liveBook · Manning

What you will learn in Tech Startup Toolkit

How to launch strong and exit big

by Jothy Rosenberg
Foreword by Vivjan Myrto

Chapter by chapter

Chapter 1: Scratching the startup itch: How I became an incorrigible entrepreneur

1.1 Discovering the startup “itch” · 1.2 Putting the necessary pieces together · 1.3 The ground floor · 1.4 The moral of this anecdote

What you learn in chapter 1 →

Chapter 2: What makes you think you are CEO material?

2.1 First crack at being a founder · 2.2 Almost CEO · 2.3 Avoiding four-legged sales calls with a technical CEO · 2.4 The moral of this anecdote

What you learn in chapter 2 →

Chapter 3: A venture-backed turnaround: A dangerous place to be

3.1 Thrown into the deep end · 3.2 Turning NovaSoft around · 3.3 The human cost of VC investments · 3.4 The moral of this anecdote

What you learn in chapter 3 →

Chapter 4: The founding team: Who’s in and who’s not?

4.1 What is the role of a founder in a startup? · 4.2 How and when do people get the title “founder”? · 4.3 Determining who is in the “in” group and the “out” group · 4.4 The moral of this anecdote

What you learn in chapter 4 →

Chapter 5: Friends and family, angels, venture capital, or strategic?

5.1 Friends and family stage · 5.2 Seed stage · 5.3 The moral of this anecdote

What you learn in chapter 5 →

Chapter 6: Angels: Your bridge financing solution

6.1 Angel investors · 6.2 What VCs think of angels · 6.3 Finding and pitching to angels · 6.4 Preparing for your pitch · 6.5 The pitch · 6.6 The moral of this anecdote

What you learn in chapter 6 →

Chapter 7: The art of pitching to institutional investors

7.1 The pitch · 7.2 The deck (aka your business plan) · 7.3 The moral of this anecdote

What you learn in chapter 7 →

Chapter 8: Investors aren’t your friends

8.1 The investor’s singular focus: Their investment · 8.2 The moral of this anecdote

What you learn in chapter 8 →

Chapter 9: Understand the VC business model: Raise money faster

9.1 The venture capital people · 9.2 Venture capital math · 9.3 How the money flows within a VC firm · 9.4 Life span of venture capital funds · 9.5 The moral of this anecdote

What you learn in chapter 9 →

Chapter 10: Seed: The first priced round

10.1 Where the seed stage of financing fits · 10.2 Typical seed investors · 10.3 Requirements for raising a seed round · 10.4 Pre-money and post-money valuations · 10.5 The sequence of steps in a financing round · 10.6 Extensions to the seed round · 10.7 When a seed round is not needed (or rewarding) · 10.8 The moral of this anecdote

What you learn in chapter 10 →

Chapter 11: Term sheets: An institutional investor wants to invest in you

11.1 Your first institutional investor term sheet · 11.1.1 A clean, standard seed financing term sheet · 11.2 Problematic terms · 11.3 Terms in follow-on rounds · 11.4 The moral of this anecdote

What you learn in chapter 11 →

Chapter 12: Due diligence: An exam you must pass

12.1 What due diligence means · 12.2 Phase I: The investor’s due-diligence checklist · 12.3 The data room · 12.4 Phase II: The interactive due-diligence phase · 12.5 The moral of this anecdote

What you learn in chapter 12 →

Chapter 13: Your business model: The beating heart of your business

13.1 Business-to-consumer · 13.2 Business-to-business and its variants · 13.3 Software-as-a-service (SaaS) · 13.3.1 GeoTrust · 13.4 B2B services · 13.4.1 Open Environment and Borland · 13.5 Internet advertising · 13.6 How your business model affects hiring · 13.7 The moral of this anecdote

What you learn in chapter 13 →

Chapter 14: Getting to a minimum viable product with lighthouse customers

14.1 Minimum viable product · 14.1.1 MVP vs. prototype · 14.1.2 Different MVP definitions · 14.2 The critical importance of lighthouse customers · 14.3 Talking to the market · 14.4 The moral of this anecdote

