals, including passive or explorers,  whom I can reach out to .”</p>
<p> </p>
<p><strong>Randy Marsh</strong>, Talent Acquisition Specialist, <strong>StaffBack </strong></p>
<p>"Conduct multiple job board search assignments with one click of the mouse"</p>
<p> </p>
<p><strong>Walt Youngblood</strong>, Corporate Recruiter, <strong>RTUI</strong></p>
<p> “TalentSpring helped RTUI hire one high-profile South Florida Sales Professional in one hour ~ flat; Start-to-Finish.”</p>
<p> </p>
<p>Learn how the product delivers these results in the Whitepaper:  <a href="http://www.talentspring.com/Whitepapers/Recruiting-Semantic-Search"><img alt="Semantic Search for Recruiting Whitepaper" src="http://i76.photobucket.com/albums/j33/BryanStarbuck/DownloadWhitepaperbutton.jpg" /> </a><br /><br /> <br /></p></div>
</content>



    <feedburner:origLink>http://bryanstarbuck.typepad.com/bryan_starbuck/2010/10/how-talentspring-achieved-productmarket-fit.html</feedburner:origLink></entry>
    <entry>
        <title>Semantic Search whitepaper</title>
        <link rel="alternate" type="text/html" href="http://feedproxy.google.com/~r/BryanStarbuck/~3/UXDvqyFj8HQ/semantic-search-for-recruiting-whitepaper.html" />
        <link rel="replies" type="text/html" href="http://bryanstarbuck.typepad.com/bryan_starbuck/2010/10/semantic-search-for-recruiting-whitepaper.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-6a00d8345182e669e20133f4ec89ff970b</id>
        <published>2010-10-07T23:32:00-07:00</published>
        <updated>2010-10-08T10:23:59-07:00</updated>
        <summary>Shally Steckerl and I co-authored this 17 page whitepaper on semantic search to make understanding semantic search for the recruiting industry easy to understand. The whitepaper focuses on how to achieve sourcing candidates for better than is possible with Boolean...</summary>
        <author>
            <name>Bryan Starbuck</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Weblogs" />
        
        
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<p><span style="font-size: small;">Shally Steckerl and I co-authored this 17 page whitepaper on semantic search to make understanding semantic search for the recruiting industry easy to understand.</span></p>
<p><span style="font-size: small;">The whitepaper focuses on how to achieve sourcing candidates for better than is possible with Boolean search by using Semantic Search that is taylored for the recruiting industry.    </span></p>
<p><span style="font-size: small;">Semantic Search is about accomplishing the first pass at QUALIFYING candidates against a job opening (requisition).  </span></p>
<p><span style="font-size: small;">The TalentSpring product for example enables spanning 120 million resumes (across Monster, CareerBuilder, HotJobs, Dice, niche job boards, open web, etc.).  It can then efficiently find the best resumes almost immediately from those 120 million.   <br /> <br /> <br /> <span style="text-align: center;"> <a href="http://www.talentspring.com/Whitepapers/Recruiting-Semantic-Search"> <img alt="Semantic Search for Recruiting Whitepaper" src="http://i76.photobucket.com/albums/j33/BryanStarbuck/DownloadWhitepaperbutton.jpg" /> </a> <br /> <br /> <a href="http://www.talentspring.com/Whitepapers/Recruiting-Semantic-Search"> <img alt="Semantic Search for Recruiting" src="http://i76.photobucket.com/albums/j33/BryanStarbuck/Whitepapershaddow.jpg" /> </a> <br /> <br /> <a href="http://www.talentspring.com/Whitepapers/Recruiting-Semantic-Search" style="text-align: center;"> <img alt="Semantic Search for Recruiting Whitepaper" src="http://i76.photobucket.com/albums/j33/BryanStarbuck/DownloadWhitepaperbutton.jpg" /> </a> </span> </span></p>
</td>
<td style="text-align: center; vertical-align: top;" width="20%">
<p>Whitepaper Co-authored by:<br /> <img alt="Shally Steckerl" src="http://i76.photobucket.com/albums/j33/BryanStarbuck/Shally3-1.jpg" /> <br /> Shally Steckerl<br /> VP at Arbita  <br /> <br /> <br /> <img alt="Bryan Starbuck" src="http://i76.photobucket.com/albums/j33/BryanStarbuck/BryanShadow.jpg" /> <br /> Bryan Starbuck<br /> CEO of TalentSpring, Inc.</p>
</td>
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<p style="text-align: center;"> </p>
<p>We also have videos that illustrate various aspects of Semantic search for recruiting.</p>
<p>Video #1:</p>
<p>
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<br /> <br /> <br /> Video #2:<br /> 
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    <feedburner:origLink>http://bryanstarbuck.typepad.com/bryan_starbuck/2010/10/semantic-search-for-recruiting-whitepaper.html</feedburner:origLink></entry>
    <entry>
        <title>Is a Pitch Deck a better way to plan launching a company than a Business Plan?</title>
        <link rel="alternate" type="text/html" href="http://feedproxy.google.com/~r/BryanStarbuck/~3/dZogS2OueNw/is-a-pitch-deck-a-better-way-to-plan-launching-a-company-than-a-business-plan.html" />
        <link rel="replies" type="text/html" href="http://bryanstarbuck.typepad.com/bryan_starbuck/2010/03/is-a-pitch-deck-a-better-way-to-plan-launching-a-company-than-a-business-plan.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-6a00d8345182e669e20120a975c7db970b</id>
        <published>2010-03-25T07:56:50-07:00</published>
        <updated>2010-03-25T11:17:28-07:00</updated>
        <summary>I often have friends who are going to create a high tech company and they ask if they should start by writing a business plan. I get asked this often enough, that I'll post the answer here. The following are...</summary>
        <author>
            <name>Bryan Starbuck</name>
        </author>
        
        
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<div xmlns="http://www.w3.org/1999/xhtml"><p>I often have friends who are going to create a high tech company and they ask if they should start by writing a business plan.   </p><p><span style="font-size: 14px; "><span style="font-size: 13px; ">I get asked this oft</span></span><span style="font-size: 13px; "><span style="font-size: 14px; "><span style="font-size: 13px; ">en enough, that I'll post the answer here.   The following are just my opinions and they are worth what you paid for them.  :-)</span></span></span></p><p><span style="font-size: 13px; "><span style="font-size: 14px; "><span style="font-size: 13px; "><br /></span></span></span></p><p><span style="font-size: 14px; "><span style="font-size: 14px; "><span style="font-size: 13px; "><span style="font-size: small; "><strong /></span></span></span></span></p><strong><h3><span style="color: #0000bf; ">Short Answer:</span></h3></strong><p /><p /><ul>
<li style="font-size: 12px; "><span style="font-size: 14px; "><span style="font-size: 14px; "><span style="font-size: 13px; ">First time entrepreneurs have the problem of: a) wasting too much time on the wrong things in a creating a business plan, b) not talking enough to customers and other successful entrepreneurs, c) not going deep enough in the few critical areas before they shift into execution mode.</span></span></span></li>
<li><span style="font-size: 14px; "><span style="font-size: 14px; "><span style="font-size: 13px; ">Create a pitch deck first</span></span></span></li>
<li><span style="font-size: 14px; "><span style="font-size: 14px; "><span style="font-size: 13px; ">Talk to many target customers ASAP</span></span></span></li>
<li><span style="font-size: 14px; "><span style="font-size: 14px; "><span style="font-size: 13px; ">Talk to many CEOs who created successful startups in the past about your plans</span></span></span></li>
<li><span style="font-size: 14px; "><span style="font-size: 14px; "><span style="font-size: 13px; ">Do deep planning in: a) Is your market big enough, b) model a single financial transactions, c) make sure you can sell enough transactions to reach your revenue goals, d) make sure your business model is profitable</span></span></span><span style="font-size: 14px; "><span style="font-size: 13px; "><br /></span></span></li>
<li><span style="font-size: 14px; "><span style="font-size: 14px; "><span style="font-size: 13px; ">Create 3-year Projected Financials to make sure the math works.  Your individual financial transactions, cost structure, and everything else coming to be a big enough business with enough profit margin.</span></span></span></li>
</ul>
<p>New entrepreneurs can be surprised that 3 months goes by before they can finish a real business plan.  The problem is that people who do this are often spending 99% of their time planning in their own head, without talking to other people.</p><p>If you wrote a business plan nobody would ever take the time to read it (it would be 40+ pages).   The pitch deck is the forum where other people can give you feedback.</p><p /><p><strong /></p><strong><h3><span style="color: #0000bf; ">Pitch Deck is the big picture:</span></h3></strong><p /><p>Creating the pitch deck first, will be the fastest way to find if a problem exists that makes your company inviable -- so you can go back to the innovation blackboard.</p><p><span style="line-height: 17px; font-size: 14px; ">The pitch deck will give you a full plan at the 100,000 foot level.  It will also require you to go deep in areas that are critical:</span></p><p style="font-size: 14px; "><span style="line-height: 16px; font-size: 13px; ">a) Market Size:  Is your market big enough,</span></p><p style="font-size: 14px; "><span style="line-height: 16px; font-size: 13px; ">b) The Transaction:   model a single financial transactions, </span></p><p style="font-size: 14px; "><span style="line-height: 16px; font-size: 13px; ">c) 3-year Projected Financials:  make sure you can sell enough transactions to reach your revenue goals, </span></p><p style="font-size: 14px; "><span style="line-height: 16px; font-size: 13px; ">d) Make sure your business model is profitable</span></p><p /><p /><p><strong /></p><strong><h3 style="display: inline !important; "><span style="color: #0000bf; ">Talk to Target Customers ASAP:</span></h3></strong><br /><p /><p /><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; ">I recommend finding 10 exact target customers and then getting their feedback (with the pitch deck of course).</p><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; ">Mistake #1:  Founders often talk to a friend who works in that industry, and not the exact target customer.  For example: the company plans to sell to Directors of Online Marketing of mid-market companies (2,500 to 30,000 employees).   The founder's friend's friend is a marketing manager in a 10,000 person company.   The founder talks to this marketing manager, which is the mistake.  The founder should take time to get to the "Director of Online Marketing".  They may get directed to the "Director of Marketing", but they should spend the time to make sure they talk to the person responsible to the Online side of "Director of Online Marketing".</p><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; ">People who are exact matches will give different feedback.</p><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; ">Founders naturally ask, "Do you think this idea is good" -- which is the wrong question.  The response is often "Yes" with an implied "I think it is great that you will create a little something-something to make my life a little easier -- but I'm not thinking if I would cut other purchases to actually spend money on this".</p><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; ">The question should instead by "Would you pay $199/month for this service today?  Who makes that purchase decision?  Would you buy now, or have to wait for a budget cycle?  Are there other things in your budget that you would CUT in order to buy this.  Who would need to sign off, to make the purchase final?   What features would be required before you would purchase?"</p><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; ">I think every entrepreneur has amazing surprises at this stage.</p><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; " /><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; ">Some people say to not talk to the customer.  They think a customer in the 1890s would say  "I want a horse that goes 100mph" instead of "I want a car, which is something that doesn't exist yet".</p><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; ">This isn't a problem:</p><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; " /><ul>
<li>Your customers don't do the innovation.  ("I want a car.  It doesn't exist yet, but I know I want it")</li>
<li>You focus on validating their needs.  "Do you feel you waste too much time in travel?"  "Do you not make a trip because the travel time is too long?" </li>
<li>After you innovate and create the idea, then you can validate it with customers.  Remember to focus back on what is their core problem and is it being solved.    "If you could travel at 30mph instead of 7mph, would you spend $3,000?"</li>
</ul>
<p /><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; " /><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; " /><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; "><strong /></p><strong><h3><span style="color: #0000bf; ">Talk to formerly successful startup CEOs ASAP:</span></h3></strong><p /><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; ">I highly recommend talking to CEOs who created a company from scratch and had success with it (IPO, acquired, reaching $10m+ in sales, etc.).   You often want people who have had to raise $5m+ in capital along the way.</p><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; " /><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; ">They will give you a large category of feedback that you won't get elsewhere.</p><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; " /><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; ">The kind of feedback you will get will often come in this form, "You think you will get data to run your product by method x.  I think you won't get the data you need unless you do a business development deal with company Y.  I think they will never do a deal with you because your fundamental value is changing the marketing in direction Z which fundamentally attacks their business model around owning asset A.  Let's talk back and forth about the deeper details in this area". </p><p>Or their feedback may be, "You think you can build this business after raising $3m in capital.  I think you couldn't build this business unless you raise $9m in capital because of these reasons.  And the normal funding sources won't fund you because of reason X.  You would probably have to go to source Y for the funding you need.".</p><p /><p /><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; ">You will get feedback from this group that you just won't get from customers, non-executives, non-entrepreneurs, etc.</p><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; " /><p /><p /><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; " /><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; "><strong /></p><strong><h3><span style="color: #0000bf; ">You will have "Founder-itis": <span style="font-weight: normal; ">(Your are too close to your business idea)</span></span></h3></strong><p /><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; ">All entrepreneurs have founders-itis.  Their innovation abilities lead them to a break through.  They always have to sell the cool-aid to get people to see a market changing to depend on a product that hasn't existed in the past.</p><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; ">Founders then always start by falling in love with HOW they have solved the problem.   Their passion is often now 90% on HOW they solve the problem and not WHAT problem is solved.</p><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; ">This can lead to:</p><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; ">a) They are solving something that isn't very important to the buyer (who needs to part with their money in order to buy)</p><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; ">b) They get too stuck on HOW they solve the problem.  They aren't open to having the problem solved other ways.</p><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; " /><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; ">The fix is to...TALK to customers and startup CEOs.   Many of them and ASAP.</p><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; " /><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; " /><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; " /><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; " /><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; " /><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; " /><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; " /><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; "><strong /></p><strong><h3><span style="color: #0000bf; ">"Don't plan, just build it" -- is Wrong:</span></h3></strong><p /><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; ">Some people in the startup community say, "Don't plan at all.  Just build and get it into the market".</p><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; ">I think this is a bad trend (the kind that creates bubbles).  I think it can also lead to people 18-months or 2-years later finding out the market is too small, it can't turn profitable, the customer-acquisition-cost can never be lower than the sales price, or the customers don't care enough to part with money.</p><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; " /><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; ">There is a category of company that is the exception:  That is an idea so crazy that it can't be tested until it is in the market.  I think TWITTER is an example of this.  I can't think of many companies that fall into this category.</p><p /><p /><p /><p /><p /><p /><p /><p /><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; " /><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; " /><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; " /><p /><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; "><strong /></p><strong><h3><span style="color: #0000bf; ">Do your planning in areas that you HATE:</span></h3></strong><p /><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; ">Most entrepreneurs avoid creating certain pitch deck slides (or sections of the business plan), specifically the ones that they hate.</p><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; " /><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; ">These are the most important to create and validate.  This often focuses on the areas that the entrepreneur has not yet mastered in their business career.</p><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; ">For some people, this is corporate finance and 3-year projected financials.  For many people in internet companies, understanding how channel is important (separate from marketing and sales) is a challenge.</p><p /><p /><p /><p /><p /><p /><p /><p /><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; " /><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; "><strong /></p><strong><h3><span style="color: #0000bf; ">Plan the Work, then Work the Plan:  <span style="font-weight: normal;">(Operating plan instead of Business Plan)</span></span></h3></strong><p /><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; ">People often say, "Create the plan, and then work the plan".   The goal is to look 10 steps ahead instead of running your business looking 1 step ahead.</p><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; ">The pitch deck should give the long-term view ahead (or it wasn't done correctly), but only at a high level.</p><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; ">I think entrepreneur's want to have a light-weight "operation plan" penciled out as they go into execution mode.  Many people think of their business plan solves this problem.  However, I think it focuses them to spend too much time in the wrong areas, and not focusing on excellent planning for execution (which is their goal here).</p><p /><p><strong /></p><strong><h3 style="display: inline !important; "><span style="color: #0000bf; ">Projected Financials:</span></h3></strong><br /><p /><p /><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; ">Entrepreneur Organization did an informal survey and ~70% of entrepreneurs don't have a natural ability to view their business clearly in corporate finance terms (balance sheet, cash flow, income statement, operating metrics rolling up to corporate finance objectives, etc.).   </p><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; ">Whether people are good at it or not, creating projected financials can flush out fundamental and unfix-able problems early.</p><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; ">I recommend spending $150/hr on a rent-a-CFO for 6 hours if that is what it takes to get 3-year projected financials that validates a rock solid business model (and a plan to operate against).   I like running a very lean low-burn rate company for the first year.  Spending money here is often worth it (even when trying to pinch every penny).</p><p /><p /><p /><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; "><strong /></p><strong><h3><span style="color: #0000bf; ">A Bonus Trick: <span style="font-weight: normal; "> (the trade show)</span></span></h3></strong><p /><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; ">This is a trick I wish I would have learned earlier.   GO TO TRADESHOWS that include your target competitors and target customers.</p><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; " /><ul>
<li>You can get access to more of your exact target customer -- talk to them</li>
<li>You can learn about competitors and details about what they know</li>
<li>You can find and talk with the rare industry leaders.  The people who know nuanced trends on where the industry is going from a fundamental point of view.</li>
</ul>
<p /><p /><p>I'm a fan of pinching pennies at the early stage of creating a company.  But this is often penny-wise, pound foolish to save money here.</p><p /><p /><p /><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; " /><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; " /><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; " /><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; " /><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; "><strong /></p><strong><h3><span style="color: #0000bf; ">Pitch Deck Template:</span></h3></strong><p /><p /><p /><p /><p /><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; ">I've seen several pitch deck templates.  I highly recommend the Alliance of Angel's pitch deck template.  </p><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; ">I recommend sticking strictly to their format.  People often deviate for two reasons: </p><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; ">a) they hate a topic and they cut it out or only partially-cover it,  (and this is actually a real problem for their company)<br />b) They generate a 20 to 30+ slides instead of keeping to a short 10-15 slides.   They just aren't pressured to keep it short (until it becomes a problem later when they show it to other people).</p><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; " /><p /><p /><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; " /><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; "><strong /></p><strong><h3><span style="color: #0000bf; ">Most people recommend a Pitch Deck over a Business Plan:</span></h3></strong><p /><p /><p /><p /><p /><p>Many other people have wrote about this topic and have great detail in related areas:</p><p style="margin-top: 11px; margin-right: 0px; margin-bottom: 11px; margin-left: 0px; " /><ul>
<li><a href="http://upstartadvisors.wordpress.com/2009/04/18/focus-on-your-pitch-deck-not-a-word-doc/">http://upstartadvisors.wordpress.com/2009/04/18/focus-on-your-pitch-deck-not-a-word-doc/</a></li>
<li><a href="http://timwolters.blogspot.com/2009/03/first-things-first-creating-pitch-deck.html">http://timwolters.blogspot.com/2009/03/first-things-first-creating-pitch-deck.html</a></li>
<li><a href="http://timwolters.blogspot.com/2009/03/first-things-first-creating-pitch-deck.html" /><a href="http://www.linkedin.com/answers/startups-small-businesses/business-plans/STR_BPL/635790-15318179">http://www.linkedin.com/answers/startups-small-businesses/business-plans/STR_BPL/635790-15318179</a></li>
<li><a href="http://www.linkedin.com/answers/startups-small-businesses/business-plans/STR_BPL/635790-15318179" /><a href="http://kipmcc.wordpress.com/2009/08/01/combined-vc-pitch-deck-examples-discus/">http://kipmcc.wordpress.com/2009/08/01/combined-vc-pitch-deck-examples-discus/</a></li>
</ul>
<ul>
<li><a href="http://jonbischke.com/2009/11/08/raising-capital-the-50-or-so-things-you-should-read-first/">http://jonbischke.com/2009/11/08/raising-capital-the-50-or-so-things-you-should-read-first/</a><br /><a href="http://kipmcc.wordpress.com/2009/08/01/combined-vc-pitch-deck-examples-discus/" /></li>
<li><a href="http://jonbischke.com/2009/11/08/raising-capital-the-50-or-so-things-you-should-read-first/" /><a href="http://ventureblog.com/articles/2008/01/pitching_a_vc_the_basics_revisited.php">http://ventureblog.com/articles/2008/01/pitching_a_vc_the_basics_revisited.php</a><a href="http://learnvc.com/topics/business-plans/">http://learnvc.com/topics/business-plans/</a></li>
</ul>
<p /><p>I'd love to see your opinions in the comments.</p><p /><p /></div>
</content>



    <feedburner:origLink>http://bryanstarbuck.typepad.com/bryan_starbuck/2010/03/is-a-pitch-deck-a-better-way-to-plan-launching-a-company-than-a-business-plan.html</feedburner:origLink></entry>
    <entry>
        <title>7 Fatal Mistakes of SaaS sales</title>
        <link rel="alternate" type="text/html" href="http://feedproxy.google.com/~r/BryanStarbuck/~3/nbDRRt_upTA/7-fatal-mistakes-of-saas-sales.html" />
        <link rel="replies" type="text/html" href="http://bryanstarbuck.typepad.com/bryan_starbuck/2009/12/7-fatal-mistakes-of-saas-sales.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-6a00d8345182e669e20128760fa164970c</id>
        <published>2009-12-04T05:53:22-08:00</published>
        <updated>2009-12-04T05:53:22-08:00</updated>
        <summary>7 Fatal Sales Mistakes CEOs and VP Sales Make -</summary>
        <author>
            <name>Bryan Starbuck</name>
        </author>
        
        
<content type="xhtml" xml:lang="en-US" xml:base="http://bryanstarbuck.typepad.com/bryan_starbuck/">
<div xmlns="http://www.w3.org/1999/xhtml"><p />

<br />
<object data="http://viewer.docstoc.com/v2/" height="550" id="_ds_18449718" name="_ds_18449718" type="application/x-shockwave-flash" width="670"><param name="FlashVars" value="doc_id=18449718&amp;mem_id=113349&amp;doc_type=ppt&amp;fullscreen=0&amp;allowdownload=1&amp;showrelated=0&amp;showotherdocs=0" /><param name="movie" value="http://viewer.docstoc.com/v2/" /><param name="allowScriptAccess" value="always" /><param name="allowFullScreen" value="true" /></object><br /><font size="1"><a href="http://www.docstoc.com/docs/18449718/7-Fatal-Sales-Mistakes-CEOs-and-VP-Sales-Make">7 Fatal Sales Mistakes CEOs and VP Sales Make</a> - </font></div>
</content>



    <feedburner:origLink>http://bryanstarbuck.typepad.com/bryan_starbuck/2009/12/7-fatal-mistakes-of-saas-sales.html</feedburner:origLink></entry>
    <entry>
        <title>Avro -- Format for scaled out data on massively parallelized systems (Hadoop)</title>
        <link rel="alternate" type="text/html" href="http://feedproxy.google.com/~r/BryanStarbuck/~3/MJAP9pSNKlQ/avro-format-for-scaled-out-data-on-massively-parallelized-systems-hadoop.html" />
        <link rel="replies" type="text/html" href="http://bryanstarbuck.typepad.com/bryan_starbuck/2009/11/avro-format-for-scaled-out-data-on-massively-parallelized-systems-hadoop.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-6a00d8345182e669e20120a64d8b0a970b</id>
        <published>2009-11-02T21:44:06-08:00</published>
        <updated>2009-11-02T21:44:06-08:00</updated>
        <summary>Avro -- format for scaled out data on massively parallelized systems (Hadoop) This blog post is interesting covering Avro.</summary>
        <author>
            <name>Bryan Starbuck</name>
        </author>
        
