GO!  At least that is how it should be for startups that are expanding their business.  For some, it does. For others, not so.  For the “not so’s” there are various reasons why this happens.  A common one being that they are experts at what they are doing (for example: developers) but are not experts at business.

In order for a business to succeed it has to have several things in place but we won’t detail all of them here.  We will talk about one factor.  Scalability.  Ok, I lied, one factor but at two ends.  Scalability for acquiring clients and scalability of internal process (access to resources, etc.).

Without going into too much detail (you can always reach out to me to discuss this), startups need to make sure that they recover the cost of acquiring a customer within a year, for every customer.  In this way, they don’t overextend themselves financially.  On the second end of scalability, a lot of times clients will be acquired with no thought going into HOW the end product is going to be delivered.  WHO is going to do the work and WHEN/HOW is the work going to get done. Startup management is over eager to say yes.  They get back to their workspace, look at each other and just keep repeating, we can get this done, over and over again.  They won’t admit it but they know that they overpromised.

A solution to this is to hire people that are great business people and listen to them.  Let them guide you through the maze of commerce.  It is good to be the boss but what is the point of it if you end up closing the doors on something that could have been a great enterprise?

People all have different skills sets.  You have the idea, let someone else help you develop the dream and keep it going. In the end, it can mean you keep being a boss or it can mean you are back on the job market.  Your choice.

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