You have a few options here: Register for a post office box by clicking here (https://reg.usps.com/register?app=POBO&appURL=https://poboxes.usps.com:443/poboxonline%2Fpages%2FmyAccount.do). Alternatively, you can fill out and take the paper form (https://about.usps.com/forms/ps1093.pdf) to your local post office. Use a coworking space. This is probably the most expensive option, but it includes more than just a mailing address. A coworking space is usually full of entrepreneurs, which could end up being a valuable networking and learning opportunity for you. There are a plethora of online business management companies who offer mailing address services. Hire an attorney during the formation process. An attorney may use his or her own address as your business address on formation forms. LawTrades (www.lawtrades.com) is a site created by entrepreneurs for entrepreneurs, where our mission to help startups find affordable legal services. Just tell it what you need, and it'll introduce you a handful of vetted startup lawyers. Then, compare by price/reviews/professional chemistry and simply hire the best lawyer.

Hi- This might not be the most popular answer, but I love going with social data in a situation like this. Tools like BuzzSumo, FollowerWonk and Affinio are all ripe with data that can tell you who is active in the space associated with different keywords, topics, etc. That is a general answer. To give you something more specific I ask, what is the exact data you are looking for? Do you know how you are going to apply it? The social data can tell you who these people are, what other topics they like, what content is popular, etc. I love that as a starting point, but would love to know more about your goals and objectives.

You would have to apply for non profit status, which means you would have to incorporate as one of the 29 different 501c classifications. Since I don't know of the details of your business model I would not be able to say for certain, but it is contingent on your company fitting the description of one of those 29 classifications.

Ask yourself: -Do you believe in their vision? -Would you leave everything you have to work with them to make their dream come true? -Do you have strong data that tell you that what they say will happen it's true? -Do you think the founders are the best to accomplish what they are going for? -Is it everyone in their team in love with what they are doing? It's important to take in consideration the legal/boring part of investing, but it's not the most important. As betting on horses, there will be only one that wil win (in their space). Are you beating for the right one? Ask yourself that. And stand along your decision

Don't focus on the quantity but in the value you provide. Numbers ca confuse you to think you have "high demand" in beta, to later launch and fall short. Or launch with no beta traction to later find your core users and go viral. The metric is not in the numbers but in the value you provide. As Paul Buchheit said "is better to build something a small number of users love than something a lot of users like"

It's difficult to provide you any real advice without knowing anything about your service/product, or what a 'signup' means (is it a free version of your product, a signup to your mailing list or something else) but generally speaking it can be any of the following reasons: 1) People sign up to get something that they want, but don't need your product, or want to pay for it. 2) Your clients deem the free version to be sufficient and don't want to pay for the paid version. 3) People sign up due to curiosity but the value isn't there for them to purchase. 4) You haven't done a good enough job communicating your product's benefits to your signups. 5) You lack sufficient "calls to action" that would convert signups to paying customers. Again, this is a gross generaliation, as no-one will be able to give you any specific feedback without having more information about what you're selling. Hope this helps. Bryan

There are a lot of ways..LinkedIn can help greatly and even for that matter freelance sites like Elance, Guru, etc if you are tight on budget. Specialist outsourcing company can be of great help but finding them can become tricky at times. I happen to use TechCusp.com for my company and although I was not very sure of performance, I was pleasantly surprise by the results shown by them in the last 3 months and that too at a decent cost. If you need any help, feel free to reach out to me.

The success of scaling-up, irrespective of logical explanations, relies on people, support, and contribution. Opinions and views of stakeholders, internal-external, should be taken as a due diligence exercise. That's where you need to have a steering group to visualize the future, and collaborative team to run the show. The reason being, at the end of day every aspect of your business will demand enhanced commitment to protect your bank account from bleeding out. As much as possible, try to scale remotely or something that help you save nickel dime. Secondly, ensure you don't compromise with your quality standards in haste to scale up. Invest your time, energy, effort, and capital behind best people. Have an eye fixed on customer engagement, experience, and support while you scale up. Serving few is always easier than serving too many. Ensure, you adopt necessary tools and process to have satisfied customers at the end of a day. Likewise, ensure to set up system and process for other business activities as well. Keep an eye on financial numbers, especially cash flow. Few pending invoices may have larger impact once you scale up. Hope above helps!! Looking for anything specific? Am just a clarity away!!