        
<content type="xhtml" xml:lang="en-US" xml:base="http://bryanstarbuck.typepad.com/bryan_starbuck/">
<div xmlns="http://www.w3.org/1999/xhtml"><p>Avro -- format for scaled out data on massively parallelized systems (Hadoop)<br /></p><p><br /></p><p>This blog post is interesting covering <a href="http://www.cloudera.com/blog/2009/11/02/avro-a-format-for-big-data/">Avro</a>.</p></div>
</content>



    <feedburner:origLink>http://bryanstarbuck.typepad.com/bryan_starbuck/2009/11/avro-format-for-scaled-out-data-on-massively-parallelized-systems-hadoop.html</feedburner:origLink></entry>
    <entry>
        <title>Phone Sales Strategies for new Startups</title>
        <link rel="alternate" type="text/html" href="http://feedproxy.google.com/~r/BryanStarbuck/~3/Jwi06kgH4BQ/phone-sales-strategies-for-new-startups.html" />
        <link rel="replies" type="text/html" href="http://bryanstarbuck.typepad.com/bryan_starbuck/2009/10/phone-sales-strategies-for-new-startups.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-6a00d8345182e669e20120a6307126970c</id>
        <published>2009-10-11T14:07:59-07:00</published>
        <updated>2010-02-05T20:51:33-08:00</updated>
        <summary>Seattle Tech Startups is a local group that helps advise new startups on how to get started. I gave a beginner talk there recently for the earliest stage companies. This was specific to phone sales, known as "inside sales". My...</summary>
        <author>
            <name>Bryan Starbuck</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Seattle" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Startups" />
        <category scheme="http://www.sixapart.com/ns/types#category" term="Web/Tech" />
        
        
<content type="html" xml:lang="en-US" xml:base="http://bryanstarbuck.typepad.com/bryan_starbuck/">
&lt;div xmlns="http://www.w3.org/1999/xhtml"&gt;&lt;p&gt;&lt;a href="http://seattletechstartups.com/"&gt;Seattle Tech Startups&lt;/a&gt; is a local group that helps advise new startups on how to get started. &amp;nbsp;I gave a beginner talk there recently for the earliest stage companies. &amp;nbsp;This was specific to phone sales, known as "inside sales".&lt;/p&gt;

&lt;p&gt;My talk was on:&lt;/p&gt;

&lt;p&gt;&lt;/p&gt;

&lt;ul&gt;
&lt;li&gt;Is&amp;nbsp;the best sales strategy for your specific company&amp;nbsp;a) phone sales or b) eCommerce&lt;/li&gt;
&lt;li&gt;How to build out phone sales in a newly founded company&lt;/li&gt;
&lt;li&gt;How to manage long-term growth in an inside sales company&lt;/li&gt;
&lt;/ul&gt;
&lt;p&gt;&lt;/p&gt;

&lt;p&gt;&lt;/p&gt;

&lt;p&gt;Here are the slides for the talk:&lt;/p&gt;
&lt;p id="__ss_2193502" style="width:425px;text-align:left"&gt;&lt;a href="http://www.slideshare.net/BryanStarbuck/phone-sales-inside-sales-for-startups" style="font:14px Helvetica,Arial,Sans-serif;display:block;margin:12px 0 3px 0;text-decoration:underline;" title="Phone sales / Inside Sales for Startups"&gt;Phone sales / Inside Sales for Startups&lt;/a&gt;&lt;object height="355" style="margin:0px" width="425"&gt;&lt;param name="movie" value="http://static.slidesharecdn.com/swf/ssplayer2.swf?doc=stsphonesalesbuildoutv2-091011155852-phpapp02&amp;stripped_title=phone-sales-inside-sales-for-startups"&gt;&lt;param name="allowFullScreen" value="true"&gt;&lt;param name="allowScriptAccess" value="always"&gt;&lt;embed allowfullscreen="true" allowscriptaccess="always" height="355" src="http://static.slidesharecdn.com/swf/ssplayer2.swf?doc=stsphonesalesbuildoutv2-091011155852-phpapp02&amp;stripped_title=phone-sales-inside-sales-for-startups" type="application/x-shockwave-flash" width="425"&gt;&lt;/object&gt;&lt;/p&gt;&lt;p style="font-size:11px;font-family:tahoma,arial;height:26px;padding-top:2px;"&gt;View more &lt;a href="http://www.slideshare.net/" style="text-decoration:underline;"&gt;presentations&lt;/a&gt; from &lt;a href="http://www.slideshare.net/BryanStarbuck" style="text-decoration:underline;"&gt;Bryan Starbuck&lt;/a&gt;.&lt;/p&gt;

&lt;p&gt;&lt;/p&gt;


&lt;p&gt;&lt;/p&gt;

&lt;p&gt;&lt;/p&gt;

&lt;p&gt;&lt;/p&gt;

&lt;p&gt;Here is the video for the talk: &amp;nbsp;(My talk starts 24 minutes into this video)&lt;/p&gt;

&lt;object classid="clsid:d27cdb6e-ae6d-11cf-96b8-444553540000" width="480" height="386" id="utv387040" name="utv_n_435645"&gt;&lt;param name="flashvars" value="loc=%2F&amp;amp;autoplay=false&amp;amp;vid=2308615" /&gt;&lt;param name="allowfullscreen" value="true" /&gt;&lt;param name="allowscriptaccess" value="always" /&gt;&lt;param name="src" value="http://www.ustream.tv/flash/video/2308615" /&gt;&lt;embed flashvars="loc=%2F&amp;amp;autoplay=false&amp;amp;vid=2308615" width="480" height="386" allowfullscreen="true" allowscriptaccess="always" id="utv387040" name="utv_n_435645" src="http://www.ustream.tv/flash/video/2308615" type="application/x-shockwave-flash" /&gt;&lt;/object&gt;



&lt;p&gt;&lt;a href="http://www.ustream.tv/channel/seattle-tech-startups"&gt;http://www.ustream.tv/channel/seattle-tech-startups&lt;/a&gt;&lt;/p&gt;

&lt;p&gt;&lt;/p&gt;

&lt;p&gt;There is much more information verbally in the talk than in the slides.&lt;/p&gt;

&lt;p&gt;&lt;/p&gt;

&lt;p&gt;Kabir Shahani was nice enough to also make his slides available.&lt;/p&gt;




&lt;p id="__ss_2215291" style="width:425px;text-align:left"&gt;&lt;a href="http://www.slideshare.net/BryanStarbuck/10-immutable-laws-of-sales" style="font:14px Helvetica,Arial,Sans-serif;display:block;margin:12px 0 3px 0;text-decoration:underline;" title="10 Immutable Laws Of Sales"&gt;10 Immutable Laws Of Sales&lt;/a&gt;&lt;object height="355" style="margin:0px" width="425"&gt;&lt;param name="movie" value="http://static.slidesharecdn.com/swf/ssplayer2.swf?doc=sts-10immutablelawsofsales-091014000642-phpapp02&amp;rel=0&amp;stripped_title=10-immutable-laws-of-sales"&gt;&lt;param name="allowFullScreen" value="true"&gt;&lt;param name="allowScriptAccess" value="always"&gt;&lt;embed allowfullscreen="true" allowscriptaccess="always" height="355" src="http://static.slidesharecdn.com/swf/ssplayer2.swf?doc=sts-10immutablelawsofsales-091014000642-phpapp02&amp;rel=0&amp;stripped_title=10-immutable-laws-of-sales" type="application/x-shockwave-flash" width="425"&gt;&lt;/object&gt;&lt;/p&gt;&lt;p style="font-size:11px;font-family:tahoma,arial;height:26px;padding-top:2px;"&gt;View more &lt;a href="http://www.slideshare.net/" style="text-decoration:underline;"&gt;presentations&lt;/a&gt; from &lt;a href="http://www.slideshare.net/BryanStarbuck" style="text-decoration:underline;"&gt;Bryan Starbuck&lt;/a&gt;.&lt;/p&gt;

&lt;p&gt;&lt;/p&gt;&lt;/div&gt;
</content>



    <feedburner:origLink>http://bryanstarbuck.typepad.com/bryan_starbuck/2009/10/phone-sales-strategies-for-new-startups.html</feedburner:origLink></entry>
    <entry>
        <title>Startup Monetization in the Trenches</title>
        <link rel="alternate" type="text/html" href="http://feedproxy.google.com/~r/BryanStarbuck/~3/7ZQlyJqUyto/startup-monetization-in-the-trenches.html" />
        <link rel="replies" type="text/html" href="http://bryanstarbuck.typepad.com/bryan_starbuck/2009/08/startup-monetization-in-the-trenches.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-6a00d8345182e669e20120a5653603970c</id>
        <published>2009-08-21T17:15:02-07:00</published>
        <updated>2009-08-21T17:15:02-07:00</updated>
        <summary>Tony Wright's talk on Monetization in the Trenches is too good for me not to share. Tony's blog is here: Blog Post Startup Monetization in the Trenches View more presentations from Tony Wright.</summary>
        <author>
            <name>Bryan Starbuck</name>
        </author>
        
        
<content type="xhtml" xml:lang="en-US" xml:base="http://bryanstarbuck.typepad.com/bryan_starbuck/">
<div xmlns="http://www.w3.org/1999/xhtml"><p>Tony Wright's talk on Monetization in the Trenches is too good for me not to share.</p><div>Tony's blog is here: <a href="http://www.tonywright.com/2009/software-and-making-money-presentation-slides-included/">Blog Post</a></div><br /><div>


<div id="__ss_1863581" style="width:425px;text-align:left"><a href="http://www.slideshare.net/webwright/startup-monetization-in-the-trenches" style="font:14px Helvetica,Arial,Sans-serif;display:block;margin:12px 0 3px 0;text-decoration:underline;" title="Startup Monetization in the Trenches">Startup Monetization in the Trenches</a><object height="355" style="margin:0px" width="425"><param name="movie" value="http://static.slidesharecdn.com/swf/ssplayer2.swf?doc=stspreso-090814161429-phpapp02&amp;stripped_title=startup-monetization-in-the-trenches" /><param name="allowFullScreen" value="true" /><param name="allowScriptAccess" value="always" /><embed allowfullscreen="true" allowscriptaccess="always" height="355" src="http://static.slidesharecdn.com/swf/ssplayer2.swf?doc=stspreso-090814161429-phpapp02&amp;stripped_title=startup-monetization-in-the-trenches" type="application/x-shockwave-flash" width="425" /></object><div style="font-size:11px;font-family:tahoma,arial;height:26px;padding-top:2px;">View more <a href="http://www.slideshare.net/" style="text-decoration:underline;">presentations</a> from <a href="http://www.slideshare.net/webwright" style="text-decoration:underline;">Tony Wright</a>.</div></div></div></div>
</content>



    <feedburner:origLink>http://bryanstarbuck.typepad.com/bryan_starbuck/2009/08/startup-monetization-in-the-trenches.html</feedburner:origLink></entry>
    <entry>
        <title>The Four Steps to the Epiphany</title>
        <link rel="alternate" type="text/html" href="http://feedproxy.google.com/~r/BryanStarbuck/~3/rIFyf5yP1R4/the-four-steps-to-the-epiphany.html" />
        <link rel="replies" type="text/html" href="http://bryanstarbuck.typepad.com/bryan_starbuck/2009/06/the-four-steps-to-the-epiphany.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-68190937</id>
        <published>2009-06-16T22:10:44-07:00</published>
        <updated>2009-06-16T22:11:18-07:00</updated>
        <summary>The book "The Four Steps to the Epiphany" is a great technique when building companies to use customer feedback before launch to iterate and improve the business model from day one. Here is the talk from Steve Blank: The Four...</summary>
        <author>
            <name>Bryan Starbuck</name>
        </author>
        
        
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<div xmlns="http://www.w3.org/1999/xhtml"><p>The book "The Four Steps to the Epiphany" is a great technique when building companies to use customer feedback before launch to iterate and improve the business model from day one.</p><br /><div>Here is the talk from Steve Blank:</div><div><div> <embed allowfullscreen="true" allowscriptaccess="always" flashvars="autoplay=false" height="320" src="http://www.ustream.tv/flash/video/1450170" type="application/x-shockwave-flash" width="400" />

</div><br /><div>The Four Steps to the Epiphany book is <a href="http://www.amazon.com/Four-Steps-Epiphany-Steven-Blank/dp/0976470705">here</a>.   <a href="http://steveblank.com/">Steve Bank's blog</a> is also great.</div></div></div>
</content>



    <feedburner:origLink>http://bryanstarbuck.typepad.com/bryan_starbuck/2009/06/the-four-steps-to-the-epiphany.html</feedburner:origLink></entry>
    <entry>
        <title>Qwest Blocks ports of their Customers</title>
        <link rel="alternate" type="text/html" href="http://feedproxy.google.com/~r/BryanStarbuck/~3/QiDaldKCXlw/qwest-blocks-ports-of-their-customers.html" />
        <link rel="replies" type="text/html" href="http://bryanstarbuck.typepad.com/bryan_starbuck/2009/06/qwest-blocks-ports-of-their-customers.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-67534999</id>
        <published>2009-06-01T23:26:33-07:00</published>
        <updated>2009-06-02T08:48:30-07:00</updated>
        <summary>Our building at work uses Qwest for internet access. Qwest is now blocking some of our ports in the 9000 and 3000 range to the internet. This blocked our engineering team from using our bug tracking software, which is a...</summary>
        <author>
            <name>Bryan Starbuck</name>
        </author>
        
        
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<div xmlns="http://www.w3.org/1999/xhtml"><p>Our building at work uses Qwest for internet access. Qwest is now blocking some of our ports in the 9000 and 3000 range to the internet. 

</p><p>This blocked our engineering team from using our bug tracking software, which is a real pain. 
</p><p>I wish ISPs would have to publish when they block their customer's traffic before the customers buy, so customers can instead purchase a competing ISP service that doesn't block traffic.</p></div>
</content>



    <feedburner:origLink>http://bryanstarbuck.typepad.com/bryan_starbuck/2009/06/qwest-blocks-ports-of-their-customers.html</feedburner:origLink></entry>
    <entry>
        <title>Brilliant Website Design Philosophies</title>
        <link rel="alternate" type="text/html" href="http://feedproxy.google.com/~r/BryanStarbuck/~3/XjaPZqrKhTg/brilliant-website-design-philosophies.html" />
        <link rel="replies" type="text/html" href="http://bryanstarbuck.typepad.com/bryan_starbuck/2009/04/brilliant-website-design-philosophies.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-65133393</id>
        <published>2009-04-06T08:07:55-07:00</published>
        <updated>2009-04-06T08:21:44-07:00</updated>
        <summary>I'm passionate about the process of product design for website based products. Many or most of today's mass market products and services are now web based: Online banking, online shopping, as well as many used in the work place. Smashing...</summary>
        <author>
            <name>Bryan Starbuck</name>
        </author>
        
        
<content type="xhtml" xml:lang="en-US" xml:base="http://bryanstarbuck.typepad.com/bryan_starbuck/">
<div xmlns="http://www.w3.org/1999/xhtml"><div>I'm passionate about the process of product design for website based products.   Many or most of today's mass market products and services are now web based: Online banking, online shopping, as well as many used in the work place.<span class="Apple-tab-span" style="white-space:pre">	</span></div><br /><div>Smashing Magazine has a great blog post <a href="http://www.smashingmagazine.com/2009/04/06/design-to-sell-12-tips-to-help-your-website-convert/">here</a> that lists philosophies in designing these kinds of web sites.</div><p><br /><a href="https://www.legacylocker.com/">Legacy Locker</a> is an example of great web design:<br />


<a href="https://www.legacylocker.com/"><img alt="" src="http://i76.photobucket.com/albums/j33/BryanStarbuck/temp-31.jpg" /></a></p></div>
</content>



    <feedburner:origLink>http://bryanstarbuck.typepad.com/bryan_starbuck/2009/04/brilliant-website-design-philosophies.html</feedburner:origLink></entry>
    <entry>
        <title>Zappos CEO's guide to Company Growth &amp; Happiness</title>
        <link rel="alternate" type="text/html" href="http://feedproxy.google.com/~r/BryanStarbuck/~3/0n-OEQvTMHw/zappos-ceos-guide-to-company-growth-happiness.html" />
        <link rel="replies" type="text/html" href="http://bryanstarbuck.typepad.com/bryan_starbuck/2009/03/zappos-ceos-guide-to-company-growth-happiness.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-64785601</id>
        <published>2009-03-28T15:14:38-07:00</published>
        <updated>2009-03-28T15:14:38-07:00</updated>
        <summary>I'm in a life long persuit of building and refining my philosophies in life. This includes for my personal life and professionally (building companies, building products, success for customers, etc.). Tony Hsieh, the CEO of Zappos has his presentation below...</summary>
        <author>
            <name>Bryan Starbuck</name>
        </author>
        
        
<content type="xhtml" xml:lang="en-US" xml:base="http://bryanstarbuck.typepad.com/bryan_starbuck/">
<div xmlns="http://www.w3.org/1999/xhtml"><p>I'm in a life long persuit of building and refining my philosophies in life.  This includes for my personal life and professionally (building companies, building products, success for customers, etc.).</p><div>Tony Hsieh, the CEO of Zappos has his presentation below on his philosophy.  He has wonderful ideas so I'm sharing them below...</div>

<div id="__ss_1211663" style="width:425px;text-align:left"><a href="http://www.slideshare.net/zappos/zappos-startup2startup-032609?type=presentation" style="font:14px Helvetica,Arial,Sans-serif;display:block;margin:12px 0 3px 0;text-decoration:underline;" title="Zappos - Startup2Startup - 03-26-09">Zappos - Startup2Startup - 03-26-09</a><object height="355" style="margin:0px" width="425"><param name="movie" value="http://static.slidesharecdn.com/swf/ssplayer2.swf?doc=zappos-startup2startup-03-26-09-090327130434-phpapp01&amp;stripped_title=zappos-startup2startup-032609" /><param name="allowFullScreen" value="true" /><param name="allowScriptAccess" value="always" /><embed allowfullscreen="true" allowscriptaccess="always" height="355" src="http://static.slidesharecdn.com/swf/ssplayer2.swf?doc=zappos-startup2startup-03-26-09-090327130434-phpapp01&amp;stripped_title=zappos-startup2startup-032609" type="application/x-shockwave-flash" width="425" /></object><div style="font-size:11px;font-family:tahoma,arial;height:26px;padding-top:2px;">View more <a href="http://www.slideshare.net/" style="text-decoration:underline;">presentations</a> from <a href="http://www.slideshare.net/zappos" style="text-decoration:underline;">zappos</a>.</div></div></div>
</content>



    <feedburner:origLink>http://bryanstarbuck.typepad.com/bryan_starbuck/2009/03/zappos-ceos-guide-to-company-growth-happiness.html</feedburner:origLink></entry>
    <entry>
        <title>Notes from AngelConf</title>
        <link rel="alternate" type="text/html" href="http://feedproxy.google.com/~r/BryanStarbuck/~3/NPR0iDZ_coI/notes-from-angelconf.html" />
        <link rel="replies" type="text/html" href="http://bryanstarbuck.typepad.com/bryan_starbuck/2009/03/notes-from-angelconf.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-64614591</id>
        <published>2009-03-25T07:40:42-07:00</published>
        <updated>2009-03-25T07:40:42-07:00</updated>
        <summary>Steve Poland's blog post covering AngelConf was good enough that I wanted to post it here. My apologies for any typos, etc. These are some blurbs I made notes of from the AngelConf conference put on by Paul Graham of...</summary>
        <author>
            <name>Bryan Starbuck</name>
        </author>
        