What you learn in chapter 14 →

Chapter 15: Product–market fit: Making sure the dogs will eat your dog food

15.1 Pillars of startup success · 15.1.1 Team · 15.1.2 Product · 15.1.3 Market · 15.2 Defining PMF · 15.3 The obsession necessary to obtain PMF · 15.4 The moral of this anecdote

What you learn in chapter 15 →

Chapter 16: Go-to-market: How to make your business viable and grow

16.1 GTM is one of the most important early activities of a startup · 16.2 My introduction to GTM · 16.3 Articulating your vision · 16.4 The GTM strategy · 16.4.1 Target verticals · 16.4.2 Roadmap · 16.5 Making sure your GTM works · 16.6 The moral of this anecdote

What you learn in chapter 16 →

Chapter 17: A formal business plan in 10 steps

17.1 Origins of this process · 17.2 Introduction to strategic planning · 17.2.1 Data collection · 17.2.2 Opportunity selection · 17.2.3 Implementation and implications · 17.2.4 Creating a three-year strategic plan · 17.3 The steps in working order · 17.3.1 Step 1: Customer-needs target segments · 17.3.2 Step 2: Value delivery and channel · 17.3.3 Step 3: Competition · 17.3.4 Step 4: Statement of purpose · 17.3.5 Step 5: Three-year objective · 17.3.6 Step 6: Programs, product, and services · 17.3.7 Step 7: Core competencies, gaps, and options · 17.3.8 Step 8: R&D plan · 17.3.9 Stop: Do a sanity check · 17.3.10 Step 9: Financial analysis · 17.3.11 Step 10: Risks and interdependencies · 17.4 The moral of this anecdote

What you learn in chapter 17 →

Chapter 18: Burn rate and runway—or, where is the edge of that cliff?

18.1 What are burn rate and runway, and why do they matter? · 18.2 The arithmetic of burn rate and runway · 18.3 How much runway do you need? · 18.4 The moral of this anecdote

What you learn in chapter 18 →

Chapter 19: Achieving cash-flow positive: A startup’s Holy Grail

19.1 Cash-flow positive vs. profitable · 19.2 Liberation from the shackles of burn rate · 19.3 The moral of this anecdote

What you learn in chapter 19 →

Chapter 20: Your startup’s valuation: Up, up, up (hopefully)

20.1 Determining a startup’s valuation · 20.1.1 Valuation via a 409A · 20.1.2 Valuation via a priced round · 20.1.3 Valuation via an exit · 20.2 Why valuation matters · 20.2.1 Valuation and dilution explained · 20.2.2 Valuation changes: Slow and steady vs. jumps · 20.3 The moral of this anecdote

What you learn in chapter 20 →

Chapter 21: Hire slowly—and correctly

21.1 The job specification · 21.2 Sourcing candidates · 21.2.1 Using sourcing services · 21.2.2 Using recruiters · 21.3 The interview process · 21.3.1 The interview team · 21.3.2 Types of interviews · 21.3.3 Rules of engagement · 21.3.4 Behavioral interviewing · 21.4 Closing the deal · 21.4.1 The offer · 21.4.2 Options · 21.5 The moral of this anecdote

What you learn in chapter 21 →

Chapter 22: Beyond foosball: Crafting a positive culture that retains your team

22.1 Why culture matters deeply, especially at a startup · 22.2 How culture is formed and maintained · 22.2.1 Some big things that form a startup’s culture · 22.3 Aligning your teams · 22.3.1 Why is alignment so important? · 22.3.2 Achieving alignment · 22.4 Founders’ pivotal role in maintaining culture · 22.5 Driving company culture through a core set of principles · 22.6 The moral of this anecdote

What you learn in chapter 22 →

Chapter 23: Does a startup need both a CEO and a COO?