It's good that you know what you want, but I expect that here you will be constrained by the market. I've been involved in startups a long time, and I have honestly never of a developer who is not only being asked to work for no salary, but to buy in with cash. You may see it as "giving away equity for nothing", but they're going to see it as payment for work. "Please pay me so I'll let you work for free on my business that, as far as you know, will probably fail" is not a particularly appealing pitch to anybody who can turn around and easily get a solid salary. Instead of buying in, the typical way this is handled, at least in Silicon Valley, is to adjust the amount of equity. The more value they bring, the more equity they get. The more valuable the company is right now, the less. The lower the salary, the higher the equity. Whatever relevant factors get rolled up into a single number. Yes, you'll definitely want vesting. Hereabouts 4 years is pretty typical. For people joining later, a 1-year cliff is typical. But if they are coming in early and aren't getting salary, then I think it's normal to start vesting right away. As to the actual amount of equity, there's really no guide for this. If you're before both investment and revenue, there's little objective data to say what the equity is worth. You can see noted venture capitalist Fred Wilson talk more about that here: http://avc.com/2010/11/employee-equity-how-much/ I haven't watched it, but he also did a live class on the topic here: http://new.livestream.com/Skillsharelive/MBAMondays/

If you are US based, there are some nonprofit organizations that can help you connect with the right people. Two off the top of my head are: SCORE (https://www.score.org/) and SBDC (http://americassbdc.org/). Uncle Sam loves small business because they help build roads and stuff so this advice is all free. As far as financial support goes - I would wager you have at least some cash flow from being in the business for 14 years. This puts you in a better position than most start ups as you can fairly easily get a loan or line of credit from a bank. You definitely want to iron out a rock solid business plan and know where every dollar is going to go before taking money because it will be against the business. SCORE, SBDC or even your friendly neighborhood clarity expert should be able to point you in the right direction if not get you a concrete plan entirely. Feel free to shoot me a message if you have any questions.

Social media, at times, could get tricky to understand. That's where you need an expert advisor to help you leverage social media, making most out of time and capital investment. Even tagged as social, no two social media platforms are same and likewise varies their usage for specific business objective. Having multiple presence on same social platform isn't something new. But, those are for some massive companies. The question you should ask yourself is: 1. What are you trying to simplify by multiple presence? 2. Can there be simple, not simpler, process to achieve the objective? 3. What are the specific purpose behind choosing specific social platform? 4. Is it all about customer service or something more? 5. Is there an alternate audience that you're trying to reach which your primary account can't achieve? 6. Where would the distinction lie between your primary account activity and sub-accounts? 7. How will you manage and brand different accounts? Hope above helps!!

NO, it's in no ways normal. In reading how you have framed the question, this investor sounds to be acting in bad faith and is also setting you up to fail by introducing terms that are not standard to how quality investors interact with their investee companies. It is however very standard to have a first right of refusal to purchase your shares should you wish to sell. But that is not at all what you have stated. Happy to talk through the particularities of your situation in a call