        
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<div xmlns="http://www.w3.org/1999/xhtml"><div><a href="http://blog.stevepoland.com/">Steve Poland</a>'s <a href="http://blog.stevepoland.com/angelconf-my-notes-from-angel-investing-conference/">blog post</a> covering AngelConf was good enough that I wanted to post it here.</div><br /><div><div>My apologies for any typos, etc. These are some blurbs I made notes of from the <a href="http://angelconf.org/">AngelConf</a> conference put on by Paul Graham of Y Combinator. </div><br /><div><div><span style="font-weight: bold;">Ron Conway</span></div><div><ul>
<li>“have to have a portfolio, to have hits”</li>
<li>“it’s not fun; it’s hugely interesting to talk to entrepreneurs who literally in front of you are telling you the future”.</li>
<li>“spend 25% of my time in philanthropy”</li>
<li>Need to be very dedicated to angel investing.</li>
<li>Don’t invest in someone you don’t really like; life is too short. Have personal chemistry.</li>
<li>You have to have value to add; you won’t get into the great deals [they have allocation problems; you have to fight your way in].</li>
<li>Be patient;</li>
<li>I recommend investing in a bunch of companies. [he invests 50k-100k]</li>
<li>10k-25k to get your feet wet.</li>
<li>1/3 of them will go out of business. Failure is part of learning process.</li>
<li>Pick a sector you like; I like sectors that are Internet and have massive growth. Invest in several companies in that sector.</li>
<li>Great deal flow (respect for entrepreneurs to get the access) and due diligence = great portfolio.</li>
<li>Build a referral network of entrepreneurs that you can invest in with, etc.</li>
<li>Reputation is very important – screw 1 entrepreneur, you’re screwed.</li>
<li>As lead angel, you need to take the entrepreneur to Sand Hill Road and you help them get funded.</li>
</ul>
</div><div><span style="font-weight: bold;">Dave McClure</span></div><div><ul>
<li>13 deals personally in 4 years.</li>
<li>Plan to screw up the first 10 investments.</li>
<li>If goal is making money, this isn’t your thing.</li>
<li>How does an entrepreneur define success</li>
</ul>
</div><div><span style="font-weight: bold;">Paul Bucheit</span></div><div><ul>
<li>No signing of an NDA; if an entrepreneur requests one, they probably don’t have a clue.</li>
<li>Assume the money you invest is gone; it’s like lottery tickets.</li>
</ul>
</div><div><span style="font-weight: bold;">Andrea Zurich</span></div><div><ul>
<li>SGVentures</li>
<li>Do I like the product? Would I be proud to speak about it at thanksgiving or to my parents?</li>
<li>Can you explain it quickly?</li>
</ul>
</div><div><span style="font-weight: bold;">Page Mailliard</span> [Page Mailliard is a partner at Wilson Sonsini Goodrich &amp; Rosati, where she specializes in corporate, securities, and venture capital law.]</div><div><ul>
<li>Who are clients? Do they have contracts with them?</li>
<li>Is there a provision on change of control they can terminate?</li>
</ul>
</div><div><span style="font-weight: bold;">Paul Graham</span></div><div><ul>
<li>You buy either stock [shares like preferred stock] or convertible debt; either works; don’t worry about it.</li>
<li>Pick the right startups. When they talk about you, it’ll be, “He invested in Google!”</li>
<li>You care about valuation and amount of money you put in. </li>
<li>Dilution occurs next.</li>
<li>Invest 10k – 2mm; how much? If startup raising 1mm, 50k is OK – 10k isn’t worth the work for them.</li>
<li>Valuation – no rational way; no answer.</li>
<li>If the idea doesn’t seem a bit crazy, then you’re probably too late to the deal. It’s ok for it to be a bit crazy.</li>
</ul>
</div><div><span style="font-weight: bold;">Naval Ravikant</span></div><div><ul>
<li>Need tons of deal flow</li>
<li>Use time efficiently; yours, the entrepreneurs.</li>
<li>Deals from social friends;</li>
<li>High quality deals come from other angels [they are putting their money in it].</li>
<li>Don’t forward deals to other investors unless you’re investing in it.</li>
<li>What’s your brand as an angel? [I’m the VentureHacks guy; I’m of Y Combinator]</li>
<li>2-3 founders.</li>
<li>Don’t take board seats – waste of time.</li>
<li>Very risky business</li>
</ul>
</div><div><span style="font-weight: bold;">Michael Dearing</span></div><div><ul>
<li>Orbiting the giant hairball – book.</li>
</ul>
</div><div><span style="font-weight: bold;">Mike Maples Jr.</span></div><div><ul>
<li>#12 – minimum number for statistical diversification.</li>
<li>Met with 100 investors in 100 days</li>
<li>$25k per quarter; 1 deal per quarter.</li>
<li>Lived in Austin; moved to valley 4 years ago.</li>
<li>If the startup cant be one of the big billion dollar businesses, not worthy of your time. We want the big deals in the end, be apart of the excitement.</li>
<li>Book by ‘talo’ – ‘fooled by randomness’</li>
</ul>
</div><div><span style="font-weight: bold;">Ariel Poler</span></div><div><ul>
<li>Balance your time – might spend 1 day a week with a company at first; then every other week; now at 500 people, hardly ever.</li>
<li>Once a quarter, organize a lunch for 4-5 entrepreneurs; choose a topic. Get them to help one another.</li>
<li>Connecting entrepreneurs with the right people is a big piece.</li>
<li>Panel of Dave Hornik and Greg Mcadoo from Sequoia:</li>
<li>Must tell the story efficiently as an entrepreneur</li>
<li>Big business opportunity.</li>
</ul>
</div><div><span style="font-weight: bold;">Aydin Senkut</span></div><div><ul>
<li>Don’t do convertibles.</li>
<li>“how do you differentiate and add value to something?”, so that others can talk about you and recommend you.</li>
<li>You need to be a connector; you need to meet people 1on1, and that’s how you meet really great people and companies.</li>
<li>40 investments; 4 exits.</li>
</ul>
</div><div><span style="font-weight: bold;">Jeff Clavier</span></div><div><ul>
<li>32 investments in 18 months; 250k each.</li>
<li>Big weights: founders, market scale, etc. Eventually scale tips.</li>
<li>Not being sure it’s a sure shot, but taking the shot anyway.</li>
<li>74 deals in one year.</li>
<li>Don’t write the first check; don’t lead the investments as a new angel. [you need a syndicate of others that’ll join you]</li>
<li>Be content dealing with shit 24 hours a day.</li>
</ul>
</div><div><span style="font-weight: bold;">Jim Young</span></div><div><ul>
<li>Why should a good entrepreneur pick you?</li>
<li>There’s more money, than possible investments.</li>
<li>Takes less money now to do a startup.</li>
<li>Will the company benefit from your advice? [not money] If no, it’s likely a bad deal.</li>
<li>Contacts, experience, advice.</li>
<li>Only invest in things you know about, otherwise you’re a spectator buying a lottery ticket.</li>
<li>Find people to invest with.</li>
<li>“why you want to do this?”</li>
<li>You’re at bleeding edge of technologies.</li>
<li>Very very high chance you’ll never see the money back.</li>
</ul>
</div><div><span style="font-weight: bold;">Michael Arrington</span></div><div><ul>
<li>It’s “co-opetition” – they are all competitors in the crowd, but helping you to become another new competitor.</li>
<li>“More than a hobby, than a job”</li>
<li>If you enjoy doing what you do, you’ll have better access to deals, and firmer friendships with other investors.</li>
<li>Have to be nice.</li>
<li>As an angel, you’re shepherding the entrepreneur through a process.</li>
</ul>
</div><br /></div></div></div>
</content>



    <feedburner:origLink>http://bryanstarbuck.typepad.com/bryan_starbuck/2009/03/notes-from-angelconf.html</feedburner:origLink></entry>
    <entry>
        <title>Recruiting is my passion</title>
        <link rel="alternate" type="text/html" href="http://feedproxy.google.com/~r/BryanStarbuck/~3/Crn35Nk6Hvs/recruiting-is-my-passion.html" />
        <link rel="replies" type="text/html" href="http://bryanstarbuck.typepad.com/bryan_starbuck/2009/03/recruiting-is-my-passion.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-64294187</id>
        <published>2009-03-17T20:47:00-07:00</published>
        <updated>2009-06-18T20:27:48-07:00</updated>
        <summary>Anyone who knows me, knows that my passion is in recruiting. I have a separate blog where I cover my work in recruiting or work my company does. That blog is: blog.TalentSpring.com Here is a good overview of our work...</summary>
        <author>
            <name>Bryan Starbuck</name>
        </author>
        
        
<content type="xhtml" xml:lang="en-US" xml:base="http://bryanstarbuck.typepad.com/bryan_starbuck/">
<div xmlns="http://www.w3.org/1999/xhtml"><p>Anyone who knows me, knows that my passion is in recruiting. I have a separate blog where I cover my work in recruiting or work my company does.</p><div><br /><div>That blog is: <a href="http://blog.TalentSpring.com">blog.TalentSpring.com</a></div><br /><br />Here is a good overview of our work at TalentSpring:</div><div><br />

<img src="http://i76.photobucket.com/albums/j33/BryanStarbuck/temp-35.jpg" />



<br /><div>-Bryan</div>


</div></div>
</content>



    <feedburner:origLink>http://bryanstarbuck.typepad.com/bryan_starbuck/2009/03/recruiting-is-my-passion.html</feedburner:origLink></entry>
    <entry>
        <title>Video on Economic Collapse root causes</title>
        <link rel="alternate" type="text/html" href="http://feedproxy.google.com/~r/BryanStarbuck/~3/eM9AXfMbcHo/video-on-economic-collapse-root-causes.html" />
        <link rel="replies" type="text/html" href="http://bryanstarbuck.typepad.com/bryan_starbuck/2009/03/video-on-economic-collapse-root-causes.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-63686885</id>
        <published>2009-03-05T08:16:39-08:00</published>
        <updated>2009-03-05T08:16:39-08:00</updated>
        <summary>Here is a good video on the root causes in the economic collapse. Details here on CDOs an Credit Default Swaps. The Crisis of Credit Visualized from Jonathan Jarvis on Vimeo.</summary>
        <author>
            <name>Bryan Starbuck</name>
        </author>
        
        
<content type="xhtml" xml:lang="en-US" xml:base="http://bryanstarbuck.typepad.com/bryan_starbuck/">
<div xmlns="http://www.w3.org/1999/xhtml"><p>Here is a good video on the root causes in the economic collapse.   Details here on <a href="http://en.wikipedia.org/wiki/Collateralized_debt_obligation">CDOs</a> an <a href="http://en.wikipedia.org/wiki/Credit_default_swap">Credit Default Swaps</a>.</p><br /><div>

<object height="360" width="640"><param name="allowfullscreen" value="true" /><param name="allowscriptaccess" value="always" /><param name="movie" value="http://vimeo.com/moogaloop.swf?clip_id=3261363&amp;server=vimeo.com&amp;show_title=1&amp;show_byline=1&amp;show_portrait=0&amp;color=00ADEF&amp;fullscreen=1" /><embed allowfullscreen="true" allowscriptaccess="always" height="360" src="http://vimeo.com/moogaloop.swf?clip_id=3261363&amp;server=vimeo.com&amp;show_title=1&amp;show_byline=1&amp;show_portrait=0&amp;color=00ADEF&amp;fullscreen=1" type="application/x-shockwave-flash" width="640" /></object><br /><a href="http://vimeo.com/3261363">The Crisis of Credit Visualized</a> from <a href="http://vimeo.com/jonathanjarvis">Jonathan Jarvis</a> on <a href="http://vimeo.com">Vimeo</a>.</div></div>
</content>



    <feedburner:origLink>http://bryanstarbuck.typepad.com/bryan_starbuck/2009/03/video-on-economic-collapse-root-causes.html</feedburner:origLink></entry>
    <entry>
        <title>Microsoft video paints a picture of the future</title>
        <link rel="alternate" type="text/html" href="http://feedproxy.google.com/~r/BryanStarbuck/~3/3opxJetl7h4/microsoft-video-paints-a-picture-of-the-future.html" />
        <link rel="replies" type="text/html" href="http://bryanstarbuck.typepad.com/bryan_starbuck/2009/03/microsoft-video-paints-a-picture-of-the-future.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-63489367</id>
        <published>2009-03-01T05:40:46-08:00</published>
        <updated>2009-03-01T06:24:11-08:00</updated>
        <summary>This video is definitely worth watching. One thing Microsoft can do very well is pull in the future directions across all of the product teams, and paint a picture of what is likely to happen in 2019. Here are a...</summary>
        <author>
            <name>Bryan Starbuck</name>
        </author>
        
        
<content type="html" xml:lang="en-US" xml:base="http://bryanstarbuck.typepad.com/bryan_starbuck/">
&lt;div xmlns="http://www.w3.org/1999/xhtml"&gt;&lt;p&gt;This video is definitely worth watching.&lt;/p&gt;&lt;br&gt;&lt;div&gt;One thing Microsoft can do very well is pull in the future directions across all of the product teams, and paint a picture of what is likely to happen in 2019.&lt;br&gt;&lt;br&gt;&lt;br&gt;


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&lt;/div&gt;&lt;br&gt;&lt;div&gt;Here are a few points worth calling out:&lt;/div&gt;&lt;div&gt;&lt;ul&gt;
&lt;li&gt;Your cell phone (or mobile device) could be your "key".  It doesn't have to carry all of your information, but merely "unlock" your information.&lt;/li&gt;
&lt;li&gt;You could walk up to a "surfaces" (walls in a room, computer screens, etc.) that can act as a computer monitor&lt;/li&gt;
&lt;li&gt;Your mobile device would take over the screen and "unlock" your private information to be viewable there, until you walk away.&lt;/li&gt;
&lt;li&gt;This prevents having to sign-in, transfer information around, and allows the benefit of large viewing areas.&lt;/li&gt;
&lt;li&gt;Having all of your photos, email, news updates, and everything else available anywhere within 2 seconds would be nice.  All of it tailored specifically for you. &lt;/li&gt;
&lt;li&gt;Geeks worldwide (myself included) have always been fascinated by a StarTrek type of teleporter.  The power to interact with new places can feed the imagination.&lt;/li&gt;
&lt;li&gt;The use of large wall sized monitors with video cameras can enable remote conferencing that could feel like a teleporter.  A school kid in Atlanta Georgia can talk to someone in Osaka Japan and feel like they are 10 feet away.&lt;/li&gt;
&lt;/ul&gt;
&lt;br&gt;The wonderful thing is that all it takes to make this a reality is writing more software.  (And moderate hardware refinements)&lt;/div&gt;&lt;br&gt;&lt;div&gt;This is the area that &lt;a href="http://cloudrecruiting.net/michael-marlatt/"&gt;Michael Marlett&lt;/a&gt; loves to cover in his &lt;a href="http://cloudrecruiting.net/"&gt;Cloud Recruiting&lt;/a&gt; blog.&lt;/div&gt;&lt;/div&gt;
</content>



    <feedburner:origLink>http://bryanstarbuck.typepad.com/bryan_starbuck/2009/03/microsoft-video-paints-a-picture-of-the-future.html</feedburner:origLink></entry>
    <entry>
        <title>Startups: Managing the Company &amp; Marketing</title>
        <link rel="alternate" type="text/html" href="http://feedproxy.google.com/~r/BryanStarbuck/~3/IN0xaFYItyA/talk-at-seattle.html" />
        <link rel="replies" type="text/html" href="http://bryanstarbuck.typepad.com/bryan_starbuck/2008/12/talk-at-seattle.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-59878810</id>
        <published>2008-12-11T13:07:41-08:00</published>
        <updated>2009-10-23T06:20:14-07:00</updated>
        <summary>I gave a talk at the December Seattle Tech Startups event. The talk was on: Analysing your business model, fund raising, managing a company, and how marketing is handled in a startup. The video is here: Slide Deck: Evaluating a...</summary>
        <author>
            <name>Bryan Starbuck</name>
        </author>
        
        
<content type="html" xml:lang="en-US" xml:base="http://bryanstarbuck.typepad.com/bryan_starbuck/">
&lt;div xmlns="http://www.w3.org/1999/xhtml"&gt;&lt;p&gt;I gave a talk at the December &lt;a href="http://www.seattletechstartups.com/doku.php"&gt;Seattle Tech Startups&lt;/a&gt; event.  The talk was on: Analysing your business model, fund raising, managing a company, and how marketing is handled in a startup.&lt;/p&gt;

&lt;p&gt;The video is here:&lt;br /&gt;
&lt;embed id="VideoPlayback" src="http://video.google.com/googleplayer.swf?docid=-3517069916178757202&amp;hl=en&amp;fs=true" style="width:400px;height:326px" allowFullScreen="true" allowScriptAccess="always" type="application/x-shockwave-flash"&gt; &lt;/embed&gt;&lt;/p&gt;

&lt;p&gt;Slide Deck:&lt;br /&gt;
&lt;div style="width:425px;text-align:left" id="__ss_2328325"&gt;&lt;a style="font:14px Helvetica,Arial,Sans-serif;display:block;margin:12px 0 3px 0;text-decoration:underline;" href="http://www.slideshare.net/BryanStarbuck/evaluating-a-startups-business-model-by-10x-technique" title="Evaluating a Startup&amp;#39;s business model by &amp;quot;10x&amp;quot; technique"&gt;Evaluating a Startup&amp;#39;s business model by &amp;quot;10x&amp;quot; technique&lt;/a&gt;&lt;object style="margin:0px" width="425" height="355"&gt;&lt;param name="movie" value="http://static.slidesharecdn.com/swf/ssplayer2.swf?doc=talksts12092008-091023072602-phpapp01&amp;stripped_title=evaluating-a-startups-business-model-by-10x-technique" /&gt;&lt;param name="allowFullScreen" value="true"/&gt;&lt;param name="allowScriptAccess" value="always"/&gt;&lt;embed src="http://static.slidesharecdn.com/swf/ssplayer2.swf?doc=talksts12092008-091023072602-phpapp01&amp;stripped_title=evaluating-a-startups-business-model-by-10x-technique" type="application/x-shockwave-flash" allowscriptaccess="always" allowfullscreen="true" width="425" height="355"&gt;&lt;/embed&gt;&lt;/object&gt;&lt;div style="font-size:11px;font-family:tahoma,arial;height:26px;padding-top:2px;"&gt;View more &lt;a style="text-decoration:underline;" href="http://www.slideshare.net/"&gt;presentations&lt;/a&gt; from &lt;a style="text-decoration:underline;" href="http://www.slideshare.net/BryanStarbuck"&gt;Bryan Starbuck&lt;/a&gt;.&lt;/div&gt;&lt;/div&gt;&lt;/p&gt;

&lt;p&gt;&lt;/p&gt;

&lt;p&gt;Dave McClure has the master slide deck on marketing for Startups:&lt;br /&gt;
&lt;div style="width:425px;text-align:left" id="__ss_602558"&gt;&lt;a style="font:14px Helvetica,Arial,Sans-serif;display:block;margin:12px 0 3px 0;text-decoration:underline;" href="http://www.slideshare.net/dmc500hats/startup-metrics-for-pirates-seedcamp-2008-presentation?type=powerpoint" title="Startup Metrics for Pirates (SeedCamp 2008)"&gt;Startup Metrics for Pirates (SeedCamp 2008)&lt;/a&gt;&lt;object style="margin:0px" width="425" height="355"&gt;&lt;param name="movie" value="http://static.slideshare.net/swf/ssplayer2.swf?doc=startupmetricsseedcamp-1221646824363728-8&amp;stripped_title=startup-metrics-for-pirates-seedcamp-2008-presentation" /&gt;&lt;param name="allowFullScreen" value="true"/&gt;&lt;param name="allowScriptAccess" value="always"/&gt;&lt;embed src="http://static.slideshare.net/swf/ssplayer2.swf?doc=startupmetricsseedcamp-1221646824363728-8&amp;stripped_title=startup-metrics-for-pirates-seedcamp-2008-presentation" type="application/x-shockwave-flash" allowscriptaccess="always" allowfullscreen="true" width="425" height="355"&gt;&lt;/embed&gt;&lt;/object&gt;&lt;div style="font-size:11px;font-family:tahoma,arial;height:26px;padding-top:2px;"&gt;View SlideShare &lt;a style="text-decoration:underline;" href="http://www.slideshare.net/dmc500hats/startup-metrics-for-pirates-seedcamp-2008-presentation?type=powerpoint" title="View Startup Metrics for Pirates (SeedCamp 2008) on SlideShare"&gt;presentation&lt;/a&gt; or &lt;a style="text-decoration:underline;" href="http://www.slideshare.net/upload?type=powerpoint"&gt;Upload&lt;/a&gt; your own. (tags: &lt;a style="text-decoration:underline;" href="http://slideshare.net/tag/metrics"&gt;metrics&lt;/a&gt; &lt;a style="text-decoration:underline;" href="http://slideshare.net/tag/startup"&gt;startup&lt;/a&gt;)&lt;/div&gt;&lt;/div&gt;&lt;/p&gt;

&lt;p&gt;I have built the "10x" philosophy by liberally copying the work of Guy Kawasaki's '&lt;a href="http://blog.guykawasaki.com/2006/06/the_art_of_the_.html"&gt;Art of the Start&lt;/a&gt;' book, Positioning work in marketing, Branding work in marketing, and Seth Godin's book '&lt;a href="http://www.sethgodin.com/purple/"&gt;The Purple Cow&lt;/a&gt;'.&lt;/p&gt;

&lt;p&gt;Here are the higher level points I would make between my slides and Dave's slides.&lt;/p&gt;

&lt;p&gt;&lt;strong&gt;&lt;u&gt;Point #1: CPC Marketing is a Base-Line&lt;/u&gt;&lt;/strong&gt;&lt;br /&gt;
&lt;a href="http://en.wikipedia.org/wiki/Cost_Per_Click"&gt;CPC&lt;/a&gt; gives you a) Qualified visitors, b) A reasonably low cost, and c) traffic at scale.  Trying to acquire customers less expensively will often cause a problem in the scale of the traffic, the visitors not being qualified, or require too much human labor to accomplish.&lt;/p&gt;

&lt;p&gt;&lt;strong&gt;&lt;u&gt;Point #2: Business Model Planning&lt;/u&gt;&lt;/strong&gt;&lt;br /&gt;
When you are planning a business model for a concept of a company, use CPC as a guideline.  If you can be profitable with CPC costs, then that will be your marketing solution.  (Until later when you can slowly build out alternatives)&lt;/p&gt;

&lt;p&gt;Most B2C companies need a much lower CAC (Customer Acquisition Cost) than CPC can provide.  The impact is that when going into such a business, the founders should worry heavily on how they will acquire the quantity of customers at the CAC levels need to make a profitable business.&lt;/p&gt;

&lt;p&gt;&lt;strong&gt;&lt;u&gt;Point #3: SEO&lt;/u&gt;&lt;/strong&gt;&lt;br /&gt;
In my model, SEO is part of organic traffic.  SEO for most companies has a ceiling.  All companies should get as much milage out of SEO as possible, but after a while you are likely to reach a ceiling.  It can't be scaled on demand to solve all customer acquisition needs.&lt;/p&gt;

&lt;p&gt;&lt;strong&gt;&lt;u&gt;Point #4: Viral, Widgets, etc.&lt;/u&gt;&lt;/strong&gt;&lt;br /&gt;
Some companies try these advanced methods.  These are a long shot for them to make up the bulk of acquiring customers.  It is great for the few companies that can make these work.&lt;/p&gt;

&lt;p&gt;&lt;strong&gt;&lt;u&gt;Point #5: Email Nurture Campaigns&lt;/u&gt;&lt;/strong&gt;&lt;br /&gt;
Email Nurture campaigns are very important.  Often free accounts will convert into paying accounts after an email nurture campaign in month two or three.  All marketing (especially CPC) should use these campaigns to close sales from their marketing spend.&lt;/p&gt;

&lt;p&gt;&lt;strong&gt;&lt;u&gt;Point #6: Small &amp; Early Startups&lt;/u&gt;&lt;/strong&gt;&lt;br /&gt;
Dave McClure's slide deck will show every possible method of marketing.  Companies that are small and early often don't have one or more dedicated people who can perform these extensive marketing campaigns.  These companies should see CPC plus email nurture campaigns as their mostly automated marketing solution.  This will enable them to focus on the product and serving their customers.  It will also give them scale as long as the business model supports the CPC acquisition costs.&lt;/p&gt;

&lt;p&gt;I could give another entire talk on marketing, however the above points are a good summary for very small companies who don't have the people to do the full range of Dave McClure marketing.&lt;/p&gt;&lt;/div&gt;
</content>



    <feedburner:origLink>http://bryanstarbuck.typepad.com/bryan_starbuck/2008/12/talk-at-seattle.html</feedburner:origLink></entry>
    <entry>
        <title>Video on the cause of the current economic issues</title>
        <link rel="alternate" type="text/html" href="http://feedproxy.google.com/~r/BryanStarbuck/~3/wVLlKqLw3CE/video-of-cause.html" />
        <link rel="replies" type="text/html" href="http://bryanstarbuck.typepad.com/bryan_starbuck/2008/11/video-of-cause.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-57912677</id>
        <published>2008-11-02T13:13:49-08:00</published>
        <updated>2008-11-02T13:13:49-08:00</updated>
        <summary>Here is an excellent video of causes of the economic issues going on. Juan Enriquez (2008) Pop!Tech Pop!Cast from PopTech on Vimeo.</summary>
        <author>
            <name>Bryan Starbuck</name>
        </author>
        
        
<content type="xhtml" xml:lang="en-US" xml:base="http://bryanstarbuck.typepad.com/bryan_starbuck/">
<div xmlns="http://www.w3.org/1999/xhtml"><p>Here is an excellent video of causes of the economic issues going on.</p>

<p><object width="400" height="225">	<param name="allowfullscreen" value="true" />	<param name="allowscriptaccess" value="always" />	<param name="movie" value="http://vimeo.com/moogaloop.swf?clip_id=2089382&amp;server=vimeo.com&amp;show_title=1&amp;show_byline=1&amp;show_portrait=0&amp;color=&amp;fullscreen=1" />	<embed src="http://vimeo.com/moogaloop.swf?clip_id=2089382&amp;server=vimeo.com&amp;show_title=1&amp;show_byline=1&amp;show_portrait=0&amp;color=&amp;fullscreen=1" type="application/x-shockwave-flash" allowfullscreen="true" allowscriptaccess="always" width="400" height="225" /></object><br /><a href="http://vimeo.com/2089382?pg=embed&amp;sec=2089382">Juan Enriquez (2008) Pop!Tech Pop!Cast</a> from <a href="http://vimeo.com/poptech?pg=embed&amp;sec=2089382">PopTech</a> on <a href="http://vimeo.com?pg=embed&amp;sec=2089382">Vimeo</a>.</p></div>
</content>



