We turn startups into fast growing businesses
Over the last 10 years, we've built startups and businesses in the US and UK. As we did we learned our lessons the hard way - a combination of successes and failures. Now we are applying those lessons in a very structured fashion, building our own portfolio of startups and companies, and helping other founders via our growth lab.
We have a rather big mission, but we are executing it sustainably. We are unkillable, long term, efficient, paced, and rather ambitious. We know this approach will allow us to make a real difference to the world.
Unknowns into knowns.
At our core we are a technical and design led product team; we are good at finding product-market-fit, working out how to get customers/users, reaching scale, and making things sustainable. But really we are just rather frickin good at turning unknowns in to knowns.
Make a difference.
Long term we will focus more and more on global positive change directly through the things we build. Right now we are putting our money where our mouth is in other ways:
“Startup ≠ New company, Company ≠ Large Startup”
- Steve Blank, 2010
Working on a few things.
We build software in all its guises, and service businesses that also support our own initiatives. We follow a very tight process to narrow opportunities down to those that fit our theses and latest OKRs.
Right now, we are:
Looking into the future internet service providers in the UK, playing with software related to algorithmic cryptocurrency stuff and helping other startups and companies grow. We also occasionally open source things.
"Time is the friend of the wonderful company, the enemy of the mediocre."
- Warren-Buffett, 1997
Consider the following.
1. Building a successful startup is very hard, but it can be turned into process and it can be taught.
'Building a Startup’ defined as reaching Product-Market-Fit then turning that into a repeatable and scalable Business Model.
2. A startup is a not a new/young business and should not act like one.
A solution to defined Market-Problem only works if it includes Distribution, Revenue and Opportunity.
A startup's goal is to quickly find the answers to its questions / assumptions as to it Business Model thesis.
3. Most of us founders agree with (2) in theory, but 90% have not worked out what that means in practice.
A startup that can learn to do things in the right order can take massive shortcuts to success, compared to the average.
The average wastes much time and much money.
4. A real MVP includes the ability to target all stages of the full business funnel, and it should be released in order of assumption risk.
There are many startups who are structured like companies, have $20m in the bank and still don’t have MVP by this definition.
If risks order is unknown, then things should be released in funnel order.
5. Many startups, particularly those that share a common business-model or acquisition-model, build and iterate on many common things.
Efficiency can be created via a common DNA of technology, UX and process architecture.
6. Distribution matters far more than 90% early startups give credit.
Distribution, and it relation to Market-Fit, is regularly the largest risk that a startup faces.
"Victorious warriors win first and then go to war, while defeated warriors go to war first and then seek to win."
- Sun Tzu, 495 BCE