Hi There would be 2 different types of business. In the marketplace you have to get both the users and the payer so you have to have 2 set of tactics. Some of them are: 1. creating your own supply (for some time you work as the supplier) i.e. Uber hired guys, Udemy produc coures on its own 2. you try to satify as well as possible at least one part of the marketplace - Udemy concentrated on the professors 3. convince suppliers to bring their own customers - again Udemy 4. use other platform. Airbnb use craiglist Udemy used Groupon 5. create enough liquidity so that 6. upsell to the customers 7. make refferal program - have a look at dropbox case. here ther is a lin to the Udemy creator talkin about marketplaces and a nice presentation as well. The presentation and the movie is in English; the rest in Polish but please do not pay attention to it: http://startupakademia.pl/2015/02/04/jak-stworzyc-marketplace/ Subsription model - well it is just the ecommerce but with different payment: so direct, earned, paid traffic; lots of affiliate. Some tricks are: preinstalation, different payment plans, refferals etc Have a nice day

The answer will depend on various factors, including the structure of the company, your position/title/duties, your shares, remuneration you are receiving (salary by T-4, contractor (no T-4), dividends, etc.), does the company employee Canadians or permanent residents, profitability of the company, your English test results from a standardized testing organization, e.g. IELTS, CELPIP. A lot of changes have occurred to the management of most immigration applications (Express Entry introduced in January 2015), creating a more competitive and fast paced immigration process. http://www.cic.gc.ca/english/immigrate/express/express-entry.asp The Ontario Opportunities (Provincial Nominee Program) program remains a very good option for recent graduates of Ontario colleges/universities and if you hire an experienced immigration lawyer to strategize and plan the best pathway to immigration, using your company as a catalyst/springboard (applying for Employer Pre-Screen of a Job Offer), you have a high likelihood of success in gaining permanent residence status. http://www.ontarioimmigration.ca/en/pnp/OI_PNPSTUDENTS_JOB.html Keep in mind there are on-going changes and future changes that are to come with the management and processing of immigration applications and there is no 100% way to predict or guarantee how any immigration application will unfold. However, working with an experienced and savvy "think outside the box" immigration lawyer, before any application is submitted, who can prepare and present your application in the most favourable way (knowing how the immigration bureaucracy thinks and what factors will make an application look more promising) and navigate the web of immigration law and policy to avoid delays in processing or refusal, and manage your temporary status as a worker along the way, is key.

There are three types of metrics that you want to collect. 1) Aggregate metrics 2) Cohort metrics 3) Funnel metrics A tool like Flurry is OK for aggregate metrics. Google Analytics for mobile is probably the better choice depending on your needs. For cohort and funnel metrics, I prefer using Mixpanel. And for tracking App installs I prefer Tapstream. For a deeper dive into the above analytics types above, I recommend reading Lean Analytics by Alistair Croll and Ben Yoskovitz.

Unless you are a founder with prior successes that are notable or relevant to your new startup, the answer is a clear no.

I work on a lot or research and data related work. Based on my past experience, I remember creating a database of top legal firms across the globe for one of my client. I believe there are good numbers of data for Canada as well. If this can help you, I can provide the list and you can connect with them via various ways. Happy to help always..

You should try Balsamiq for this. After this you might consider InVision for displaying working and designed solutions

The discipline of "sales enablement" has become a top priority for many enterprise businesses. Depending on the definition you embrace, the idea is that smart companies equip their customer-facing staff with the necessary buyer insights, narratives, and sales collateral/tools to engage in meaningful conversations with buyers and customers to progress the dialog toward a sale. I spoke at a Business Marketing Association event in southern California in January 2015 where we discussed one of the biggest challenges facing modern B2B sales organizations: lack of value proposition in their "sales bag" that is both differentiated and quantifiable (financially speaking). So sales organizations show up to B2B sales conversations talking about features, specifications, awards and "value" from the seller (brand) perspective -- not the customer perspective. My friend Scott Santucci led the sales enablement practice at Forrester Research for 6 years and Scott points to the fact that buyers determine what is valuable -- not sellers. Author/consultant Keith Pigues (panel speaker also at the BMA event) has book called "Winning with Customers" and asks B2B executives two questions: Q1: Do your customers make more money doing business with you as opposed to your competitors? Q2: How do you know? There is an entire methodology behind what he calls the DVP (differential value proposition) -- the ability to quantify whether you are helping your customers either increase revenue or reduce costs. After all, businesses are in business to make money -- period. To appeal to the CFO and other wallet owners in a B2B sales, you must quantify a differentiated value proposition in financial terms. Only then can Marketing "communicate value" and Sales "sell value." Want to know more? Check out this LinkedIn Pulse post I provided on Feb 3: https://www.linkedin.com/pulse/sales-enablement-king-wearing-any-clothes-steve-patti?trk=prof-post Need help getting this right? Ask me.