    <feedburner:origLink>http://bryanstarbuck.typepad.com/bryan_starbuck/2008/11/video-of-cause.html</feedburner:origLink></entry>
    <entry>
        <title>Entrepreneurs receiving Advisor Feedback</title>
        <link rel="alternate" type="text/html" href="http://feedproxy.google.com/~r/BryanStarbuck/~3/-Hm07EYDbh0/entrepreneurs-r.html" />
        <link rel="replies" type="text/html" href="http://bryanstarbuck.typepad.com/bryan_starbuck/2008/07/entrepreneurs-r.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-53463154</id>
        <published>2008-07-29T17:03:56-07:00</published>
        <updated>2008-07-29T17:03:56-07:00</updated>
        <summary>Seattle is a hotbed of really smart people creating companies. It is exciting to see all of the support in Seattle to add structure to shaping an entrepreneur’s business model, market research, marketing, and other aspects of these companies. I...</summary>
        <author>
            <name>Bryan Starbuck</name>
        </author>
        
        
<content type="html" xml:lang="en-US" xml:base="http://bryanstarbuck.typepad.com/bryan_starbuck/">
&lt;div xmlns="http://www.w3.org/1999/xhtml"&gt;&lt;p&gt;Seattle is a hotbed of really smart people creating companies.&amp;nbsp; &amp;nbsp;It is exciting to see all of the support in Seattle to add structure to shaping an entrepreneur’s business model, market research, marketing, and other aspects of these companies.&lt;/p&gt;

&lt;p&gt;I found the following interesting pattern that is worth a blog post.&amp;nbsp; This shows how entrepreneurs that I’ve seen go from a PROPOSED PLAN for a business to a plan VETTED by experienced business leaders and industry experts.&amp;nbsp; The following is what I see other people doing, and what I have seen work most efficiently.&lt;/p&gt;



&lt;p&gt;&lt;u&gt;&lt;strong&gt;Step #1: Pitch Deck version of Business Plan&lt;/strong&gt;&lt;/u&gt;&lt;br /&gt;A “Pitch Deck” is the PowerPoint slide deck that covers all parts of the business.&amp;nbsp; Business Plans often take 200 hours (or about 3-months) to complete.&amp;nbsp; Then they quickly become obsolete and nobody will ever read them.&lt;/p&gt;

&lt;p&gt;Pitch Decks cover the CRUX of each vital part of the business.&amp;nbsp; They are in a form that will be reviewed by EVERYONE of importance: a) prospective employees, b) advisors, c) prospective investors, and d) the CEO as he/she constant reviews the direction of the company.&lt;/p&gt;

&lt;p&gt;
I found that the &lt;a href="http://allianceofangels.com/companies/10minute_Pitch_Clinic_wExamples_v2.ppt"&gt;Alliance of Angel’s pitch deck template&lt;/a&gt; is the ultimate template:&lt;/p&gt;

&lt;center&gt;
&lt;div id="__ss_534149" style="width: 425px; text-align: left;"&gt;

&lt;object height="355" width="425" style="margin: 0px;"&gt;&lt;param value="http://static.slideshare.net/swf/ssplayer2.swf?doc=10minutepitchclinicwexamplesv2-1217375085147811-9&amp;amp;stripped_title=alliance-of-angels-pitch-deck-template" name="movie" /&gt;&lt;param value="true" name="allowFullScreen" /&gt;
&lt;param value="always" name="allowScriptAccess" /&gt;&lt;embed height="355" width="425" allowfullscreen="true" allowscriptaccess="always" type="application/x-shockwave-flash" src="http://static.slideshare.net/swf/ssplayer2.swf?doc=10minutepitchclinicwexamplesv2-1217375085147811-9&amp;amp;stripped_title=alliance-of-angels-pitch-deck-template"&gt;&lt;/embed&gt;

&lt;/object&gt;


&lt;/div&gt;
&lt;/center&gt;


&lt;p&gt;
This is exactly what VC investors and Angel investors will need.&amp;nbsp; It also covers the CRUX of each important part of the company.

&lt;/p&gt;

&lt;p&gt;NOTE: The AoA template has great advice in the notes of each slide.&lt;/p&gt;

&lt;p&gt;HUMOROUS SIDE NOTE:&amp;nbsp; All new entrepreneurs come with strengths in some areas and little experience in other areas.&amp;nbsp; For example, an engineer will often lack marketing or sales experience.&amp;nbsp; I’ve seen that new entrepreneurs get frustrated with some slides, and those are pointing out their weak areas (often that they didn’t realize).&amp;nbsp; Those slides are hard because they don’t have experience doing business analysis in that area.&amp;nbsp; For example, a “channel” for an internet company is how they can acquire traffic at scale at the traffic costs needed to scale their business profitably.&lt;/p&gt;

&lt;p&gt;A pitch deck should only take a few days to fill out.&amp;nbsp; So instead of spending 3-months on a business plan on your first draft of your business, instead you spend that time getting feedback from industry experts.&amp;nbsp; That will shape and change your business to remove the problem areas and more deeply engage in areas to make your business succeed.&lt;/p&gt;



&lt;p&gt;&lt;u&gt;&lt;strong&gt;Step #2: Picking Reviewers&lt;/strong&gt;&lt;/u&gt;&lt;br /&gt;The next step is to pick people to review your business, which are often in these categories:&lt;/p&gt;

&lt;p&gt;a)&amp;nbsp; &amp;nbsp; Great CEOs who created a company and grew it to a successful exit.&amp;nbsp; They will point out if your company isn’t “balanced” because the business is weak in one area.&amp;nbsp; They will also give advice on how to get over the “hump” to profitability.&amp;nbsp; &lt;br /&gt;b)&amp;nbsp; &amp;nbsp; Vice Presidents in Successful companies:&amp;nbsp; This is useful to get feedback in areas new to a new entrepreneur (Marketing/Sales if the founder came from engineering.&amp;nbsp; Engineering if the founder came from Marketing, etc.)&lt;br /&gt;c)&amp;nbsp; &amp;nbsp; Industry Experts:&amp;nbsp; Getting feedback from industry experts is very important.&amp;nbsp; They will flush out important issues that are non-intuitive.&lt;br /&gt;d)&amp;nbsp; &amp;nbsp; Customers: This feedback will bring real world issues to the front.&amp;nbsp; The data from these meetings will shape the product, sales approach, positioning, and issues that will block sales.&lt;/p&gt;

&lt;p&gt;Entrepreneurs should challenge themselves to get access to people who are the TOP in their area.&amp;nbsp; This includes getting a meeting with a VP of a fortune 1000 company, or CEO of a company with $100MM in revenue, or the top industry expert that lives across the country.&amp;nbsp; It will be a challenge to do the networking, but the payoff will be worth it.&lt;/p&gt;

&lt;p&gt;HUMOURS NOTE: Most first time founders are VERY worried about someone copying their idea.&amp;nbsp; Great people won’t sign NDAs (it’s insulting to ask).&amp;nbsp; I found there are 3 kinds of people: a) some people will never leave their big company job, so they can’t steal your idea, b) they are entrepreneurial but are fully engaged taking their company to success, or c) they are entrepreneurs looking for the idea for their next company.&amp;nbsp; Detecting if someone is in the C category is pretty easy to identify and avoid, so this becomes a non-issue.&lt;/p&gt;



&lt;p&gt;&lt;u&gt;&lt;strong&gt;Step #3: Time Constraints&lt;/strong&gt;&lt;/u&gt;&lt;br /&gt;After getting a meeting with someone exceptional, you will be limited to a 1-hour meeting.&amp;nbsp; The best approach is:&lt;/p&gt;

&lt;p&gt;a)&amp;nbsp; &amp;nbsp; The founder has 10-minutes to present the ENTIRE company with the PITCH DECK.&amp;nbsp; This requires a succinct pitch deck with very clear communication.&lt;br /&gt;b)&amp;nbsp; &amp;nbsp; This leaves 50-minutes for the advisor.&amp;nbsp; The advisor will then direct the 50 minutes into the biggest problems of the company.&amp;nbsp; This will best benefit the company and utilize their IQ and experience.&lt;/p&gt;



&lt;p&gt;&lt;strong&gt;&lt;u&gt;Step #4: Email Vet of Pitch Deck&lt;/u&gt;&lt;/strong&gt;&lt;br /&gt;When you get someone to agree to meet, send them the pitch deck a week before the meeting.&amp;nbsp; They will ask the obvious questions before hand.&lt;/p&gt;



&lt;p&gt;&lt;u&gt;&lt;strong&gt;Step #5: Tough Questions before Meeting&lt;/strong&gt;&lt;/u&gt;&lt;br /&gt;These are tough questions that I personally think should be answered in the pitch deck before meeting:&lt;/p&gt;

&lt;p&gt;&lt;strong&gt;10x Questions:&lt;/strong&gt;&lt;/p&gt;

&lt;ul&gt;&lt;li&gt;“10x” means 10-times, as in you need to provide a 10x better product than the competition.&amp;nbsp; Otherwise you won’t be able to standout in a busy market.&lt;/li&gt;

&lt;li&gt;The four “10x” questions are:&lt;/li&gt;

&lt;li&gt;What is the 10x Pain Point the customer has?&lt;/li&gt;

&lt;li&gt;How does your product FULLY address this 10x pain point?&lt;/li&gt;

&lt;li&gt;Will this kind of customer pay?&lt;/li&gt;

&lt;li&gt;Can you get enough of these customers to reach your revenue and market share projections?&lt;/li&gt;&lt;/ul&gt;

&lt;p&gt;&lt;strong&gt;Transaction Metrics:&lt;/strong&gt;&lt;/p&gt;

&lt;ul&gt;&lt;li&gt;What is the transaction of the company?&lt;/li&gt;

&lt;li&gt;How much revenue comes from each transaction?&lt;/li&gt;

&lt;li&gt;What is the cost for the company to complete the transaction?&lt;/li&gt;

&lt;li&gt;How much money in Marketing or Sales does it cost to acquire and close this sale?&lt;/li&gt;&lt;/ul&gt;

&lt;p&gt;&lt;strong&gt;Marketing / Sales / Biz Dev Strategy:&lt;/strong&gt;&lt;/p&gt;

&lt;ul&gt;&lt;li&gt;What are the strategies in these areas?&lt;/li&gt;

&lt;li&gt;What kind of sales team will be built up?&lt;/li&gt;

&lt;li&gt;What strategy is used to acquire the internet traffic?&amp;nbsp; (Biz Dev, Viral, CPA/CPC/CPM, etc.)&lt;/li&gt;&lt;/ul&gt;

&lt;p&gt;&lt;strong&gt;Internet Marketing Costs &amp;amp; Conversion Rates:&lt;/strong&gt;&lt;/p&gt;

&lt;ul&gt;&lt;li&gt;What are projected costs to acquire traffic to the landing page?&lt;/li&gt;

&lt;li&gt;What is the projected COST-PER-FREE-ACCOUNT?&amp;nbsp; &amp;nbsp;(This includes the marketing cost to drive the traffic to the landing page)&lt;/li&gt;

&lt;li&gt;What is the projected COST-PER-PAYING-CUSTOMER?&amp;nbsp; &amp;nbsp;(This includes the marketing cost to drive the traffic to the landing page)&lt;/li&gt;&lt;/ul&gt;&lt;br /&gt;

&lt;p&gt;&lt;strong&gt;&lt;u&gt;Step #6: The Meeting&lt;/u&gt;&lt;/strong&gt;&lt;br /&gt;The meeting is all about diving into the problem areas of the company.&amp;nbsp; After the 10-minute mark, the person advising is in charge of directing the meeting.&amp;nbsp; This will be a very dynamic meeting moving into the hardest parts of the company.&amp;nbsp; The entrepreneur should be frantically take notes.&amp;nbsp; (Capture the questions to work on answer later)&lt;/p&gt;

&lt;p&gt;Entrepreneurs should know that advisors will often hold back on feedback, not wanting to be harsh.&amp;nbsp; Entrepreneurs should very actively request as much feedback as possible.&amp;nbsp; It is very easy for everyone around an entrepreneur to not want to give them negative feedback.&lt;/p&gt;



&lt;p&gt;&lt;strong&gt;&lt;u&gt;Step #7: Communication in the Pitch Deck&lt;/u&gt;&lt;/strong&gt;&lt;br /&gt;Often a meeting doesn’t go as well as an entrepreneur wants.&amp;nbsp; Sometimes it is because the presentation needs to communicate better, and other times it points out real problems in the business plans.&lt;/p&gt;

&lt;p&gt;All of the feedback that goes into making a clearer presentation is just as valuable as problems in the business plan.&amp;nbsp; A clear presentation is required to have success with investors.&amp;nbsp; It will also shape how to position and communicate the product in the product’s marketing.&lt;/p&gt;

&lt;p&gt;Once the presentation is made clear, the entrepreneur then needs to trust that advisors being pessimistic will indicate serious problems in the company.&lt;/p&gt;



&lt;p&gt;&lt;u&gt;&lt;strong&gt;Step #8: Next Steps&lt;/strong&gt;&lt;/u&gt;&lt;br /&gt;Entrepreneurs normally receive feedback from a wide range of people.&amp;nbsp; Over time, they can pick formal Board of Advisors from the people they have met.&amp;nbsp; They can find someone that fits the needs of their company and someone that they work well with.&lt;/p&gt;

&lt;p&gt;Here are some other great links for startup companies: &lt;a href="http://startupschool.org/"&gt;Startup School&lt;/a&gt;, &lt;a href="http://www.jasonnazar.com/2008/07/10/10-incredibly-awesome-documents-to-help-you-start-a-company/"&gt;Startup Company Documents&lt;/a&gt;.&lt;/p&gt;&lt;/div&gt;
</content>



    <feedburner:origLink>http://bryanstarbuck.typepad.com/bryan_starbuck/2008/07/entrepreneurs-r.html</feedburner:origLink></entry>
    <entry>
        <title>Engineering Building Blocks for a Startup Company</title>
        <link rel="alternate" type="text/html" href="http://feedproxy.google.com/~r/BryanStarbuck/~3/0fUf3FQutiY/engineering-bui.html" />
        <link rel="replies" type="text/html" href="http://bryanstarbuck.typepad.com/bryan_starbuck/2008/07/engineering-bui.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-52372406</id>
        <published>2008-07-07T16:46:25-07:00</published>
        <updated>2008-07-07T16:46:25-07:00</updated>
        <summary>The following are important engineering building blocks for internet companies. I've had a friend who has worked on Win32 applications for about 10 years and is going to an internet company. I was telling him that these are the computer...</summary>
        <author>
            <name>Bryan Starbuck</name>
        </author>
        
        
<content type="html" xml:lang="en-US" xml:base="http://bryanstarbuck.typepad.com/bryan_starbuck/">
&lt;div xmlns="http://www.w3.org/1999/xhtml"&gt;&lt;p&gt;The following are important engineering building blocks for internet companies.&lt;/p&gt;

&lt;p&gt;I've had a friend who has worked on Win32 applications for about 10 years and is going to an internet company.&amp;nbsp; I was telling him that these are the computer science advances that people at internet companies consider as core competencies.&amp;nbsp; They are a must read for people who have not been working at an internet company.&lt;/p&gt;

&lt;p&gt;Internet companies are quick to build because they use these open source components, and then they build &amp;quot;callbacks&amp;quot; or &amp;quot;plugins&amp;quot; to make them solve the problems for their customers.&amp;nbsp; These are stable because they have had years or a decade of improvements from large companies like Yahoo, etc.&lt;/p&gt;

&lt;ul&gt;&lt;li&gt;&lt;a href="http://www.rubyonrails.org/screencasts"&gt;Rails&lt;/a&gt;:
I consider this the 4&lt;sup&gt;th&lt;/sup&gt; generation of programming languages. 
(Generation #1 is assembly, Generation #2 is C/C++, Generation #3 is
Java/C#)&amp;nbsp; &amp;nbsp;Creating an internet company is all about speed. 
That means drop the time building UI to as close to zero as you can.&amp;nbsp; The
real value is building the content driving the company (YouTube, Flickr, eBay)
or the algorithms adding value to the customer (TalentSpring, Zillow, Farecast,
PayScale, PayPal) or customer service (Craigslist, Zappos).&amp;nbsp; &amp;nbsp;Rails
gets the development efficiencies that you need to compete.&lt;/li&gt;

&lt;li&gt;&lt;a href="http://hadoop.apache.org/core/"&gt;Hadoop&lt;/a&gt;:
This is a common framework to submit a task and it can be completed across a
farm of servers.&amp;nbsp; Each server picking up the task, sends it across a
series of servers.&amp;nbsp; Each server runs the task scoped to solve a partition
of the problem.&amp;nbsp; This is used so often that it feeds into MapReduce (see
below).&amp;nbsp; People who want to write an internet crawler run Nutch tasks as
the task.&amp;nbsp; Each task is a JAR file (a bundled batch of Java files). 
This is similar to the OS thread scheduler where each server is a thread,
except it helps coordinate as the problem is partitioned to be completed
separately.&amp;nbsp; &amp;nbsp;Also see &lt;a href="http://en.wikipedia.org/wiki/Hadoop"&gt;here&lt;/a&gt;
and &lt;a href="http://wiki.apache.org/hadoop/Hbase"&gt;here&lt;/a&gt;.&lt;/li&gt;

&lt;li&gt;&lt;a href="http://lucene.apache.org/nutch/"&gt;Nutch&lt;/a&gt;:
This is the web crawler open source component. &lt;/li&gt;

&lt;li&gt;&lt;a href="http://wiki.apache.org/hadoop/Hbase"&gt;HBase&lt;/a&gt;:
When you need a database, and the database doesn’t need to scale beyond one
machine – then MySQL/Postgres/MS SQL is fine.&amp;nbsp; When you need a database
that scales across a series of machines, then HBase is a good solution. 
This is like Google’s BigTable as one database to drive all of their products,
or Amazon’s SimpleDB to drive all of their products.&amp;nbsp; Also see &lt;a href="http://hadoop.apache.org/hbase/"&gt;here&lt;/a&gt;.&lt;/li&gt;

&lt;li&gt;&lt;a href="http://en.wikipedia.org/wiki/PageRank"&gt;PageRank&lt;/a&gt;: Google uses this as their core to drive the quality in their search.&amp;nbsp; We here at &lt;a href="http://www.TalentSpring.com"&gt;TalentSpring&lt;/a&gt; use this in powerful ways.&amp;nbsp; Also see &lt;a href="http://www.webworkshop.net/pagerank.html"&gt;here&lt;/a&gt;.&lt;/li&gt;

&lt;li&gt;&lt;a href="http://labs.google.com/papers/mapreduce.html"&gt;MapReduce&lt;/a&gt;: MapReduce is
a core competency for internet companies (Google, Amazon, Yahoo, Windows Live
Search, etc.).&amp;nbsp; This is like window messages for Win32 programmers or CLR
framework for MSFT server programmers.&amp;nbsp; &amp;nbsp;This is also &lt;a href="http://en.wikipedia.org/wiki/MapReduce"&gt;useful&lt;/a&gt;.&lt;/li&gt;

&lt;li&gt;&lt;a href="http://project.carrot2.org/"&gt;Carrot2&lt;/a&gt;:
Google is a keyword search engine (with PageRank helping weightings).&amp;nbsp; The
generation of search beyond keyword search is Semantic search.&amp;nbsp; Carrot2 is
a search engine using clustering to generate the results.&amp;nbsp; Also see the
demo &lt;a href="http://demo.carrot2.org/demo-stable/search?in=Web&amp;amp;q=Billing+Systems&amp;amp;s=100&amp;amp;alg=Lingo&amp;amp;opts=h"&gt;here&lt;/a&gt;.&lt;/li&gt;

&lt;li&gt;&lt;a href="http://wiki.apache.org/lucene-java/FrontPage?action=show&amp;amp;redirect=FrontPageEN"&gt;Lucene&lt;/a&gt;:
This is the open source search component.&amp;nbsp; It is a search engine for a
local database of content.&amp;nbsp; (You need to add nutch to create an internet
search engine)&lt;/li&gt;

&lt;li&gt;&lt;a href="http://lucene.apache.org/solr/"&gt;SOLR&lt;/a&gt;:
This goes along with Lucene.&lt;/li&gt;

&lt;li&gt;&lt;a href="http://drupal.org/project/solr"&gt;Drupal&lt;/a&gt;:
This is a framework to build a website immediately.&amp;nbsp; Building internet
companies is about not re-inventing the wheel.&amp;nbsp; This gives the web site
sign-in/user pictures, and all of the basic support.&amp;nbsp; A WIKI takes a web
page to the next level with instant editability and low-cost-of-ownership. 
The parallel is DRUPAL is to a WEB SITE what WIKI is to a single page. 
Drupal gives you the toolbars, pages that you can create when in edit mode, and
plug-in modules to give you features similar to: DIGG, FLICKR, YouTube,
etc.&amp;nbsp; If you create a web site, it is ridiculous to do so without seriously
considering starting it with Drupal.&amp;nbsp; If you create an internet company,
you should seriously consider starting it on top of Drupal.&amp;nbsp; Why re-invent
a toolbar &amp;amp; navigation system, help system, simple pages for marketing,
sign-on support with User Pictures and forget password emails, and search that
works across the entire site.&lt;/li&gt;

&lt;li&gt;&lt;a href="http://www.amazon.com/gp/browse.html?node=201590011"&gt;EC2&lt;/a&gt;: Do you want
a server farm of 300 computers for 2 days?&amp;nbsp; And only pay a few dollars
since you only need it for a few days?&amp;nbsp; EC2 is the solution from
Amazon.&amp;nbsp; We built an internet crawler very quickly using
Hadoop+Nutch+EC2.&amp;nbsp; Crawling a significant part of the internet is easy
with a hundred servers and it only takes a day or so.&amp;nbsp; EC2 makes it very
inexpensive.&amp;nbsp; Envision thinking about having EC2 available, and your
horizons of creativity expand.&lt;/li&gt;

&lt;li&gt;And of course everyone knows about WordPress, MySQL, Postres.&lt;/li&gt;

&lt;li&gt;These are also interesting but lower priority: &lt;a href="http://64.233.179.110/analytics/tour/index_en-US.html"&gt;Google Analytics&lt;/a&gt;, &lt;a href="http://en.wikipedia.org/wiki/OpenID"&gt;OpenID&lt;/a&gt;, &lt;a href="http://en.wikipedia.org/wiki/Amazon_Mechanical_Turk"&gt;Mechanical Turk&lt;/a&gt;, &lt;a href="http://www.oDesk.com"&gt;oDesk&lt;/a&gt;, &lt;a href="http://www.amazon.com/gp/browse.html?node=16427261"&gt;S3&lt;/a&gt;, &lt;a href="http://en.wikipedia.org/wiki/Open_Social"&gt;OpenSocial&lt;/a&gt;, &lt;a href="http://www.developer.com/java/other/article.php/1546201"&gt;JOONE&lt;/a&gt;, &lt;a href="http://gretl.sourceforge.net/"&gt;GRETL&lt;/a&gt;, and &lt;a href="http://www.Ning.com"&gt;Ning&lt;/a&gt;.&lt;/li&gt;&lt;/ul&gt;





















&lt;/div&gt;
</content>



    <feedburner:origLink>http://bryanstarbuck.typepad.com/bryan_starbuck/2008/07/engineering-bui.html</feedburner:origLink></entry>
    <entry>
        <title>Great Startups: WetPaint Wiki, Blist, Zillow, RedFin</title>
        <link rel="alternate" type="text/html" href="http://feedproxy.google.com/~r/BryanStarbuck/~3/cmkPTER_1wo/great-startups.html" />
        <link rel="replies" type="text/html" href="http://bryanstarbuck.typepad.com/bryan_starbuck/2008/06/great-startups.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-50743022</id>
        <published>2008-06-02T18:54:31-07:00</published>
        <updated>2008-06-02T18:54:31-07:00</updated>
        <summary>I wanted to post about a few startups that I love to use in town. (Other than our own) WetPaint: WetPaint has to be the easiest way to create a free website. With just a few clicks, it will create...</summary>
        <author>
            <name>Bryan Starbuck</name>
        </author>
        
        
<content type="html" xml:lang="en-US" xml:base="http://bryanstarbuck.typepad.com/bryan_starbuck/">
&lt;div xmlns="http://www.w3.org/1999/xhtml"&gt;&lt;p&gt;I wanted to post about a few startups that I love to use in town.&amp;nbsp; (Other than our own)&lt;/p&gt;

&lt;p&gt;&amp;nbsp;&lt;/p&gt;

&lt;h1&gt;&lt;span style="font-size: 0.8em;"&gt;WetPaint:&lt;/span&gt;&lt;/h1&gt;
&lt;p&gt;WetPaint has to be the easiest way to create a &lt;a href="http://www.wetpaint.com/"&gt;free website&lt;/a&gt;.&amp;nbsp; With just a few clicks, it will create a group of &lt;a href="http://www.WetPaint.com"&gt;wiki&lt;/a&gt; pages that let the owner and their friends quickly type in the website contents.&amp;nbsp; This is as easy as using Microsoft Word.