23.1 CEO vs. COO · 23.2 Five reasons for a startup to have a COO · 23.2.1 A mini-CEO · 23.2.2 A super-CRO · 23.2.3 Head of operations · 23.2.4 An untitled CEO · 23.2.5 A true partner (instead of a co-CEO) · 23.3 Co-CEOs: A rare phenomenon · 23.4 Personal reflections on being CEO vs. COO · 23.5 The moral of this anecdote

What you learn in chapter 23 →

Chapter 24: Marketing: Too often a startup’s afterthought

24.1 The role of marketing · 24.1.1 Outbound marketing · 24.1.2 Inbound marketing · 24.2 Progression of marketing titles · 24.2.1 Director of marketing · 24.2.2 VP of marketing · 24.2.3 CMO · 24.3 Friction between CMO and other senior execs · 24.4 Why do CEOs sometimes undervalue their CMOs? · 24.5 The moral of this anecdote

What you learn in chapter 24 →

Chapter 25: The right character for your sales leader— and when to hire them

25.1 The role of sales in a startup · 25.2 When to hire your sales team · 25.3 Characteristics of great salespeople · 25.3.1 Disqualifying traits · 25.3.2 Driven to win · 25.3.3 Relationship-builders · 25.3.4 Detail-oriented · 25.3.5 Process driven · 25.3.6 Great listening skills · 25.3.7 Empathy and patience · 25.4 Unique compensation package · 25.5 The moral of this anecdote

What you learn in chapter 25 →

Chapter 26: Startup boards: The good, (how to prevent) the bad, and the ugly

26.1 Board of directors’ role · 26.1.1 Fiduciary · 26.1.2 CEO’s boss · 26.1.3 Strategy · 26.1.4 Advice and counsel · 26.2 Board of directors composition · 26.3 Board of directors meetings · 26.3.1 Meeting frequency · 26.3.2 Voting: One dollar or one person per vote? · 26.3.3 The problem with big boards · 26.4 Presenting to the board of directors · 26.4.1 Prep in advance, and socialize it · 26.4.2 Post-meeting closure · 26.5 The moral of this anecdote

What you learn in chapter 26 →

Chapter 27: Board observers: Observe only, please

27.1 What is a board observer? · 27.2 Stories of bad board observer behavior · 27.2.1 The loudmouth, undisciplined observer · 27.2.2 The self-dealing observer · 27.2.3 The palace coup observer · 27.3 Can you get rid of observers? · 27.4 The moral of this anecdote

What you learn in chapter 27 →

Chapter 28: Investor communications: They needn’t be cod liver oil

28.1 Why communicate with investors? · 28.1.1 When times are good · 28.1.2 When times are bad · 28.2 What to communicate · 28.2.1 Managing major events · 28.3 Dealing with extra-needy investors · 28.4 The moral of this anecdote

What you learn in chapter 28 →

Chapter 29: Heaven forbid if you must downsize

29.1 Heading for that cliff · 29.2 How to execute layoffs correctly · 29.2.1 What is the cause of the layoff? · 29.2.2 The form of the layoff · 29.2.3 Communicating with those being laid off · 29.2.4 Communicating with those remaining at the company · 29.3 The moral of this anecdote

What you learn in chapter 29 →

Chapter 30: Heaven forbid if you must wind it up

30.1 Your startup is running out of runway · 30.2 The goals · 30.3 The process · 30.3.1 Formal resolution · 30.3.2 People needed · 30.3.3 Documents needed · 30.3.4 Asset resolution · 30.3.5 Debt resolution · 30.3.6 Relationship care · 30.3.7 Final dissolution · 30.4 The moral of this anecdote

What you learn in chapter 30 →

Chapter 31: Acquisition: Your financial dream come true

31.1 Exit choices: Acquisition vs. IPO · 31.1.1 Types of acquisition · 31.1.2 Benefits of acquisition vs. IPO · 31.1.3 Benefits of an IPO vs. acquisition · 31.2 Planning for an acquisition · 31.2.1 Liquidity · 31.2.2 Planning for liquidity · 31.3 Executing the acquisition · 31.3.1 The structure of the planned acquisition · 31.3.2 Nuts-and-bolts issues to nail down for you and your team · 31.3.3 The “day after” the acquisition · 31.4 The moral of this anecdote

What you learn in chapter 31 →

Concepts explained in this book

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