Unless you have a decent traffic or hugely demanded items larger comps might no be interested. Access to market is what leads companies to buy one another. I rencently bought a commercial cleaning company and merged it with my residential one to create an improved service with my people but leveraging the other company's subscriptions. I would not buy based on services, but buy either access to data, people or market. So your approach can be based on that rather than pitching a retailer with zero margins. Finding companies to pitch to is harder than it sounds and it literally simply comes down to you picking up the phone as much as you can. Good luck!

Without knowing much about your podcast or ultimate business goals here, I would say reaching out to the potential sponsors to at least get a feel would be a good idea. You might even consider some promotional sponsorship rate for one or two sponsors to get in early. If you have a marketing plan to show how you are going to work to drive the traffic necessary to make their sponsorship worthwhile, then they might be willing to take a chance on you early. Rewarding them for taking that risk with a slightly lower rate could be good for both of you. Good luck and enjoy!

Disclaimer: THIS IS NOT LEGAL ADVICE. Either options would work great. A few things to consider: 1. Tax consequences of each (this is likely the biggest factor in your decision). 2. Stock grant purchase price is it consistent with your hourly/project rate. 3. I would recommend the stock be issued to your C-corp for liability purposes and tax. (is your partner working on the project a shareholder in the corporation?) another option would be to set up a separate entity to receive the stock. 4. Are you receiving any compensation; is there any opportunity to defer a portion and receive stock as the other half? There are several other ways to structure this type of transaction that could work for both parties. I strongly recommend speaking with a CPA and a local attorney to advise you further. It would be worth the investment in the long run. Good luck.

here is my simple advice which should save you a lot of time and money. your journey should start identifying whether or not you have a problem worth solving. Most of your issues, assumptions, solution you put forward is irrelevant until you have done this. Don't get me wrong, your idea is sound and it often starts from a vision or an intuition that your idea is great. You now need to take a step back and do a coue of things: - what problems does cabsharing solve? Share the cost? Meet new people? Etc. - how would you rate the pain i.e. have people been dying for someone to co.e up with such a concept or is it simply a nice to have You have to come up with a porblem statement, good understanding of the problem and start testing this first. Get out there and interview people. Measure. Learn. If you have not heard of it yet just follow the lean startup approach (i recommend ash maurya's blog that will give you plenty to start with - his book running lean is also a great and practical resource). If you need help structuring it all or formalising your initial lean canvas I am happy to help. The most important thing is to test and validate key assumptions before you embark on something bigger. Many ways nowadays to do this, give me a shout in less than am hour we can get you up and running. Hope that helps, good luck the exciting part is just starting now: making it happen!

Perhaps, rather than focusing on acquiring new customers in new areas, you ought to evaluate first what additional services your existing clientele pays (or might pay) others to perform. If they come to you for writing but then go searching for something else, then perhaps you could efficiently offer them services in that other area. That would be the low-hanging fruit. You can reverse this pattern as well. What services have your writing clients ALREADY paid for by the time they come to you? If you were to begin offering services in that area, then any customer acquisitions could lead to follow-on services in your bread-and-butter field. Services that precede or follow those you already offer would permit you to double what you offer without doubling the number of clients. Nothing revolutionary in suggesting add-ons, of course. But thinking in those terms might help you prioritize options.

If I was you I would contact the guys from Altschool that just started one, and can probably help you with it. Contact on Twitter @rubenharris he can probably help you.