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Startup Eras
GameChanger co-founder and co-founders have been working on a startup for nearly 8 years. They take had many successes and many failures and have done our best to take it all in and just go along learning and doing it better. At many of the crucial junctures along the way, I didn't know going in what was happening or whether we'd get to the other side, or indeed what information technology would look like when we did. With the extreme benefit of hindsight (and the privilege of having lived to tell the story), I tin now see a clear progression of eras.
Ted and I have been working on GameChanger for nearly eight years now. Like most startups, nosotros started off meeting at lunches, weekends, evenings, and slowly chipping away at a crawling. We talked to customers, we raised money, we shipped things, nosotros hired people. We had many successes and many failures and take washed our best to take it all in and just keep learning and doing it amend.
Scaling the company itself has been full of surprises. At many of the crucial junctures along the fashion, I didn't know going in what was happening or whether we'd get to the other side, or indeed what information technology would await like when we did. With the farthermost do good of hindsight (and the privilege of having lived to tell the story), I can at present see a clear progression of eras. None of these were as make clean or distinct as they come across here, but I wish someone had been able to requite me a heads up on what was coming before I lived it.
The Founder Era
Ok, you lot've gotten plenty chutzpah together to start edifice something that doesn't exist. Information technology'southward an awesome feeling, full of optimism.
- Staff: one–3 founders with curiosity and drive
- Focus: learning your market place, understanding your customers, proving your concept solves a existent trouble for someone, trying lots of shit
- Pitfall: being also obsessed with your own vision and not open plenty to iterating toward the emerging reality
- Economics: bootstrapped, friends & family money, side gigs
The Scrappy Era
Having created something of value to someone, you are at present trying to accomplish some bar of quality or abyss to sell information technology. Information technology feels like the hard office is backside you, and information technology's all about execution at present.
- Staff: 4–10 by and large individual contributors, culture of passion & flexibility
- Focus: initiative, delivering on your hope to your customers, honing in on fundamental areas of value, and moving fast
- Pitfall: stretching yourself likewise sparse, not delivering at sufficient quality
- Economics: some outside funding, maybe some early on drips of revenue
The Heroic Era
Having slapped together a fully functioning product, you're actually getting real usage by real customers and facing lots of new reality.
- Staff: ten–25 of the smartest and hardest-working generalists out there
- Focus: productizing your prototype, hardening your infrastructure, formalizing your architecture, investing in user experience
- Pitfall: key players fire out if reinforcements aren't fast enough, and your organization isn't deep enough to take much turnover nonetheless
- Economics: professional person investors put in vii-digits, meaningful revenues
The Team Era
Having stopped virtually of the bleeding, the company is evolving past reliance on individuals and developing into an system that can sustain and focus.
- Staff: 25–50 with a layer of domain experts and experienced management and clear areas of responsibility
- Focus: standardizing operations, creating clear goals and metrics, clarifying roles and responsibilities
- Pitfall: it's easy to lose focus and drive as layers of management and indirection are new necessities, and failure to go strong leaders in place can overwhelm y'all
- Economics: institutional capital, maturing revenue model
The Enterprise Era
It's hard to keep calling yourself a startup, considering you take established acquirement streams and do grown-up things like make somewhat reliable almanac projections and plans, but you need to expand.
- Staff: 50–100+ with professional person management and bang-up Hr
- Focus: optimally managing investment of resources and maintaining organizational alignment toward growth as the internal complexity grows
- Pitfall: information technology'southward easy to get mediocre every bit your heroes ride off into the sunset
- Economic science: growth capital, individual equity, profitability
After that y'all're non a startup anyway. Practiced luck.
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