&lt;/p&gt;

&lt;p&gt;Here is an example, the Seattle Lunch 2.0 meetings are coordinated on a WetPaint wiki page as seen &lt;a href="http://seattlelunch20.wetpaint.com/page/Seattle+Lunch+2.0+%40+BlueGecko+-+Happy+Hour"&gt;here&lt;/a&gt;.&amp;nbsp; That makes it trivial to update, and subscribe to changes.&lt;/p&gt;

&lt;p&gt;&lt;strong&gt;&lt;/strong&gt;&lt;/p&gt;

&lt;p&gt;&lt;strong&gt;Zillow:&lt;/strong&gt;&lt;/p&gt;

&lt;p&gt;They are a well known place to easily get an estimate on your house's estimated market value at going market rates.&lt;/p&gt;



&lt;p&gt;&lt;strong&gt;RedFin:&lt;/strong&gt;&lt;br /&gt;They can be used as a realtor and end up saving around $10k in fees for Sellers.&amp;nbsp; Buyers also save thousands.&amp;nbsp; If you are selling your house, you must catch up with what they are doing.&lt;/p&gt;



&lt;p&gt;&lt;strong&gt;Blist:&lt;/strong&gt;&lt;br /&gt;Blist.com is a place to store lists.&amp;nbsp; They are much more powerful than excel because of the features to make working with lists is much more natural than a generic spreadsheet.&lt;/p&gt;

&lt;p&gt;-Bryan&lt;/p&gt;&lt;/div&gt;
</content>



    <feedburner:origLink>http://bryanstarbuck.typepad.com/bryan_starbuck/2008/06/great-startups.html</feedburner:origLink></entry>
    <entry>
        <title>The Best Mashup: Tafiti</title>
        <link rel="alternate" type="text/html" href="http://feedproxy.google.com/~r/BryanStarbuck/~3/tpVuunP3gBY/the-best-mashup.html" />
        <link rel="replies" type="text/html" href="http://bryanstarbuck.typepad.com/bryan_starbuck/2007/08/the-best-mashup.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-37933611</id>
        <published>2007-08-21T13:46:44-07:00</published>
        <updated>2007-08-21T13:46:44-07:00</updated>
        <summary>Newly launched Tafiit may be one of the best mashups out there. People often talk about mashups but I haven't been impressed with many that I have seen so far. Estately.com is the only one that has impressed me. After...</summary>
        <author>
            <name>Bryan Starbuck</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Startups" />
        
        
<content type="html" xml:lang="en-US" xml:base="http://bryanstarbuck.typepad.com/bryan_starbuck/">
&lt;div xmlns="http://www.w3.org/1999/xhtml"&gt;&lt;p&gt;Newly launched Tafiit may be one of the best mashups out there.&amp;nbsp; People often talk about mashups but I haven't been impressed with many that I have seen so far.&lt;/p&gt;

&lt;p&gt;&lt;a href="http://www.Estately.com"&gt;Estately.com&lt;/a&gt; is the only one that has impressed me.&amp;nbsp; After looking at a house, you can see photos and interesting places nearby, which comes from 43places.&lt;/p&gt;

&lt;p&gt;&lt;a href="http://www.Tafiti.com"&gt;Tafiti.com&lt;/a&gt; was just launched.&amp;nbsp; Tafiti is a search engine on top of Windows Live Search.&amp;nbsp; They greatly improve the user interface by using Silverlight.&lt;/p&gt;

&lt;p&gt;Do a simple search for your name or something else specific.&amp;nbsp; You can then easily view everything on the internet related to that issue.&lt;/p&gt;

&lt;p&gt;&lt;a href="http://flickr.com/photo_zoom.gne?id=1195846939&amp;amp;size=l"&gt;
&lt;img src="http://farm2.static.flickr.com/1156/1195846939_69e2573133.jpg?v=0" /&gt;
&lt;/a&gt;&lt;/p&gt;&lt;/div&gt;
</content>



    <feedburner:origLink>http://bryanstarbuck.typepad.com/bryan_starbuck/2007/08/the-best-mashup.html</feedburner:origLink></entry>
    <entry>
        <title>Linux Development Radically Increasing</title>
        <link rel="alternate" type="text/html" href="http://feedproxy.google.com/~r/BryanStarbuck/~3/uEAwOj0cGkQ/linux-developme.html" />
        <link rel="replies" type="text/html" href="http://bryanstarbuck.typepad.com/bryan_starbuck/2007/07/linux-developme.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-36053396</id>
        <published>2007-07-02T17:57:41-07:00</published>
        <updated>2007-07-02T17:57:41-07:00</updated>
        <summary>A great article came out with the title "Are top Linux developers losing the will to code?". I think the title is 100% incorrect -- the truth is that Linux development is radically increasing. Kernel release 2.6.11 of March 2005...</summary>
        <author>
            <name>Bryan Starbuck</name>
        </author>
        
        
<content type="html" xml:lang="en-US" xml:base="http://bryanstarbuck.typepad.com/bryan_starbuck/">
&lt;div xmlns="http://www.w3.org/1999/xhtml"&gt;&lt;p&gt;A great article came out with the title &amp;quot;Are top Linux developers losing the will to code?&amp;quot;.&amp;nbsp; I think the title is 100% incorrect -- the truth is that Linux development is radically increasing.&lt;/p&gt;

&lt;p&gt;Kernel release 2.6.11 of March 2005 had 475 developers, and the
upcoming 2.6.22 release this month has 920 developers, Kroah-Hartman
said.&lt;/p&gt;

&lt;p&gt;Previously the top 20 developers wrote 80% of the code.&amp;nbsp; Now the top 30 developers write 30% of the code.&amp;nbsp; The shift is that there was a large increase in the long-tail of developers writing code for the linux kernel.&lt;/p&gt;

&lt;p&gt;This forced the top developers into code review and management mode simply to keep up with this large rate of development.&lt;/p&gt;

&lt;p&gt;A 100% increase in the number of developers on Linux over one or two years period is significant.&amp;nbsp; This is all focused on the kernel and it will help the kernel.&amp;nbsp; This is definitely significant at the kernel level.&amp;nbsp; I wonder what is happening in the GUI and other parts of Linux.&lt;/p&gt;

&lt;p&gt;The full article is &lt;a href="http://www.computerworlduk.com/technology/hardware/processors/news-analysis/index.cfm?articleid=604"&gt;here&lt;/a&gt;.&lt;/p&gt;



&lt;p&gt;&lt;script src="http://digg.com/tools/diggthis.js" type="text/javascript"&gt;&lt;/script&gt;
&lt;script&gt;reddit_url='http://blog.bryanstarbuck.com/2007/07/linux-developme.html'&lt;/script&gt;
&lt;script&gt;reddit_title='Linux Development Radically Increasing'&lt;/script&gt;
&lt;script src="http://reddit.com/button.js?t=2" language="javascript"&gt;&lt;/script&gt;

&lt;/p&gt;


&lt;/div&gt;
</content>



    <feedburner:origLink>http://bryanstarbuck.typepad.com/bryan_starbuck/2007/07/linux-developme.html</feedburner:origLink></entry>
    <entry>
        <title>Seattle Mind Camp is tomorrow</title>
        <link rel="alternate" type="text/html" href="http://feedproxy.google.com/~r/BryanStarbuck/~3/yYaeoRNmV4w/seattle-mind-ca.html" />
        <link rel="replies" type="text/html" href="http://bryanstarbuck.typepad.com/bryan_starbuck/2007/06/seattle-mind-ca.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-35977174</id>
        <published>2007-06-30T22:45:26-07:00</published>
        <updated>2007-06-30T22:45:26-07:00</updated>
        <summary>Seattle Mind Camp is tomorrow: Seattle Mind Camp site -Bryan</summary>
        <author>
            <name>Bryan Starbuck</name>
        </author>
        
        
<content type="xhtml" xml:lang="en-US" xml:base="http://bryanstarbuck.typepad.com/bryan_starbuck/">
<div xmlns="http://www.w3.org/1999/xhtml"><p>Seattle Mind Camp is tomorrow:</p>

<ul><li><a href="http://mindcamp.gearlive.com/">Seattle Mind Camp</a> site</li></ul>

<p>-Bryan</p>

<p><script src="http://digg.com/tools/diggthis.js" type="text/javascript" />
<script>reddit_url='http://blog.bryanstarbuck.com/2007/06/seattle-mind-ca.html'</script>
<script>reddit_title='Seattle Mind Camp is tomorrow'</script>
<script src="http://reddit.com/button.js?t=2" language="javascript" />

</p>

</div>
</content>



    <feedburner:origLink>http://bryanstarbuck.typepad.com/bryan_starbuck/2007/06/seattle-mind-ca.html</feedburner:origLink></entry>
    <entry>
        <title>RecruitingBlogs.com will remain</title>
        <link rel="alternate" type="text/html" href="http://feedproxy.google.com/~r/BryanStarbuck/~3/tyuhI-tU6jQ/recruitingblogs.html" />
        <link rel="replies" type="text/html" href="http://bryanstarbuck.typepad.com/bryan_starbuck/2007/06/recruitingblogs.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-35903118</id>
        <published>2007-06-28T11:15:54-07:00</published>
        <updated>2007-06-28T11:15:54-07:00</updated>
        <summary>It is great to hear that Jobster will allow RecruitingBlogs.com to exist. They have recalled their Cease and Desist letter. Details here More coverage on: Recruiting Animal, STL Recruiting.</summary>
        <author>
            <name>Bryan Starbuck</name>
        </author>
        
        
<content type="html" xml:lang="en-US" xml:base="http://bryanstarbuck.typepad.com/bryan_starbuck/">
&lt;div xmlns="http://www.w3.org/1999/xhtml"&gt;&lt;p&gt;It is great to hear that Jobster will allow &lt;a href="http://www.RecruitingBlogs.com"&gt;RecruitingBlogs.com&lt;/a&gt; to exist.&amp;nbsp; They have recalled their Cease and Desist letter.&lt;/p&gt;

&lt;p&gt;&lt;a href="http://www.recruitingblogs.com/profiles/blog/show?id=502551%3ABlogPost%3A8643"&gt;Details here&lt;/a&gt;&lt;/p&gt;

&lt;p&gt;More coverage on: &lt;a href="http://recruitinganimal.typepad.com/recruitinganimal/2007/06/animal-show-tod.html"&gt;Recruiting Animal&lt;/a&gt;, &lt;a href="http://www.stlrecruiting.com/2007/06/jobster-and-rec.html"&gt;STL Recruiting&lt;/a&gt;.&lt;/p&gt;

&lt;p&gt;&lt;script src="http://digg.com/tools/diggthis.js" type="text/javascript"&gt;&lt;/script&gt;
&lt;script&gt;reddit_url='http://blog.bryanstarbuck.com/2007/06/recruitingblogs.html'&lt;/script&gt;
&lt;script&gt;reddit_title='RecruitingBlogs.com will remain'&lt;/script&gt;
&lt;script src="http://reddit.com/button.js?t=2" language="javascript"&gt;&lt;/script&gt;

&lt;/p&gt;

&lt;/div&gt;
</content>



    <feedburner:origLink>http://bryanstarbuck.typepad.com/bryan_starbuck/2007/06/recruitingblogs.html</feedburner:origLink></entry>
    <entry>
        <title>Guess the Price: Zenter</title>
        <link rel="alternate" type="text/html" href="http://feedproxy.google.com/~r/BryanStarbuck/~3/eC9SB7mKoRI/guess-the-price.html" />
        <link rel="replies" type="text/html" href="http://bryanstarbuck.typepad.com/bryan_starbuck/2007/06/guess-the-price.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-35703752</id>
        <published>2007-06-23T14:25:41-07:00</published>
        <updated>2007-06-23T14:25:41-07:00</updated>
        <summary>The MappingTheWeb blog is doing a series of posts asking to estimate the purchase price of companies when the public information is "Bought for an undisclosed amount". Here is the blog post: http://www.mappingtheweb.com/2007/06/23/guess-the-price-zenter/ That is a great idea for a...</summary>
        <author>
            <name>Bryan Starbuck</name>
        </author>
        
        
<content type="xhtml" xml:lang="en-US" xml:base="http://bryanstarbuck.typepad.com/bryan_starbuck/">
<div xmlns="http://www.w3.org/1999/xhtml"><p>The MappingTheWeb blog is doing a series of posts asking to estimate the purchase price of companies when the public information is "Bought for an undisclosed amount".</p>

<p>Here is the blog post: <a href="http://www.mappingtheweb.com/2007/06/23/guess-the-price-zenter/">http://www.mappingtheweb.com/2007/06/23/guess-the-price-zenter/</a></p>

<p>That is a great idea for a series of blog posts.</p>

<p>-Bryan</p></div>
</content>



    <feedburner:origLink>http://bryanstarbuck.typepad.com/bryan_starbuck/2007/06/guess-the-price.html</feedburner:origLink></entry>
    <entry>
        <title>We Launch TalentSpring: Marketplace Ranks Resumes by Merit</title>
        <link rel="alternate" type="text/html" href="http://feedproxy.google.com/~r/BryanStarbuck/~3/6PQSPBVNoks/we_launch_talen.html" />
        <link rel="replies" type="text/html" href="http://bryanstarbuck.typepad.com/bryan_starbuck/2007/05/we_launch_talen.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-34193710</id>
        <published>2007-05-18T02:57:29-07:00</published>
        <updated>2007-05-18T02:57:29-07:00</updated>
        <summary>We launched today, and here is our article on TechCrunch about our company TalentSpring.com. TalentSpring ranks resumes within their industry. This allows employers to go directly to the strongest candidates in an industry. The resumes are ranked by peers who...</summary>
        <author>
            <name>Bryan Starbuck</name>
        </author>
        
        
<content type="html" xml:lang="en-US" xml:base="http://bryanstarbuck.typepad.com/bryan_starbuck/">
&lt;div xmlns="http://www.w3.org/1999/xhtml"&gt;&lt;p&gt;We launched today, and here is our article on &lt;a href="http://www.techcrunch.com/2007/05/18/talentspring-aims-to-disrupt-resume-marketplace/"&gt;TechCrunch&lt;/a&gt; about our company &lt;a href="http://www.TalentSpring.com"&gt;TalentSpring.com&lt;/a&gt;.&lt;/p&gt;


&lt;p&gt;&lt;a href="http://www.TechCrunch.com"&gt;&lt;img src="http://i76.photobucket.com/albums/j33/BryanStarbuck/Logo_3_28_2007.jpg" /&gt;&lt;/a&gt;&lt;/p&gt;

&lt;p&gt;&lt;span style="font-size: 11pt; font-family: &amp;quot;Calibri&amp;quot;,&amp;quot;sans-serif&amp;quot;;"&gt;TalentSpring ranks resumes within their
industry.&amp;nbsp; This allows employers to go directly to the strongest
candidates in an industry.&amp;nbsp; The resumes are ranked by peers who are voting
against others.&lt;br /&gt;&lt;br /&gt;&lt;span style="font-size: 1.4em;"&gt;Learn more: &lt;a href="http://blog.TalentSpring.com"&gt;blog.TalentSpring.com&lt;/a&gt; &lt;/span&gt;&lt;/span&gt;&lt;span style="font-size: 11pt; font-family: &amp;quot;Calibri&amp;quot;,&amp;quot;sans-serif&amp;quot;;"&gt;&lt;span style="font-size: 1.4em;"&gt;&lt;br /&gt;Or go to: &lt;a href="http://www.TalentSpring.com"&gt;TalentSpring.com&lt;/a&gt; &lt;br /&gt;&lt;br /&gt;&lt;/span&gt;&lt;span style="font-size: 0.6em;"&gt;Other press coverage:&lt;/span&gt;&lt;/span&gt;&lt;/p&gt;

&lt;ul&gt;&lt;li&gt;&lt;span style="font-size: 11pt; font-family: &amp;quot;Calibri&amp;quot;,&amp;quot;sans-serif&amp;quot;;"&gt;&lt;a href="http://seattlepi.nwsource.com/venture/316261_vc18.html"&gt;Seattle PI: &amp;quot;Venture Capital: Startup Puts Resumes Side by Side&amp;quot;&lt;/a&gt;&lt;br /&gt;&lt;/span&gt;&lt;/li&gt;&lt;/ul&gt;&lt;/div&gt;
</content>



    <feedburner:origLink>http://bryanstarbuck.typepad.com/bryan_starbuck/2007/05/we_launch_talen.html</feedburner:origLink></entry>
    <entry>
        <title>Web 2.0 vs Applications</title>
        <link rel="alternate" type="text/html" href="http://feedproxy.google.com/~r/BryanStarbuck/~3/0xP3tzp9w1s/web_20_vs_appli.html" />
        <link rel="replies" type="text/html" href="http://bryanstarbuck.typepad.com/bryan_starbuck/2007/04/web_20_vs_appli.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-33443230</id>
        <published>2007-04-28T20:44:07-07:00</published>
        <updated>2007-04-28T20:44:07-07:00</updated>
        <summary>InstaCalc.com is a very creative startup that contrasts how web sites can be much better then a legacy Software Application. InstaCalc chose to be better than Excel by doing less. They focus on the scenario of getting a quick calculation...</summary>
        <author>
            <name>Bryan Starbuck</name>
        </author>
        
        
<content type="html" xml:lang="en-US" xml:base="http://bryanstarbuck.typepad.com/bryan_starbuck/">
&lt;div xmlns="http://www.w3.org/1999/xhtml"&gt;&lt;p&gt;InstaCalc.com is a very creative startup that contrasts how web sites can be much better then a legacy Software Application.&lt;/p&gt;

&lt;p&gt;InstaCalc chose to be better than Excel by doing less.&amp;nbsp; They focus on the scenario of getting a quick calculation accomplished.&amp;nbsp; This contrasts Excel that is a general purpose tool that scales to large spreadsheet.&lt;/p&gt;

&lt;p&gt;
&lt;a href="http://i76.photobucket.com/albums/j33/BryanStarbuck/temp-6.png"&gt;
&lt;img src="http://i76.photobucket.com/albums/j33/BryanStarbuck/temp-6.png" /&gt; 
&lt;/a&gt;

&lt;/p&gt;
&lt;p&gt;InstaCalc.com's focus allows their user interface to be easier to use in these quick calculation scenarios that Excel.&lt;/p&gt;

&lt;p&gt;When I want a quick calculation accomplished, I'll go to InstaCalc.&amp;nbsp; In the less frequent cases of creating an extensive spreadsheet, I'll go to Excel.&lt;/p&gt;

&lt;p&gt;Example: &lt;a href="http://instacalc.com/?d=RW50ZXIgeW91ciBsb2FuIGFtb3VudCwgaW50ZXJlc3QgcmF0ZSwgYW5kIGR1cmF0aW9uIGluIG1vbnRocyAoMzAgeWVhcnMgd291bGQgYmUgMTIgKiAzMCkuIFRoZSBhbW91bnQgb2YgaW50ZXJlc3QgcGFpZCBjaGFuZ2VzIGRyYXN0aWNhbGx5IGFzIHlvdSB0YWtlIGEgbG9uZ2VyIGxvYW4gdGVybS4&amp;amp;c=bG9hbiA9IDMwMGt8cmF0ZSA9IDglfG1vbnRocyA9IDEyICogMzB8bW9udGhseV9pbnRlcmVzdCA9IHIgPSByYXRlLzEyfCRtb250aGx5X3BheW1lbnQgPSAociArIHIvKCgxK3IpXm1vbnRocyAtIDEpKSAqIGxvYW58JHRvdGFsX3BheW1lbnRzID0gbW9udGhseV9wYXltZW50ICogbW9udGhzfCRpbnRlcmVzdF9wYXltZW50cyA9IHRvdGFsX3BheW1lbnRzIC0gbG9hbnwkcHJpbmNpcGFsX3BheW1lbnRzID0gbG9hbnxwaWVjaGFydChyNzpyOCl8fHx8&amp;amp;s=ssshhhhhsssss&amp;amp;v=0.9"&gt;
http://InstaCalc.com/
&lt;/a&gt;

 &lt;/p&gt;&lt;/div&gt;
</content>



    <feedburner:origLink>http://bryanstarbuck.typepad.com/bryan_starbuck/2007/04/web_20_vs_appli.html</feedburner:origLink></entry>
    <entry>
        <title>Beyond HTML: Microsoft Silverlight vs Adobe Apollo</title>
        <link rel="alternate" type="text/html" href="http://feedproxy.google.com/~r/BryanStarbuck/~3/uVyCDn07E7w/beyond_html_mic.html" />
        <link rel="replies" type="text/html" href="http://bryanstarbuck.typepad.com/bryan_starbuck/2007/04/beyond_html_mic.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-32959044</id>
        <published>2007-04-16T08:14:05-07:00</published>
        <updated>2007-04-16T08:14:05-07:00</updated>
        <summary>The internet is getting ready to advance to a better platform beyond traditional HTML. It is likely going to take 3 to 5 years to complete, however the technology is now getting ready. Microsoft Silverlight joins Adobe's Apollo among others...</summary>
        <author>
            <name>Bryan Starbuck</name>
        </author>
        
        
<content type="html" xml:lang="en-US" xml:base="http://bryanstarbuck.typepad.com/bryan_starbuck/">
&lt;div xmlns="http://www.w3.org/1999/xhtml"&gt;&lt;p&gt;The internet is getting ready to advance to a better platform beyond traditional HTML.&amp;nbsp; It is likely going to take 3 to 5 years to complete, however the technology is now getting ready.&amp;nbsp; Microsoft Silverlight joins Adobe's Apollo among others to compete to become a new higher level platform beyond HTML.&lt;/p&gt;

