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Stop Listening to Investors
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Michelle Glauser on Diversity and Inclusion
The Utter STUPIDITY of "Risking it All"
Committees Are Where Progress Goes to Die
More Money (Really Means) More Problems
Why Most Founders Don't Get Rich
Investors will be Obsolete
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We Can't Grow by Saying "No"
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The Value of Actually Getting Paid
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Wait a Minute before Giving Away Equity
You Only Think You Work Hard
SMALL is the New Big — Embracing Efficiency in the Age of AI
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This is BOOTSTRAPPED — 3 Strategies to Build Your Startup Without Funding
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Risk it All vs Steady Paycheck
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How to Recruit a Rockstar Advisor
Why Having Zero Experience is a Huge Asset
My Competitor Got Funded — Am I Screwed?
The Hidden Treasure of Failed Startups
If It Makes Money, It Makes Sense
Why do VCs Keep Giving Failed Founders Money?
$10K Per Month isn't Just Revenue — It's Life Support
The Ridiculous Spectrum of Investor Feedback
Startup CEOs Aren't Really CEOs
Series A, B, C, D, and E Funding: How It Works
Best Pitch Decks Ever: The Most Successful Fundraising Pitches You Need to Know
When to Raise Funds
Why Aren't Investors Responding to Me?
Should I Regret Not Raising Capital?
Unemployment Cases — Why I LOOOOOVE To Win Them So Much.
How Much to Pay Yourself
Heat-Seeking Missile: WePay’s Journey to Product-Market Fit — Interview with Rich Aberman, Co-Founder of Wepay
The R&D technique for startups: Rip off & Duplicate
Why Some Startups Win.
Chapter #1: First Steps To Validate Your Business Idea
Product Users, Not Ideas, Will Determine Your Startup’s Fate
Drop Your Free Tier
Your Advisors Are Probably Wrong
Growth Isn't Always Good
How to Shut Down Gracefully
How Does My Startup Get Acquired?
Can Entrepreneurship Be Taught?
How to Pick the Wrong Co-Founder
Staying Small While Going Big
Investors are NOT on Our Side of the Table
Who am I Really Competing Against?
Why Can't Founders Replace Themselves?
Actually, We Have Plenty of Time
Quitting vs Letting Go
How Startups Actually Get Bought
What if I'm Building the Wrong Product?
Are Founders Driven by Fear or Greed?
Why I'm Either Working or Feeling Guilty
Startup Financial Assumptions
Why Every Kid Should be a Startup Founder
We Only Have to be Right Once
If a Startup Sinks, Founders Go Down With it
Founder Success: We Need a Strict Definition of Personal Success
Is Quiet Quitting a Problem at Startup Companies?
Founder Exits are Hard Work and Good Fortune, Not "Good Luck"
Finalizing Startup Projections
All Founders are Beloved In Good Times
Our Startup Culture of Entitlement
The Bullshit Case for Raising Capital
How do We Manage Our Founder Flaws?
What If my plan for retirement is "never retire"?
Startup Failure is just One Chapter in Founder Life
6 Similarities between Startup Founders and Pro Athletes
All Founders Make Bad Decisions — and That's OK
Startup Board Negotiations: How do I tell the board I need a new deal?
Founder Sacrifice — At What Point Have I Gone Too Far?
Youth Entrepreneurship: Can Middle Schoolers be Founders?
Living the Founder Legend Isn't so Fun
Why Do VC Funded Startups Love "Fake Growth?"
How Should I Share My Wealth with Family?
How Many Deaths Can a Startup Survive?
This is Probably Your Last Success
Why Do We Still Have Full-Time Employees?
The Case Against Full Transparency
Should I Feel Guilty for Failing?
Always Take Money off the Table
Founder Impostor Syndrome Never Goes Away

5 Tips for Scaling a Billion Dollar Business

The Startups Team

5 Tips for Scaling a Billion Dollar Business

Paul Teshima, Co-Founder & CEO at Nudge Software, sat down with us to give some great advice on scaling business, based on his own personal journey as an entrepreneur.

Paul Teshima, Co-Founder & CEO at Nudge Software

1. When in Doubt, Sell Something

You never know what customers really want until they purchase a product and see its value. As a startup, you’ll want to attract a type of luck referred to as Motion Luck.

Motion Luck happens when you’re out there doing things. The more you get out into your industry and try to sell products, the greater the chance (or luck) of selling your product becomes.

That is why it’s important as a startup to harness motion luck – to sell your product and scale your business.

2. Culture is Built Through Storytelling

You won’t be able to execute your strategy if you don’t have a great culture. Developing your company culture is the seed that can help scale a business quickly.

You can develop a great culture by introducing fun company events to get your employees involved.

At these events you’ll want to finish by sharing stories about positive customer interactions you’ve had throughout the month. Storytelling is an effective means of creating culture because people remember a good story.

When employees remember the reactions the storyteller got from their coworkers, it motivates them to look for ways to drive customer success so they can share their stories with the team as well.

3. The Market Isn’t Fair

When you’re the leader of the market you understand why customers choose you: you invented the space, you’re the biggest, you have the best reputation, the most revenue, and so on.

But, you’re not really focused on the customer in those talks; you lose sight of how to give your customers solutions to their problems.

When that happens, your win rate will drop and you won’t be able to continue to gain revenue and grow, thus losing your spot at the top.

If you are facing challenges in growth, you can implement a structured and consistent loss review. You’ll need to begin by exhibiting patience when observing your wins and losses every quarter.

A longer trend in doing so will allow you to understand why you’re losing deals and realize that people need time to buy into the process.

4. Focus on the Bright Spots

A startups fast-growing nature makes it easy to focus on everything that’s going wrong. Instead, focus on what is working, why it’s working, and how to implement that throughout the company.

Focus on the customers that are “bright spots” in a specific industry and rally the company around them. Then, drive new products and solutions into those markets.

Focusing on the bright spots can lead to more growth opportunities than focusing on all of the problems, and is absolutely critical when it comes to scaling a business for long-term growth.

5. Get it Done, Do it Right

Two things you need to do in sales are getting it done and doing it right.

It’s crucial to understand where your employee is in their role:

Are they a rock star (getting it done and doing it right)? Up and coming (doing it right but not getting it done)? In need of coaching (getting it done and not doing it right)? Or, do they need to retire (continually not doing it right)?

Understanding where your employees are in customer focused service will show you if they are getting it done and getting it done right.

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