&lt;p&gt;In the past, innovation to directly help consumers most often happened in software products written on top of an a platform like Windows Win32.&amp;nbsp; This platform was important to allow applications to take advantage of the full capabilities of the computer, such as sound, video, networking, printing, etc.&amp;nbsp; &amp;nbsp;The mac and Linux had equivalent but incompatible platforms.&lt;/p&gt;

&lt;p&gt;
&lt;a href="http://i76.photobucket.com/albums/j33/BryanStarbuck/temp-5.png" target="_blank"&gt;&lt;img border="0" src="http://i76.photobucket.com/albums/j33/BryanStarbuck/temp2-1.png" alt="Photo Sharing and Video Hosting at Photobucket" /&gt;&lt;/a&gt;

&lt;/p&gt;


&lt;p&gt;With the internet, the web used HTML as a new platform to provided many benefits beyond the legacy Win32 platform.&amp;nbsp; It is no coincidence that almost all consumer facing innovation has happened on the web HTML platform over the last 4 years.&amp;nbsp; Examples include Google Maps, Gmail, Zillow, FareCast, MySpace, Facebook, Linked-In, Wikipedia, Digg, YouTube, Flickr, etc.&lt;/p&gt;

&lt;p&gt;I'm a big believer that the playing field changes when an innovation provides an improvement 10-times better than the previous solution.&amp;nbsp; The 10-times or 10x improvement with HTML was that users could use their data on any computer (any type windows/mac/linux and without installing software) since their data was always stored on the server.&amp;nbsp; The second 10x improvement was that if the user had any problems, they could always close the web browser and all problems went away (crashes, security, etc.).&lt;/p&gt;

&lt;p&gt;As a programmer, the inclination is to said that &amp;quot;win32 could be a little faster&amp;quot; but the truth is that users have a much stronger preference for access anywhere and with no fuss.&lt;/p&gt;

&lt;p&gt;The internet is now getting ready for the next generation platform.&amp;nbsp; The 10x improvement this time is in: a) better graphics, and b) faster user interface.&amp;nbsp; A few innovations occurred over the last 4 years on legacy platforms (Win32 / DirectX / OpenGL) because they provided better graphics and faster user interfaces.&amp;nbsp; Examples included SecondLife, World-of-Warcraft, and other games.&lt;/p&gt;

&lt;p&gt;Microsoft just released Silverlight to join the existing next generation platforms, such as Adobe Flash and Adobe Apollo.&amp;nbsp; I believe it will take 3 to 5 years until most web sites can benefit from the next generation with amazing graphics and speed.&amp;nbsp; The primary challenging being that users still demand that their information is available everywhere, so these platforms will only succeed if and when they because available on as many platforms as possible.&amp;nbsp; They also must provide a level of openness so that niche platforms can also implement support.&lt;/p&gt;

&lt;p&gt;YouTube was the first mass market site to make this transition and depend upon flash.&amp;nbsp; Flash gave them the advantage of starting movies before they finished downloading without requiring a movie player.&amp;nbsp; YouTube greatly increased the percentage of computers with flash installed, which will make it easier for the next wave of sites.&lt;/p&gt;

&lt;p&gt;Microsoft Silverlight: &lt;a href="http://blogs.msdn.com/tims/archive/2007/04/15/introducing-microsoft-silverlight.aspx"&gt;http://blogs.msdn.com/tims/archive/2007/04/15/introducing-microsoft-silverlight.aspx&lt;/a&gt; &lt;/p&gt;

&lt;p&gt;Adobe Apollo: &lt;a href="http://www.adobe.com/devnet/videos/apollo_demo07/index.html"&gt;http://www.adobe.com/devnet/videos/apollo_demo07/index.html&lt;br /&gt;&lt;/a&gt;&lt;/p&gt;&lt;/div&gt;
</content>



    <feedburner:origLink>http://bryanstarbuck.typepad.com/bryan_starbuck/2007/04/beyond_html_mic.html</feedburner:origLink></entry>
    <entry>
        <title>Kaneva = SecondLife + MySpace</title>
        <link rel="alternate" type="text/html" href="http://feedproxy.google.com/~r/BryanStarbuck/~3/-hUfn7_DtC8/kaneva_secondli.html" />
        <link rel="replies" type="text/html" href="http://bryanstarbuck.typepad.com/bryan_starbuck/2007/03/kaneva_secondli.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-31090436</id>
        <published>2007-03-01T22:10:16-08:00</published>
        <updated>2007-03-01T22:10:16-08:00</updated>
        <summary>Kaneva is one of the most amazing companies I've seen recently. Kaneva is like SecondLife combined with MySpace. It creates a social network like MySpace. It lets users go into a SecondLife like environment when they want to get more...</summary>
        <author>
            <name>Bryan Starbuck</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Startups" />
        
        
<content type="html" xml:lang="en-US" xml:base="http://bryanstarbuck.typepad.com/bryan_starbuck/">
&lt;div xmlns="http://www.w3.org/1999/xhtml"&gt;&lt;p&gt;Kaneva is one of the most amazing companies I've seen recently.&amp;nbsp; Kaneva is like SecondLife combined with MySpace.&lt;/p&gt;

&lt;p&gt;It creates a social network like MySpace.&amp;nbsp; It lets users go into a SecondLife like environment when they want to get more involved.&amp;nbsp; It then allows the user's photo and video content inside of that 3-D environment.&lt;/p&gt;

&lt;p&gt;In hindsight it is an obvious idea.&amp;nbsp; Congratulations to the Kaneva guys.&lt;/p&gt;

&lt;p&gt;This is a great video that explains Kaneva:&amp;nbsp; &lt;a title="http://www.kaneva.com/channel/crad30.people" href="http://www.kaneva.com/channel/crad30.people"&gt;http://www.kaneva.com/channel/crad30.people&lt;/a&gt;&lt;/p&gt;

&lt;p&gt;It will be very difficult for them to be as good as MySpace + Flickr + YouTube + SecondLife.&amp;nbsp; However allowing users to bridge between each is a powerful advantage.&amp;nbsp; I think long-term, each of the individual services will either need to compete, integrate, or loose to a service like Kaneva.&lt;/p&gt;

&lt;p&gt;It is currently invite only to use Kaneva.&amp;nbsp; You can email me or post your email address in the comments if you want to receive an invite.&lt;/p&gt;

&lt;p&gt;-Bryan&lt;/p&gt;&lt;/div&gt;
</content>



    <feedburner:origLink>http://bryanstarbuck.typepad.com/bryan_starbuck/2007/03/kaneva_secondli.html</feedburner:origLink></entry>
    <entry>
        <title>PR for Internet Startups</title>
        <link rel="alternate" type="text/html" href="http://feedproxy.google.com/~r/BryanStarbuck/~3/jm0uMQaIL0A/pr_for_internet.html" />
        <link rel="replies" type="text/html" href="http://bryanstarbuck.typepad.com/bryan_starbuck/2007/02/pr_for_internet.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-30593710</id>
        <published>2007-02-17T14:12:42-08:00</published>
        <updated>2007-02-17T14:12:42-08:00</updated>
        <summary>PR is very important for the launch plan for internet startups. Every month, a group of founders of internet startups get together here in Seattle to discuss issues we all face at Seattle Tech Startups. I'm bringing together a speaker...</summary>
        <author>
            <name>Bryan Starbuck</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Startups" />
        
        
<content type="html" xml:lang="en-US" xml:base="http://bryanstarbuck.typepad.com/bryan_starbuck/">
&lt;div xmlns="http://www.w3.org/1999/xhtml"&gt;&lt;p&gt;PR is very important for the launch plan for internet startups.&amp;nbsp; Every month, a group of founders of internet startups get together here in Seattle to discuss issues we all face at &lt;a href="http://seattletechstartups.com/"&gt;Seattle Tech Startups&lt;/a&gt;.&amp;nbsp; &lt;/p&gt;

&lt;p&gt;I'm bringing together a speaker and a panel of PR experts that specialize in working with internet startups during their launch.&amp;nbsp; The meeting will be on February 22nd.&lt;/p&gt;

&lt;p&gt;I will facilitate the panel discussion.&lt;span style="font-weight: bold;"&gt;&amp;nbsp;&lt;/span&gt;&lt;/p&gt;

&lt;div&gt;&lt;p class="MsoNormal" style="margin-bottom: 0pt;"&gt;&lt;strong&gt;&lt;strong&gt;&lt;u&gt;&lt;span style="font-size: 0.8em;"&gt;&lt;span face="Arial" style="color: black;"&gt;&lt;span style="font-size: 10pt; color: black; font-family: Arial;"&gt;Speakers:&lt;/span&gt;&lt;/span&gt;&lt;/span&gt;&lt;/u&gt;&lt;/strong&gt;&lt;/strong&gt;&lt;span face="Arial" style="color: black;"&gt;&lt;span style="color: black; font-family: Arial;"&gt;&lt;o:p&gt;&lt;/o:p&gt;&lt;/span&gt;&lt;/span&gt;&lt;/p&gt;&lt;/div&gt;
&lt;div&gt;
&lt;p class="MsoNormal" style="margin-bottom: 0pt;"&gt;&lt;strong&gt;&lt;strong&gt;&lt;span style="font-size: 0.8em;"&gt;&lt;span face="Arial" style="color: black;"&gt;&lt;span style="font-size: 10pt; color: black; font-family: Arial;"&gt;Paul 
Forecki&lt;/span&gt;&lt;/span&gt;&lt;/span&gt;&lt;/strong&gt;&lt;/strong&gt;&lt;span face="Arial" style="color: black;"&gt;&lt;span style="color: black; font-family: Arial;"&gt;&lt;o:p&gt;&lt;/o:p&gt;&lt;/span&gt;&lt;/span&gt;&lt;/p&gt;&lt;/div&gt;
&lt;div&gt;
&lt;p class="MsoNormal" style="margin-bottom: 0pt;"&gt;&lt;span style="font-size: 0.8em;"&gt;&lt;span face="Arial" style="color: black;"&gt;&lt;span style="font-size: 10pt; color: black; font-family: Arial;"&gt;Paul 
Forecki is founder and president of VOXUS PR, a fast growing boutique&lt;br /&gt;agency 
targeting emerging high tech companies.&amp;nbsp; Paul has over 15 years of&lt;br /&gt;experience 
in launching and building campaigns for 120+ companies, from&lt;br /&gt;boot-strap 
startups to high-growth venture-fueled rockets to global,&lt;br /&gt;publicly traded 
market leaders.&amp;nbsp; More information is available at&lt;/span&gt;&lt;/span&gt;&lt;/span&gt;&lt;br /&gt;&lt;span class="MsoHyperlink"&gt;&lt;u&gt;&lt;span face="Arial" style="color: blue;"&gt;&lt;span style="font-family: Arial;"&gt;www.voxuspr.com&lt;/span&gt;&lt;/span&gt;&lt;/u&gt;&lt;/span&gt;&lt;span face="Arial" style="color: black;"&gt;&lt;span style="color: black; font-family: Arial;"&gt;.&lt;o:p&gt;&lt;/o:p&gt;&lt;/span&gt;&lt;/span&gt;&lt;/p&gt;&lt;/div&gt;
&lt;div&gt;
&lt;p class="MsoNormal" style="margin-bottom: 0pt;"&gt;&lt;span style="font-size: 0.8em;"&gt;&lt;span face="Arial" style="color: black;"&gt;&lt;span style="font-size: 10pt; color: black; font-family: Arial;"&gt; &lt;o:p&gt;&lt;/o:p&gt;&lt;/span&gt;&lt;/span&gt;&lt;/span&gt;&lt;/p&gt;&lt;/div&gt;
&lt;div&gt;
&lt;p class="MsoNormal" style="margin-bottom: 0pt;"&gt;&lt;strong&gt;&lt;strong&gt;&lt;u&gt;&lt;span style="font-size: 0.8em;"&gt;&lt;span face="Arial" style="color: black;"&gt;&lt;span style="font-size: 10pt; color: black; font-family: Arial;"&gt;Panelists:&lt;/span&gt;&lt;/span&gt;&lt;/span&gt;&lt;/u&gt;&lt;/strong&gt;&lt;/strong&gt;&lt;span face="Arial" style="color: black;"&gt;&lt;span style="color: black; font-family: Arial;"&gt;&lt;o:p&gt;&lt;/o:p&gt;&lt;/span&gt;&lt;/span&gt;&lt;/p&gt;&lt;/div&gt;
&lt;div&gt;
&lt;p class="MsoNormal" style="margin-bottom: 0pt;"&gt;&lt;strong&gt;&lt;strong&gt;&lt;span style="font-size: 0.8em;"&gt;&lt;span face="Arial" style="color: black;"&gt;&lt;span style="font-size: 10pt; color: black; font-family: Arial;"&gt;Panelists include Paul Forecki and Deanna Leung.&lt;br /&gt;&lt;/span&gt;&lt;/span&gt;&lt;/span&gt;&lt;/strong&gt;&lt;/strong&gt;&lt;/p&gt;

&lt;p class="MsoNormal" style="margin-bottom: 0pt;"&gt;&lt;strong&gt;&lt;strong&gt;&lt;span style="font-size: 0.8em;"&gt;&lt;span face="Arial" style="color: black;"&gt;&lt;span style="font-size: 10pt; color: black; font-family: Arial;"&gt;Deanna 
Leung:&lt;/span&gt;&lt;/span&gt;&lt;/span&gt;&lt;/strong&gt;&lt;/strong&gt;&lt;span face="Arial" style="color: black;"&gt;&lt;span style="color: black; font-family: Arial;"&gt;&lt;o:p&gt;&lt;/o:p&gt;&lt;/span&gt;&lt;/span&gt;&lt;/p&gt;&lt;/div&gt;
&lt;div&gt;
&lt;p class="MsoNormal" style="margin-bottom: 0pt;"&gt;&lt;span style="font-size: 0.8em;"&gt;&lt;span face="Arial" style="color: black;"&gt;&lt;span style="font-size: 10pt; color: black; font-family: Arial;"&gt;Deanna 
Leung has over 15 years of corporate marketing experience and is a&lt;br /&gt;partner at 
Buzz Builders, a boutique PR firm that specializes in early stage&lt;br /&gt;companies. 
Prior to Buzz Builders, Deanna was the marketing director at&lt;br /&gt;Aventail, where 
she defined a new product category and positioned the&lt;br /&gt;company as an industry 
leader with positive analyst recommendations,&lt;br /&gt;extensive press coverage, and 
more than 22 major industry awards. In the&lt;br /&gt;early-90’s, she drove the PR 
initiatives at SPRY with the successful&lt;br /&gt;introduction of Internet In A Box and 
later at CompuServe launching their&lt;br /&gt;Internet service business, 
SPRYNET.&lt;o:p&gt;&lt;/o:p&gt;&lt;/span&gt;&lt;/span&gt;&lt;/span&gt;&lt;/p&gt;&lt;/div&gt;

&lt;div&gt;
&lt;p class="MsoNormal" style="margin-bottom: 0pt;"&gt;&lt;span style="font-size: 0.8em;"&gt;&lt;span face="Arial" style="color: black;"&gt;&lt;span style="font-size: 10pt; color: black; font-family: Arial;"&gt; &lt;o:p&gt;&lt;/o:p&gt;&lt;/span&gt;&lt;/span&gt;&lt;/span&gt;&lt;/p&gt;&lt;/div&gt;
&lt;div&gt;
&lt;p class="MsoNormal" style="margin-bottom: 0pt;"&gt;&lt;span style="font-size: 0.8em;"&gt;&lt;span face="Arial" style="color: black;"&gt;&lt;span style="font-size: 10pt; color: black; font-family: Arial;"&gt;I may 
have more people on the panel discussion.&lt;o:p&gt;&lt;/o:p&gt;&lt;/span&gt;&lt;/span&gt;&lt;/span&gt;&lt;/p&gt;&lt;/div&gt;&lt;/div&gt;
</content>



    <feedburner:origLink>http://bryanstarbuck.typepad.com/bryan_starbuck/2007/02/pr_for_internet.html</feedburner:origLink></entry>
    <entry>
        <title>Is Linked-In a new source of Nigerian Scams?</title>
        <link rel="alternate" type="text/html" href="http://feedproxy.google.com/~r/BryanStarbuck/~3/fxRqbUyde7k/is_linkedin_a_n.html" />
        <link rel="replies" type="text/html" href="http://bryanstarbuck.typepad.com/bryan_starbuck/2007/01/is_linkedin_a_n.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-15044579</id>
        <published>2007-01-06T16:12:50-08:00</published>
        <updated>2007-01-06T16:12:50-08:00</updated>
        <summary>Linked-In's new feature to ask questions can enable a new attack forum for scams. Here is an example: "How can I raise money to Gold/Diamond projects in Africa?" View here. The classic Nigerian scam is to email the victim saying...</summary>
        <author>
            <name>Bryan Starbuck</name>
        </author>
        
        
<content type="html" xml:lang="en-US" xml:base="http://bryanstarbuck.typepad.com/bryan_starbuck/">
&lt;div xmlns="http://www.w3.org/1999/xhtml"&gt;


&lt;p&gt;Linked-In's new feature to ask questions can enable a new attack forum for scams.&amp;nbsp; Here is an example:&lt;br /&gt;&lt;span style="color: #cc0033;"&gt;&lt;strong&gt;&lt;br /&gt;&amp;quot;How can I raise money to Gold/Diamond projects in Africa?&amp;quot;&lt;/strong&gt;&lt;/span&gt;&amp;nbsp; &amp;nbsp;&lt;a href="http://www.linkedin.com/answers?viewQuestion=&amp;amp;questionID=7511&amp;amp;askerID=722157"&gt;View here&lt;/a&gt;.&lt;/p&gt;



&lt;p&gt;The classic Nigerian scam is to email the victim saying that the victim had a rich relative that died and has millions of dollars to be claimed.&amp;nbsp; It requests the victim to send money to release the millions that the victim will receive.&lt;/p&gt;

&lt;p&gt;This scam can now happen on Linked-In by using the new Answers feature.

&lt;/p&gt;

&lt;p&gt;The problem happens with &amp;quot;Super Connectors&amp;quot; that accept an invite from anyone who asked to connect in Linked-In.&amp;nbsp; These Super Connectors often have 1 thousand to 20 thousand links in Linked-In.&amp;nbsp; This allows a scammer to connect to a Super Connector and then scam everyone who is connected to the Super Connector.&lt;/p&gt;

&lt;p&gt;Linked-In has a way to rank answers.&amp;nbsp; We need a way to tag questions that appear to be scams.&lt;/p&gt;

&lt;p&gt;You would hope that the people who use linked-in are sophisticated enough to identify these scams, but that may not happen.&lt;/p&gt;

&lt;p&gt;The feature I really want is to block questions that come from Super Connectors.&amp;nbsp; Each account could set a threshold for the number of connections that constitute a Super Connector to block.&amp;nbsp; There can also be thumbs-up and thumbs-down icons next to each question to vote away the spam-like questions.&lt;/p&gt;&lt;br /&gt;&lt;p&gt;-Bryan&lt;/p&gt;

&lt;p&gt;Tags: &lt;a href="http://technorati.com/tags/Linked-In"&gt;Linked-In&lt;/a&gt;, &lt;a href="http://technorati.com/tags/LinkedIn"&gt;LinkedIn&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Scams"&gt;Scams&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Scam"&gt;Scam&lt;/a&gt; &lt;/p&gt;&lt;/div&gt;
</content>



    <feedburner:origLink>http://bryanstarbuck.typepad.com/bryan_starbuck/2007/01/is_linkedin_a_n.html</feedburner:origLink></entry>
    <entry>
        <title>NimbleBee in the Seattle PI</title>
        <link rel="alternate" type="text/html" href="http://feedproxy.google.com/~r/BryanStarbuck/~3/UcWyujOWKow/nimblebee_in_th.html" />
        <link rel="replies" type="text/html" href="http://bryanstarbuck.typepad.com/bryan_starbuck/2006/12/nimblebee_in_th.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-14781952</id>
        <published>2006-12-20T20:35:10-08:00</published>
        <updated>2006-12-20T20:35:10-08:00</updated>
        <summary>John Cook wrote about NimbleBee today. For anyone who doesn't know about John Cook's Venture Blog, it is the closest we have to a Settle version of TechCrunch. John reviews many startups in Seattle. His blog is also a great...</summary>
        <author>
            <name>Bryan Starbuck</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Startups" />
        
        
<content type="html" xml:lang="en-US" xml:base="http://bryanstarbuck.typepad.com/bryan_starbuck/">
&lt;div xmlns="http://www.w3.org/1999/xhtml"&gt;&lt;p&gt;&lt;a href="http://blog.seattlepi.nwsource.com/venture/archives/109827.asp"&gt;John Cook&lt;/a&gt; wrote about NimbleBee today.&lt;/p&gt;

&lt;p&gt;For anyone who doesn't know about &lt;a href="http://blog.seattlepi.nwsource.com/venture/"&gt;John Cook's Venture Blog&lt;/a&gt;, it is the closest we have to a Settle version of TechCrunch.&amp;nbsp; John reviews many startups in Seattle.&amp;nbsp; His blog is also a great place to find out about events going on in Seattle.&lt;/p&gt;

&lt;p&gt;&lt;a href="http://NimbleBee.com"&gt;NimbleBee&lt;/a&gt; is our code name until we launch with our branded site.&amp;nbsp; You can sign-up if you want to be notified when we launch.&lt;/p&gt;

&lt;p&gt;-Bryan&lt;/p&gt;&lt;/div&gt;
</content>



    <feedburner:origLink>http://bryanstarbuck.typepad.com/bryan_starbuck/2006/12/nimblebee_in_th.html</feedburner:origLink></entry>
    <entry>
        <title>Zillow will Replace some Real Estate Agents</title>
        <link rel="alternate" type="text/html" href="http://feedproxy.google.com/~r/BryanStarbuck/~3/lC_adX_fyhM/zillow_will_rep.html" />
        <link rel="replies" type="text/html" href="http://bryanstarbuck.typepad.com/bryan_starbuck/2006/12/zillow_will_rep.html" thr:count="1" thr:updated="2006-12-07T13:18:55-08:00" />
        <id>tag:typepad.com,2003:post-14519924</id>
        <published>2006-12-07T09:00:12-08:00</published>
        <updated>2006-12-07T09:00:12-08:00</updated>
        <summary>I think Zillow will try to replace the MLS and create an efficient market to sell houses (In my humble opinion). Zillow's CEO and leadership built Expedia and they replaced travel agents with Expedia. I think they may end up...</summary>
        <author>
            <name>Bryan Starbuck</name>
        </author>
        
        
<content type="html" xml:lang="en-US" xml:base="http://bryanstarbuck.typepad.com/bryan_starbuck/">
&lt;div xmlns="http://www.w3.org/1999/xhtml"&gt;&lt;p&gt;I think Zillow will try to replace the MLS and create an efficient market to sell houses (In my humble opinion).&amp;nbsp; Zillow's CEO and leadership built Expedia and they replaced travel agents with Expedia.&amp;nbsp; I think they may end up displacing &lt;u&gt;some&lt;/u&gt; Real Estate agents.&lt;/p&gt;

&lt;p&gt;I think their first step is to make Zillow become the MLS replacement (by being a competitor first).&amp;nbsp; Then create an efficient market place to bid and negotiate house sales.&lt;/p&gt;

&lt;p&gt;What remains will be a need for &amp;quot;advisers&amp;quot; or real estate agents to give tours of homes and giving advice.&lt;/p&gt;

&lt;p&gt;This is extremely exciting news.&amp;nbsp; The MLS system has been about locking certain people out of using it and using it as leverage to increase fees.&amp;nbsp; I think that has built up a lot of ill-will and pent up demand.&amp;nbsp; If the MLS organizations want to exist in 10 years, I think they need to create a plan now on how to convert to open system.&amp;nbsp; Otherwise they will be replaced. &lt;/p&gt;



&lt;p&gt;Zillow: The &amp;quot;eBay&amp;quot; for the real estate market.&lt;br /&gt;
&lt;/p&gt;


&lt;p&gt;This post is based on the new news from Zillow: &lt;a href="http://www.techcrunch.com/2006/12/06/zillow-knows-that-everyone-has-a-price/"&gt;TechCrunch&lt;/a&gt;, &lt;a href="http://gigaom.com/2006/12/06/zillow-shows-more-of-its-cards/"&gt;GigaOM&lt;/a&gt;.&lt;/p&gt;

&lt;p&gt;-Bryan&lt;/p&gt;&lt;/div&gt;
</content>



    <feedburner:origLink>http://bryanstarbuck.typepad.com/bryan_starbuck/2006/12/zillow_will_rep.html</feedburner:origLink></entry>
    <entry>
        <title>First Time CEO important steps</title>
        <link rel="alternate" type="text/html" href="http://feedproxy.google.com/~r/BryanStarbuck/~3/_pB1i7WKCb0/first_time_ceo_.html" />
        <link rel="replies" type="text/html" href="http://bryanstarbuck.typepad.com/bryan_starbuck/2006/12/first_time_ceo_.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-14505677</id>
        <published>2006-12-06T15:14:27-08:00</published>
        <updated>2006-12-06T15:14:27-08:00</updated>
        <summary>I gave a talk yesterday at the Seattle Tech Startups meeting. The talk includes the steps I believe are important for first time CEOs of internet companies. The meeting is mainly ex-Microsoft ex-Amazon developers who are founders of internet companies...</summary>
        <author>
            <name>Bryan Starbuck</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Startups" />
        
        
<content type="html" xml:lang="en-US" xml:base="http://bryanstarbuck.typepad.com/bryan_starbuck/">
&lt;div xmlns="http://www.w3.org/1999/xhtml"&gt;&lt;p&gt;I gave a talk yesterday at the &lt;a href="http://seattletechstartups.com/"&gt;Seattle Tech Startups&lt;/a&gt; meeting.&amp;nbsp; The talk includes the steps I believe are important for first time CEOs of internet companies.&amp;nbsp; The meeting is mainly ex-Microsoft ex-Amazon developers who are founders of internet companies here in Seattle.&lt;/p&gt;

&lt;p&gt;Several people asked me to post my slide deck so here it is.&lt;/p&gt;

&lt;p&gt;Most of the content was verbal.&amp;nbsp; I put some of the verbal content in the notes at the bottom of each slide.&lt;/p&gt;

&lt;p&gt;
&lt;a href="http://NimbleBee.com/Seattle-Tech-Startups.ppt"&gt;
&lt;img src="http://i76.photobucket.com/albums/j33/BryanStarbuck/temp-3.png" /&gt;
&lt;/a&gt;

&lt;/p&gt;



&lt;p&gt;-Bryan&lt;/p&gt;

&lt;p&gt;Tags: &lt;a href="http://technorati.com/tags/Seattle%20Tech%20Startups"&gt;Seattle Tech Startups&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Keiretsu"&gt;Keiretsu&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Keiretsu Forum"&gt;Keiretsu Forum&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Seattle Keiretsu Forum"&gt;Seattle Keiretsu Forum&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Alliance of Angels"&gt;Alliance of Angels&lt;/a&gt;, &lt;a href="http://technorati.com/tags/AoA"&gt;AoA&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Wilson Sonsini Goodrich Rosati"&gt;Wilson Sonsini Goodrich Rosati&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Funding"&gt;Funding&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Startups"&gt;startups&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Internet Startups"&gt;internet startups&lt;/a&gt;.&lt;/p&gt;&lt;/div&gt;
</content>



    <feedburner:origLink>http://bryanstarbuck.typepad.com/bryan_starbuck/2006/12/first_time_ceo_.html</feedburner:origLink></entry>
    <entry>
        <title>Seattle Tech Startups Meeting</title>
        <link rel="alternate" type="text/html" href="http://feedproxy.google.com/~r/BryanStarbuck/~3/vS_DXZS3GB0/seattle_tech_st.html" />
        <link rel="replies" type="text/html" href="http://bryanstarbuck.typepad.com/bryan_starbuck/2006/11/seattle_tech_st.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-14393279</id>
        <published>2006-11-30T16:25:09-08:00</published>
        <updated>2006-11-30T16:25:09-08:00</updated>
        <summary>This coming Tuesday (12/5/2006) is the Seattle Tech Startups meeting (link here). This is a meeting for founders and other people interested in internet start-ups. Most of the people who come are ex-Amazon, ex-Microsoft, ex-RealNetworks developers. The talks include everything...</summary>
        <author>
            <name>Bryan Starbuck</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Startups" />
        
        
<content type="html" xml:lang="en-US" xml:base="http://bryanstarbuck.typepad.com/bryan_starbuck/">
&lt;div xmlns="http://www.w3.org/1999/xhtml"&gt;&lt;p&gt;This coming Tuesday (12/5/2006) is the &lt;a href="http://seattletechstartups.com/"&gt;Seattle Tech Startups&lt;/a&gt; meeting (&lt;a href="http://seattletechstartups.com/"&gt;link here&lt;/a&gt;).&amp;nbsp; This is a meeting for founders and other people interested in internet start-ups.&lt;/p&gt;

&lt;p&gt;Most of the people who come are ex-Amazon, ex-Microsoft, ex-RealNetworks developers.&amp;nbsp; The talks include everything from funding to technical issues with growing your internet start-up.&lt;/p&gt;

&lt;p&gt;In this Tuesday's meeting, I'll give a talk on growing a company from the founding stage through launch and post-launch.&lt;/p&gt;

&lt;p&gt;Where: Seattle Public Library, Capitol Hill branch, upstairs meeting room.&lt;br /&gt;When: 6pm - 7:45pm&lt;/p&gt;

&lt;p&gt;Last month Dennis Lee (VP of Technical Operations at MarchEx) gave a talk on the operations side of running a company.&lt;/p&gt;

&lt;p&gt;&lt;a href="http://billmonk.wordpress.com/"&gt;Gaurav Oberoi&lt;/a&gt; from &lt;a href="https://www.billmonk.com/"&gt;BillMonk.com&lt;/a&gt; started the Seattle Tech Startups meetings.&amp;nbsp; Another good blog for the Seattle Startup environment are &lt;a href="http://billmonk.wordpress.com/"&gt;Bill Monk's blog&lt;/a&gt; and Andy Sack's blog &lt;a href="http://asack.typepad.com/a_sack_of_seattle/"&gt;A Sack of Seattle&lt;/a&gt;.&lt;/p&gt;

&lt;p&gt;Another up coming event is &lt;a href="http://igniteseattle.com/"&gt;Seattle Ignite&lt;/a&gt;.&lt;/p&gt;

&lt;p&gt;-Bryan&lt;/p&gt;

&lt;p&gt;Tags: [&lt;a href="http://technorati.com/tags/Seattle%20Tech%20Startups"&gt;Seattle Tech Startups&lt;/a&gt;, &lt;a href="http://technorati.com/tags/MarchEx"&gt;MarchEx&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Seattle%20Public%20Library"&gt;Seattle Public Library&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Capital+Hill"&gt;Capital Hill&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Internet+Startups"&gt;Internet Startups&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Seattle+Startups"&gt;Seattle Startups&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Startups"&gt;Startups&lt;/a&gt;] &lt;/p&gt;&lt;/div&gt;
</content>



    <feedburner:origLink>http://bryanstarbuck.typepad.com/bryan_starbuck/2006/11/seattle_tech_st.html</feedburner:origLink></entry>
    <entry>
        <title>Windows Live Spaces vs TypePad</title>
        <link rel="alternate" type="text/html" href="http://feedproxy.google.com/~r/BryanStarbuck/~3/NJoIsk05jpM/windows_live_sp.html" />
        <link rel="replies" type="text/html" href="http://bryanstarbuck.typepad.com/bryan_starbuck/2006/11/windows_live_sp.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-14367089</id>
        <published>2006-11-29T10:07:05-08:00</published>
        <updated>2006-11-29T10:07:05-08:00</updated>
        <summary>I previously used Windows Live Spaces for my blog. I've decided to switch to TypePad. Windows Live Spaces is a great turn-key blog. I'm switching to TypePad because it's a bit more advanced and gives a much more professional blog....</summary>
        <author>
            <name>Bryan Starbuck</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Web/Tech" />
        
        
<content type="html" xml:lang="en-US" xml:base="http://bryanstarbuck.typepad.com/bryan_starbuck/">
&lt;div xmlns="http://www.w3.org/1999/xhtml"&gt;&lt;p&gt;I previously used Windows Live Spaces for my blog. I've decided to switch to TypePad. Windows Live Spaces is a great turn-key blog. I'm switching to TypePad because it's a bit more advanced and gives a much more professional blog.&lt;/p&gt;

&lt;p&gt;&lt;strong&gt;My new TypePad blog is: &lt;a href="http://blog.bryanstarbuck.com/"&gt;blog.BryanStarbuck.com&lt;/a&gt;&lt;/strong&gt;&lt;/p&gt;

&lt;p&gt;Windows Live Spaces Advantages:&lt;/p&gt;

&lt;p&gt;&amp;nbsp; &amp;nbsp; * Messenger Gleams / ContactCards: The gleam feature in Windows Live Messenger is great. Your friends love to hear when something new is happening with you, and this brings it to their attention.&amp;nbsp; &lt;span style="font-size: 0.6em;color: #990033;"&gt;[CRITICAL]&lt;/span&gt;&lt;br /&gt;&amp;nbsp; &amp;nbsp; * Faster to get started: There are few easier blog services that let you get started more quickly. It's great for novice users.&amp;nbsp; &lt;span style="font-size: 0.6em;color: #990033;"&gt;[CRITICAL]&lt;/span&gt;&lt;br /&gt;&amp;nbsp; &amp;nbsp; * Live Friends: Windows Live Spaces has turned into a simple social network. I think this feature is better than TypePad equivalents.&amp;nbsp; &lt;span style="font-size: 0.6em;color: #990033;"&gt;[NICE]&lt;/span&gt;&lt;br /&gt;&amp;nbsp; &amp;nbsp; * Better Photo Support: I love the photo viewer. It has many limitations but it's better than TypePad.&amp;nbsp; &amp;nbsp;&lt;span style="font-size: 0.6em;color: #990033;"&gt;[NICE]&lt;/span&gt;&lt;/p&gt;

&lt;p&gt;TypePad Advantages:&lt;/p&gt;

&lt;p&gt;&amp;nbsp; &amp;nbsp; * Blog Promotion: They have features and integration that will drive more traffic to your blog.&amp;nbsp; &lt;span style="font-size: 0.6em;color: #990033;"&gt;[CRITICAL]&lt;/span&gt;&lt;br /&gt;&amp;nbsp; &amp;nbsp; * Domain Name: I have blog.BryanStarbuck.com for my new blog.&amp;nbsp; &lt;span style="font-size: 0.6em;color: #990033;"&gt;[CRITICAL]&lt;/span&gt;&lt;br /&gt;&amp;nbsp; &amp;nbsp; * CSS &amp;amp; Design Customization: I want to customize the design and make it professional. I also want to optimize for wider than 800x600.&amp;nbsp; &lt;span style="font-size: 0.6em;color: #990033;"&gt;[CRITICAL]&lt;/span&gt;&lt;br /&gt;&amp;nbsp; &amp;nbsp; * Professional Fonts: The default fonts make TypePad appear more professional.&amp;nbsp; &lt;span style="font-size: 0.6em;color: #990033;"&gt;[CRITICAL]&lt;/span&gt;&lt;br /&gt;&amp;nbsp; &amp;nbsp; * Comment Control: Anyone who spends 3 hours hand deleting spam comments knows how important this is.&amp;nbsp; &lt;span style="font-size: 0.6em;color: #990033;"&gt;[CRITICAL]&lt;/span&gt;&lt;br /&gt;&amp;nbsp; &amp;nbsp; * Subscribe per Service: Many people use different types of readers. Having a simple &amp;quot;Click to Add&amp;quot; will increase readers.&amp;nbsp; &lt;span style="font-size: 0.6em;color: #990033;"&gt;[CRITICAL]&lt;/span&gt;&lt;br /&gt;&amp;nbsp; &amp;nbsp; * Professional Widgets: The TypePad widgets are more customized for professional blogs.&amp;nbsp; &lt;span style="font-size: 0.6em;color: #990033;"&gt;[NICE]&lt;/span&gt;&lt;br /&gt;&amp;nbsp; &amp;nbsp; * Less bugs: I've been bitten by bugs every so often on Windows Live Spaces. I've hit 3 bugs composing this blog post alone and it leaves me very frustrated.&amp;nbsp; &lt;span style="font-size: 0.6em;color: #990033;"&gt;[MEANINGFUL]&lt;/span&gt;&lt;/p&gt;

&lt;p&gt;I will make all new posts on both blogs. There is one KILLER feature that Windows Live Spaces has that prevents me from only using TypePad -- and that is the gleams that appear in Windows Live Messenger and on other Spaces pages that light up when changes happen. This tells your friends when to visit your site.&lt;/p&gt;

&lt;p&gt;In the end, I've decided to pay to receive the features I needed.&lt;/p&gt;

&lt;p&gt;-Bryan&lt;/p&gt;

&lt;p&gt;Tags: [&lt;a href="http://technorati.com/tags/TypePad"&gt;TypePad&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Windows%20Live%20Spaces"&gt;Windows Live Spaces&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Blogging"&gt;Blogging&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Windows%20Live%20Messenger"&gt;Windows Live Messenger&lt;/a&gt;]&lt;/p&gt;&lt;/div&gt;
</content>



    <feedburner:origLink>http://bryanstarbuck.typepad.com/bryan_starbuck/2006/11/windows_live_sp.html</feedburner:origLink></entry>
    <entry>
        <title>Boot Camp for Internet Startup CEOs</title>
        <link rel="alternate" type="text/html" href="http://feedproxy.google.com/~r/BryanStarbuck/~3/lm7BtVNkMQ4/boot_camp_for_i.html" />
        <link rel="replies" type="text/html" href="http://bryanstarbuck.typepad.com/bryan_starbuck/2006/11/boot_camp_for_i.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-14356781</id>
        <published>2006-11-28T11:25:00-08:00</published>
        <updated>2006-11-28T11:25:00-08:00</updated>
        <summary>"Entrepreneur University" is effectively a boot camp for first time CEOs of startups. It is held once a year in Seattle and was on November 2nd of this year. It started at 7:30am and ended at 8:30pm. It was fun...</summary>
        <author>
            <name>Bryan Starbuck</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Web/Tech" />
        
        
<content type="html" xml:lang="en-US" xml:base="http://bryanstarbuck.typepad.com/bryan_starbuck/">
&lt;div xmlns="http://www.w3.org/1999/xhtml"&gt;&lt;p&gt;&amp;quot;&lt;a href="http://www.nwen.org/program/eu.htm"&gt;Entrepreneur University&lt;/a&gt;&amp;quot; is effectively a boot camp for first time CEOs of startups.&amp;nbsp; It is held once a year in Seattle and was on November 2nd of this year.&amp;nbsp; It started at 7:30am and ended at 8:30pm.&lt;/p&gt;

&lt;p&gt;It was fun to meet many early stage founders and CEOs as they were shaping their companies.&amp;nbsp; I felt like it was an entrepreneur class of 2007 and it will be interesting to see the companies that come from this set of people in the next 5 years.&lt;/p&gt;

&lt;p&gt;This was a 13 hour long day with class after class.&amp;nbsp; There were two tracks, one called &amp;quot;Start your Engines&amp;quot; for early founders.&amp;nbsp; The second track was &amp;quot;Petal to the Medal&amp;quot; and focused on established companies that looked for the next stage of growth.&lt;/p&gt;

&lt;p&gt;Each person who attended could pick which classes to attend during the day.&amp;nbsp; During lunch, they had CEOs or area experts host each table.&amp;nbsp; This let early founders pick a table by expertise (marketing, sales, fund raising, etc.) and then bring up their issues and have a table discussion.&lt;/p&gt;

&lt;p&gt;I met several other Microsoft alumni who were starting their own companies.&amp;nbsp; Many of the VCs and CEO speakers also previously worked for Microsoft.&lt;/p&gt;

&lt;p&gt;Speakers included CostCo CEO (Jim Sinegal), QPass founder (Chase Franklin), aQuantive co-founder (Nick Hanauer), and many other current CEOs.&amp;nbsp; It also included the opportunity to speak to VCs from several VC firms: Madrona Venture Partners, Ignition Partners, OVP Venture Partners, among many others*.&lt;/p&gt;

&lt;p&gt;The evening ended with food in the evening and a chat to network with other founders and members of the start-up community (lawyers, etc.).&lt;/p&gt;

&lt;p&gt;This was a great event because it brought some of the most influential members of the Puget Sound startup community and they were very accessible by early founders.&amp;nbsp; This include &lt;a href="http://www.wsgr.com/WSGR/DBIndex.aspx?SectionName=attorneys/BIOS/6863.htm"&gt;Craig Sherman&lt;/a&gt;, &lt;a href="http://www.dwt.com/lawdir/attorneys/WhitfordJoseph.cfm"&gt;Joe Whitford&lt;/a&gt;, &lt;a href="http://www.drosenassoc.com/team.htm"&gt;Dan Rosen&lt;/a&gt;, and the other VCs and successful CEOs.&lt;/p&gt;

&lt;p&gt;* Frazier Venture Partners, Fluke Venture Partners, Second Avenue Partners, SeaPoint Ventures, Cascadia Capital, Buerk Dale Victor, Maveron LLC, Dan Rosen &amp;amp; Associates, and WRF Capital.&lt;/p&gt;

&lt;p&gt;-Bryan&lt;/p&gt;

&lt;p&gt;Tags: [&lt;a href="http://technorati.com/tags/entrepreneur%20university"&gt;Entrepreneur University&lt;/a&gt;, &lt;a href="http://technorati.com/tags/NWEN"&gt;NWEN&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Internet%20Startups"&gt;Internet Startups&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Seattle%20Startups"&gt;Seattle Startups&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Startups"&gt;Startups&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Dan%20Rosen"&gt;Dan Rosen&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Craig%20Sherman"&gt;Craig Sherman&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Joe%20Whitford"&gt;Joe Whitford&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Madrona%20Venture%20Partners"&gt;Madrona Venture Partners&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Ignition%20+Partners"&gt;Ignition Partners&lt;/a&gt;, &lt;a href="http://technorati.com/tags/OVP%20Venture%20Partners"&gt;OVP Venture Partners&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Frazier%20Venture%20Partners"&gt;Frazier Venture Partners&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Fluke%20Venture%20Partners"&gt;Fluke Venture Partners&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Second%20Avenue%20Partners"&gt;Second Avenue Partners&lt;/a&gt;, &lt;a href="http://technorati.com/tags/SeaPoint%20Ventures"&gt;SeaPoint Ventures&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Cascadia%20Capital"&gt;Cascadia Capital&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Buerk%20Dale%20Victor"&gt;Buerk Dale Victor&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Maveron%20LLC"&gt;Maveron LLC&lt;/a&gt;, and &lt;a href="http://technorati.com/tags/WRF%20Capital"&gt;WRF Capital&lt;/a&gt;]&lt;/p&gt;&lt;/div&gt;
</content>



    <feedburner:origLink>http://bryanstarbuck.typepad.com/bryan_starbuck/2006/11/boot_camp_for_i.html</feedburner:origLink></entry>
    <entry>
        <title />
        <link rel="alternate" type="text/html" href="http://feedproxy.google.com/~r/BryanStarbuck/~3/vHOEEYNFr2Y/hated_prelaunch.html" />
        <link rel="replies" type="text/html" href="http://bryanstarbuck.typepad.com/bryan_starbuck/2006/11/hated_prelaunch.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-14356700</id>
        <published>2006-11-07T07:50:00-08:00</published>
        <updated>2006-11-07T07:50:00-08:00</updated>
        <summary>Hated Pre-Launch sign-up Pages Our start-up will launch in a few months and we have a signup screen. People often hate these sign-up screens, but they are necessary part of launch. Don't "hate on" us too much. Our Sign-up Page:...</summary>
        <author>
            <name>Bryan Starbuck</name>
        </author>
        
        
<content type="html" xml:lang="en-US" xml:base="http://bryanstarbuck.typepad.com/bryan_starbuck/">
&lt;div xmlns="http://www.w3.org/1999/xhtml"&gt;&lt;p&gt;Hated Pre-Launch sign-up Pages&lt;br /&gt;Our start-up will launch in a few months and we have a signup screen.&lt;/p&gt;

&lt;p&gt;People often hate these sign-up screens, but they are necessary part of launch.&amp;nbsp; Don't &amp;quot;hate on&amp;quot; us too much.&lt;/p&gt;

&lt;p&gt;Our Sign-up Page: &lt;a href="http://www.nimblebee.com"&gt;www.nimblebee.com&lt;/a&gt; &lt;/p&gt;

&lt;p&gt;&lt;img src="http://i76.photobucket.com/albums/j33/BryanStarbuck/temp-2.png" /&gt;

&lt;/p&gt;

&lt;p&gt;Tags: [&lt;a href="http://technorati.com/tags/Internet+Startups"&gt;Internet Startups&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Seattle+Startups"&gt;Seattle Startups&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Startups"&gt;Startups&lt;/a&gt;]&lt;/p&gt;&lt;/div&gt;
</content>



    <feedburner:origLink>http://bryanstarbuck.typepad.com/bryan_starbuck/2006/11/hated_prelaunch.html</feedburner:origLink></entry>
    <entry>
        <title>Pitching your Start-up to VCs &amp; Angel Investors</title>
        <link rel="alternate" type="text/html" href="http://feedproxy.google.com/~r/BryanStarbuck/~3/RjS7OO9-U0M/pitching_your_s.html" />
        <link rel="replies" type="text/html" href="http://bryanstarbuck.typepad.com/bryan_starbuck/2006/11/pitching_your_s.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-14356655</id>
        <published>2006-11-07T07:36:00-08:00</published>
        <updated>2006-11-07T07:36:00-08:00</updated>
        <summary>There is an art to creating the pitch and presenting it to VCs and Angels. Most CEO of a start-ups have a slide deck to "pitch" or explain their company. This is used when raising money from VCs or Angel...</summary>
        <author>
            <name>Bryan Starbuck</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Web/Tech" />
        
        
<content type="html" xml:lang="en-US" xml:base="http://bryanstarbuck.typepad.com/bryan_starbuck/">
&lt;div xmlns="http://www.w3.org/1999/xhtml"&gt;&lt;p&gt;There is an art to creating the pitch and presenting it to VCs and Angels.&lt;/p&gt;

&lt;p&gt;Most CEO of a start-ups have a slide deck to &amp;quot;pitch&amp;quot; or explain their company.&amp;nbsp; This is used when raising money from VCs or Angel investors.&amp;nbsp; It is also often used when hiring people, because people won't join the company unless they truly believe in your business model. &lt;/p&gt;

&lt;p&gt;The rule of thumb is that you need to communicate your company completely in 10 minutes.&amp;nbsp; Here is a common flow for pitching to Angels or VCs.&lt;/p&gt;

&lt;p&gt;&lt;img src="http://i76.photobucket.com/albums/j33/BryanStarbuck/temp.jpg" /&gt;

&lt;/p&gt;

&lt;p&gt;Recently I reviewed my company and my deck with &lt;a href="http://www.drosenassoc.com/team.htm"&gt;Dan Rosen&lt;/a&gt; to get his feedback.&amp;nbsp; Dan is the chairman of the &lt;a href="http://www.allianceofangels.com/"&gt;Alliance of Angels&lt;/a&gt; and was a VC at Frazier.&amp;nbsp; People in Seattle know Dan because he is a hub in the Seattle start-up scene and has amazing advice for new companies.&amp;nbsp; Dan's feedback gave me and my co-founder the confidence that we are on the right track.&amp;nbsp; We also receive a lot of good input.&lt;/p&gt;

&lt;p&gt;The Alliance of Angels has a &lt;a href="http://www.allianceofangels.com/startups/presentation_guidelines.html"&gt;web site&lt;/a&gt; walking through the steps to refine a pitch slide deck.&amp;nbsp; This is critical for any entrepreneur, even when they aren't raising money.&amp;nbsp; This process will force the CEO to flush out their business model in-depth.&lt;/p&gt;

&lt;p&gt;The Alliance of Angels web site has a &lt;a href="http://www.allianceofangels.com/startups/10minute_Pitch_Clinic_wExamples_v2.ppt"&gt;sample slide deck&lt;/a&gt; available for download.&amp;nbsp; A secret is that the notes in the sample deck have great tips that are important for the financial planning when generating the deck or topics that are important to to include in the verbal walk through of the deck.&lt;/p&gt;

&lt;p&gt;I've attended Alliance of Angels and Keiretsu events where I watched other CEOs pitch their companies.&amp;nbsp; Here is what I learned from their pitches and having to write the pitch myself.&lt;/p&gt;

&lt;p&gt;&lt;strong&gt;1. Audience has No Context:&lt;/strong&gt; The audience will have no context for your business.&amp;nbsp; The entrepreneur will often only have 2 1/2 minutes to describe the problem/solution/product.&amp;nbsp; The audience must have a clean understanding on how to partition the market between your solution (fix to the problem) and the other products in the market.&amp;nbsp; Asking yourself, &amp;quot;Will they see a clean partitioning of the market&amp;quot; will help point out areas of the deck to improve.&amp;nbsp; The audience will project their background knowledge onto the framing you present.&amp;nbsp; You will succeed if it clearly partitions the market across existing solutions, the core problem, and your fix.&lt;/p&gt;

&lt;p&gt;&lt;strong&gt;2. One Point each Slide:&lt;/strong&gt; The audience is only able to digest one idea per slide.&amp;nbsp; The time constraints will only allow them to process that much.&amp;nbsp; It is often best have the entire problem and solution (including product) be communicated on 3 to 5 slides.&amp;nbsp; Each slide only makes one point.&amp;nbsp; This lets the text and an graphics clearly communicate the one main idea.&amp;nbsp; If the slide has a few sub-bullets, expect the audience to only catch a few of them.&lt;/p&gt;

&lt;p&gt;&lt;strong&gt;3. One or Two verbal sentences per slide:&lt;/strong&gt;&amp;nbsp; If there is more talking on one slide, then smaller audiences will often interrupt.&amp;nbsp; Show one slide with one or two verbal sentences, and then move on before they loose their attention span.&amp;nbsp; This has the added benefit of keeping the communication balanced between text/graphics/verbal.&amp;nbsp; The CEO needs to frame the problem across slides to communicate clearly.&amp;nbsp; Each slide should scope in on the market's optimal fix for the problem which turns into the business model for the company.&lt;/p&gt;

&lt;p&gt;Tags: [&lt;a href="http://technorati.com/tags/Angels"&gt;Angels&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Angel+Investors"&gt;Angel Investors&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Seattle+Angel+Investors"&gt;Seattle Angel Investors&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Internet+Startups"&gt;Internet Startups&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Seattle+Startups"&gt;Seattle Startups&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Alliance+of+Angels"&gt;Alliance of Angels&lt;/a&gt;, &lt;a href="http://technorati.com/tags/AoA"&gt;AoA&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Seattle+VCs"&gt;Seattle VCs&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Dan+Rosen"&gt;Dan Rosen&lt;/a&gt;]&lt;/p&gt;&lt;/div&gt;
</content>



    <feedburner:origLink>http://bryanstarbuck.typepad.com/bryan_starbuck/2006/11/pitching_your_s.html</feedburner:origLink></entry>
    <entry>
        <title>Pitching to VCs and Angels</title>
        <link rel="alternate" type="text/html" href="http://feedproxy.google.com/~r/BryanStarbuck/~3/YlQ1WqF9q7Y/pitching_to_vcs.html" />
        <link rel="replies" type="text/html" href="http://bryanstarbuck.typepad.com/bryan_starbuck/2006/10/pitching_to_vcs.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-14356592</id>
        <published>2006-10-07T20:52:00-07:00</published>
        <updated>2006-10-07T20:52:00-07:00</updated>
        <summary>I recently attended a Keiretsu deal screening meeting. This is where entrepreneurs pitch their company to a group angel investors to receive funding. Many entrepreneurs wonder what kind of information VCs or Angel groups need in order to fund a...</summary>
        <author>
            <name>Bryan Starbuck</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Web/Tech" />
        
        
<content type="html" xml:lang="en-US" xml:base="http://bryanstarbuck.typepad.com/bryan_starbuck/">
&lt;div xmlns="http://www.w3.org/1999/xhtml"&gt;&lt;p&gt;I recently attended a Keiretsu deal screening meeting.&amp;nbsp; This is where entrepreneurs pitch their company to a group angel investors to receive funding.&lt;/p&gt;

&lt;p&gt;Many entrepreneurs wonder what kind of information VCs or Angel groups need in order to fund a company.&amp;nbsp; The entrepreneur often needs to keep their pitch to 20 minutes for VCs and 10 minutes for angels.&amp;nbsp; For that reason, it is vital that the pitch be focused and include all vital information.&lt;/p&gt;

&lt;p&gt;Here is a slide deck that covers the data entrepreneurs need to include in their VC or Angel pitches.&lt;/p&gt;

&lt;p&gt;&lt;a href="http://www.zohoshow.com/public/bryanstarbuck/Venture_Mechanics_-_Generic_VC_Presentation-2.ppt"&gt;

&lt;img src="http://i76.photobucket.com/albums/j33/BryanStarbuck/temp-1.png" /&gt;
&lt;/a&gt;

&lt;/p&gt;

&lt;p&gt;&lt;a href="http://thestarbucks.com/Other/VC_Deck.ppt"&gt;Full Deck&lt;/a&gt; -- &lt;a href="http://www.zohoshow.com/public/bryanstarbuck/Venture_Mechanics_-_Generic_VC_Presentation-2.ppt"&gt;Web Version&lt;/a&gt;&lt;/p&gt;

&lt;p&gt;Ron Wiener is the CEO of &lt;a href="http://www.documentcommand.com/"&gt;DocumentCommand&lt;/a&gt;.&amp;nbsp; He has created a series of internet start-ups, many of which were eventually acquired.&amp;nbsp; He has given a talk and has a slide deck on how being a CEO is very similar to flying.&amp;nbsp; The slide deck below points out the critical tasks for an CEO to successfully grow this company.&lt;/p&gt;

&lt;p&gt;&lt;a href="http://www.zohoshow.com/public/bryanstarbuck/What_I_Learned_About_Entrepreneurship_From_My_Flight_Instruc-2.ppt"&gt;

&lt;img src="http://i76.photobucket.com/albums/j33/BryanStarbuck/temp2.png" /&gt;
&lt;/a&gt;


&lt;/p&gt;

&lt;p&gt;&lt;a href="http://thestarbucks.com/Other/Entrepreneur_Leadership.ppt"&gt;Full Deck&lt;/a&gt; -- &lt;a href="http://www.zohoshow.com/public/bryanstarbuck/What_I_Learned_About_Entrepreneurship_From_My_Flight_Instruc-2.ppt"&gt;Web Version&lt;/a&gt;&amp;nbsp; &lt;/p&gt;


&lt;p&gt;&lt;a title="Earth Class Mail 
Online Postal Mail Forwarding Service" href="http://www.earthclassmail.com"&gt; Earth Class Mail Online 
Postal Mail Forwarding Service &lt;/a&gt;



&lt;/p&gt;

&lt;p&gt;-Bryan&lt;/p&gt;

&lt;p&gt;Tags: [&lt;a href="http://technorati.com/tags/Angels"&gt;Angels&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Angel+Investors"&gt;Angel Investors&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Seattle+Angel+Investors"&gt;Seattle Angel Investors&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Internet+Startups"&gt;Internet Startups&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Seattle+Startups"&gt;Seattle Startups&lt;/a&gt;, &lt;a href="http://technorati.com/tags/DocumentCommand"&gt;DocumentCommand&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Seattle+VCs"&gt;Seattle VCs&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Keiretsu"&gt;Keiretsu&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Seattle+Keiretsu"&gt;Seattle Keiretsu&lt;/a&gt;]&lt;/p&gt;&lt;/div&gt;
</content>



    <feedburner:origLink>http://bryanstarbuck.typepad.com/bryan_starbuck/2006/10/pitching_to_vcs.html</feedburner:origLink></entry>
    <entry>
        <title>NWEN -- Northwest Entrepreneur Network</title>
        <link rel="alternate" type="text/html" href="http://feedproxy.google.com/~r/BryanStarbuck/~3/bqCC0e8XGMw/nwen_northwest_.html" />
        <link rel="replies" type="text/html" href="http://bryanstarbuck.typepad.com/bryan_starbuck/2006/10/nwen_northwest_.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-14356494</id>
        <published>2006-10-06T20:43:00-07:00</published>
        <updated>2006-10-06T20:43:00-07:00</updated>
        <summary>Northwest Entrepreneur Network (NWEN) is an amazing resource for the entrepreneurs in the Seattle and Puget Sound area. Breakfasts: NWEN is a non-profit organization for Angel investors and entrepreneurs. The main event is the monthly breakfast in Bellevue which starts...</summary>
        <author>
            <name>Bryan Starbuck</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Web/Tech" />
        
        
<content type="html" xml:lang="en-US" xml:base="http://bryanstarbuck.typepad.com/bryan_starbuck/">
&lt;div xmlns="http://www.w3.org/1999/xhtml"&gt;&lt;p&gt;&lt;a href="http://nwen.org/"&gt;Northwest Entrepreneur Network&lt;/a&gt; (NWEN) is an amazing resource for the entrepreneurs in the Seattle and Puget Sound area.&lt;/p&gt;

&lt;p&gt;&lt;u&gt;&lt;strong&gt;Breakfasts:&lt;/strong&gt;&lt;/u&gt;&lt;br /&gt;NWEN is a non-profit organization for Angel investors and entrepreneurs.&amp;nbsp; The main event is the monthly breakfast in Bellevue which starts with time for entrepreneurs and others to network.&amp;nbsp; Breakfast is then served while one entrepreneur pitches their business idea to raise angel money.&lt;/p&gt;

&lt;p&gt;After that, a successful CEO, VC, or similarly person gives a talk on a subject.&amp;nbsp; This coming friday (10/13/2006) Mike O'Donnell will give a talk on strategies for starting and building successful companies.&amp;nbsp; He has raised over $50 million for new ventures.&amp;nbsp; &amp;nbsp;He founded several companies, including iCopyright which he later sold.&lt;/p&gt;

&lt;p&gt;Previous breakfasts included Redfin CEO and Zillow CEO (who previously was the CEO of Expedia).&lt;/p&gt;

&lt;p&gt;Each breakfast is $25 for members and $40 for non-members.&amp;nbsp; More information is available &lt;a href="http://nwen.org/calendar/regbreakfast.htm"&gt;here&lt;/a&gt;.&lt;/p&gt;

&lt;p&gt;&lt;u&gt;&lt;strong&gt;Pub Night:&lt;/strong&gt;&lt;/u&gt;&lt;br /&gt;NWEN also hosts &amp;quot;Pub Night&amp;quot;.&amp;nbsp; This includes more opportunities for entrepreneurs to talk to each other.&amp;nbsp; It's also a great chance to talk to other smart people.&amp;nbsp; Examples of really smart people who I had a chance to talk to included &lt;a href="http://www.dwt.com/lawdir/attorneys/WhitfordJoseph.cfm"&gt;Joe Whitford&lt;/a&gt; of Davis Wright Tramaine and Alan Mattamana of Polaris Ventures.&lt;/p&gt;

&lt;p&gt;&lt;u&gt;&lt;strong&gt;Classes:&lt;/strong&gt;&lt;/u&gt;&lt;br /&gt;NWEN also hosts &lt;a href="http://nwen.org/program/essential_workshops.htm"&gt;classes&lt;/a&gt; for entrepreneurs to learn topics that will impact them.&amp;nbsp; Entrepreneurs who don't have an MBA can use these classes to learn the topics that will impact them.&lt;/p&gt;

&lt;p&gt;-Bryan&lt;/p&gt;

&lt;p&gt;Tags: [&lt;a href="http://technorati.com/tags/Northwest+Entrepreneur+Network"&gt;Northwest Entrepreneur Network&lt;/a&gt;, &lt;a href="http://technorati.com/tags/NWEN"&gt;NWEN&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Angels"&gt;Angels&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Angel+Investors"&gt;Angel Investors&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Seattle+Angel+Investors"&gt;Seattle Angel Investors&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Internet+Startups"&gt;Internet Startups&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Seattle+Startups"&gt;Seattle Startups&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Zillow"&gt;Zillow&lt;/a&gt;, &lt;a href="http://technorati.com/tags/FareCast"&gt;FareCast&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Polaris+Ventures"&gt;Polaris Ventures&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Davis+Wright+Tramaine"&gt;Davis Wright Tramaine&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Seattle+VCs"&gt;Seattle VCs&lt;/a&gt;]&lt;/p&gt;&lt;/div&gt;
</content>



    <feedburner:origLink>http://bryanstarbuck.typepad.com/bryan_starbuck/2006/10/nwen_northwest_.html</feedburner:origLink></entry>
    <entry>
        <title>Seattle Start-up Party at Redfin</title>
        <link rel="alternate" type="text/html" href="http://feedproxy.google.com/~r/BryanStarbuck/~3/KfNKADrf-FM/seattle_startup.html" />
        <link rel="replies" type="text/html" href="http://bryanstarbuck.typepad.com/bryan_starbuck/2006/09/seattle_startup.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-14356423</id>
        <published>2006-09-29T20:37:00-07:00</published>
        <updated>2006-09-29T20:37:00-07:00</updated>
        <summary>Last night Redfin held a Startupalooza networking event for Start-ups at their offices. Redfin, FareCast, GridNetworks, Mpire, Blue Dot, and several other companies where there. Redfin looks like a great company and it's great to see that they are hiring...</summary>
        <author>
            <name>Bryan Starbuck</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Web/Tech" />
        
        
<content type="html" xml:lang="en-US" xml:base="http://bryanstarbuck.typepad.com/bryan_starbuck/">
&lt;div xmlns="http://www.w3.org/1999/xhtml"&gt;&lt;p&gt;Last night Redfin held a &lt;a href="http://www.redfin.com/stingray/do/landing-page?uid=career-fair&amp;amp;rt=re-fair"&gt;Startupalooza&lt;/a&gt; networking event for Start-ups at their offices.&amp;nbsp; Redfin, FareCast, GridNetworks, Mpire, Blue Dot, and several other companies where there.&lt;/p&gt;

&lt;p&gt;Redfin looks like a great company and it's great to see that they are hiring and growing.&amp;nbsp; &lt;a href="mailto:aimee.cook@redfin.com"&gt;Aimee Cook&lt;/a&gt; is their main recruiting contact. &lt;/p&gt;

&lt;p&gt;This event reminded me of the Seattle TechCrunch party last May.&amp;nbsp; Everyone came from VCs, start-up employees, to other interesting people in the industry.&amp;nbsp; The attendance included: Zillow, FareCast, Redfin, WetPaint, Ontela, Pluggd, TripHub, Newsvine, Business 2.0, MarchEx, Vulcan Capital, Perkins Coie, Waggener Edstrom, KING5, Microsoft, Google, and Amazon.&amp;nbsp; &amp;nbsp;&lt;a href="http://wiki.techcrunch.com/sixth_party"&gt;Full List...&lt;/a&gt;&lt;/p&gt;

&lt;p&gt;These events are great ways for people to share ideas and to maximize innovation.&lt;/p&gt;

&lt;p&gt;Seattle is really a great place for start-ups and Seattle has quite a few (&lt;a href="http://blog.seattlepi.nwsource.com/venture/archives/105713.asp"&gt;Full List&lt;/a&gt;).&amp;nbsp; The number of VCs in Seattle is also quite extensive (&lt;a href="http://seattlepi.nwsource.com/venture/firms.asp"&gt;List&lt;/a&gt;).&lt;/p&gt;

&lt;p&gt;-Bryan&lt;/p&gt;

&lt;p&gt;Tags: [&lt;a href="http://technorati.com/tags/Internet+Startups"&gt;Internet Startups&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Web+2.0"&gt;Web 2.0&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Seattle+Startups"&gt;Seattle Startups&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Zillow"&gt;Zillow&lt;/a&gt;, &lt;a href="http://technorati.com/tags/FareCast"&gt;FareCast&lt;/a&gt;, &lt;a href="http://technorati.com/tags/VCs"&gt;VCs&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Seattle+VCs"&gt;Seattle VCs&lt;/a&gt;]&lt;/p&gt;&lt;/div&gt;
</content>



    <feedburner:origLink>http://bryanstarbuck.typepad.com/bryan_starbuck/2006/09/seattle_startup.html</feedburner:origLink></entry>
    <entry>
        <title>Microsoftie joining the Start-up World</title>
        <link rel="alternate" type="text/html" href="http://feedproxy.google.com/~r/BryanStarbuck/~3/ECFDFP5-CoQ/microsoftie_joi.html" />
        <link rel="replies" type="text/html" href="http://bryanstarbuck.typepad.com/bryan_starbuck/2006/09/microsoftie_joi.html" thr:count="0" />
        <id>tag:typepad.com,2003:post-14356390</id>
        <published>2006-09-27T20:34:00-07:00</published>
        <updated>2006-09-27T20:34:00-07:00</updated>
        <summary>I worked for Microsoft for a little over ten years. I left last week to create an internet company. Microsoft is an amazing company. It has evolved quite a bit since I’ve been there, but it still has the strong...</summary>
        <author>
            <name>Bryan Starbuck</name>
        </author>
        <category scheme="http://www.sixapart.com/ns/types#category" term="Web/Tech" />
        
        
<content type="html" xml:lang="en-US" xml:base="http://bryanstarbuck.typepad.com/bryan_starbuck/">
&lt;div xmlns="http://www.w3.org/1999/xhtml"&gt;&lt;p&gt;I worked for Microsoft for a little over ten years.&amp;nbsp; I left last week to create an internet company.&lt;/p&gt;

&lt;p&gt;Microsoft is an amazing company.&amp;nbsp; It has evolved quite a bit since I’ve been there, but it still has the strong pull for engineers interested in some of the hardest problems in computer science.&lt;/p&gt;

&lt;p&gt;Google has had strong growth over the last several years, which has caused many Microsoft employees have asked “Is Microsoft still the best company?”&amp;nbsp; This is a natural question for a bunch of Type A employees that strive to be the best.&lt;/p&gt;

&lt;p&gt;I’ve seen only a small number of my MSFT friends jump ship to Google (Jon Perlow, Oliver Fisher, Bob Day, Joe Beda, Wyvern, etc.); which is a very low rate for a 60,000 person company.&lt;/p&gt;

&lt;p&gt;What keeps the best and brightest at Microsoft is that this company is still a place that is doing some of the most exciting and challenging engineering work in the computer industry. &lt;/p&gt;

&lt;p&gt;These are the teams I would have loved to work on:&lt;/p&gt;

&lt;ul&gt;&lt;li&gt;&lt;strong&gt;DirectX APIs:&lt;/strong&gt; Shader models or whatever the next wave in 3-D graphics engines&lt;/li&gt;

&lt;li&gt;&lt;strong&gt;MS SQL Server data mining algorithms:&lt;/strong&gt; Naive Bayes, neural networks, and clustering would be fun to work on.&amp;nbsp; Building the platform to make them available and scalable to the masses always looked like a blast.&amp;nbsp; I’ve always wanted to create a Zillow.com sample on SQL Server 2005 with very little code (linear regression is built in).&amp;nbsp; With the OLAP architecture, it could scale quite well.&lt;/li&gt;

&lt;li&gt;&lt;strong&gt;DRM:&lt;/strong&gt; Boy everyone hates this feature.&amp;nbsp; However, there are few more challenging tasks than running code on the machine that will conditionally unlock features without being able to be bypassed.&amp;nbsp; It’s a great chance to work with ex-NSA coworkers.&lt;/li&gt;

&lt;li&gt;&lt;strong&gt;OS Crypto Algorithms:&lt;/strong&gt; Pushing forward mass market encryption always looked fun, such as Elliptical Curve, biometric login, or &lt;a href="http://channel9.msdn.com/Showpost.aspx?postid=214558"&gt;Bitlocker&lt;/a&gt;.&lt;/li&gt;&lt;/ul&gt;

&lt;p&gt;Microsoft is also one of the few places taking on many large scale engineering projects.&amp;nbsp; These are the kinds of challenging products that have 100+ programmer teams:&lt;/p&gt;

&lt;ul&gt;&lt;li&gt;Xbox &amp;amp; Xbox Live&lt;/li&gt;

&lt;li&gt;Operating Systems&lt;/li&gt;

&lt;li&gt;CRM&lt;/li&gt;

&lt;li&gt;Internet Explorer&lt;/li&gt;

&lt;li&gt;Mobile OSs&lt;/li&gt;

&lt;li&gt;Avalon&lt;/li&gt;

&lt;li&gt;Many more…&lt;/li&gt;&lt;/ul&gt;

&lt;p&gt;For engineers looking to focus 100% on the biggest engineering problems, it’s hard to beat Microsoft.&lt;/p&gt;

&lt;p&gt;I’ve reached a stage in my life where I want to become heavily involved in the entrepreneurial side of business.&amp;nbsp; This is what has led me to leave and try my hand at creating my own company.&lt;/p&gt;

&lt;p&gt;I’ll blog more on the Seattle Start-up scene in my future blog posts.&lt;/p&gt;

&lt;p&gt;-Bryan&lt;/p&gt;

&lt;p&gt;Tags: [&lt;a href="http://technorati.com/tags/Microsoft"&gt;Microsoft&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Internet+Startups"&gt;Internet Startups&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Internet+Start-ups"&gt;Internet Start-ups&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Seattle+Startups"&gt;Seattle Startups&lt;/a&gt;, &lt;a href="http://technorati.com/tags/Leaving+Microsoft"&gt;Leaving Microsoft&lt;/a&gt;]&lt;/p&gt;&lt;/div&gt;
</content>



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