There is no exact formula but just some quick thoughts you might find useful. I would consider sharing a list of a questions with the expert ahead of the meeting (like an agenda) so they know and can think ahead of time of what their responses might be. Also, point out things like wanting to be "a good steward of your time" so they realize you are being conscious of their time commitment to the meeting. Lastly, always leave yourself time at the end for scheduling a next step/follow-up with a specific ask (e.g. could we touch base again via a cal in 2 weeks etc.)

There are excellent answers here already, my comment is to add to those: network amongst your clients, before your peers and competitors. Join the associations your clients join, attend the events your clients attend, learn through the same channels your clients use. This is how you will know who to target and how.

I've been a freelancer/contractor/solopreneur since 1974. My advice... Do freelance. Don't work for one company. In other words, have many clients. Be sure to arrange your hourly/ad-hoc work so it drives to some form of continuity. Work hard, till you have your first $10K/month of continuity in place, then take stock of how to grow your business to the next level.

You can do this through having a webinar for corporate executives. Run traffic to the webinar through Facebook and LinkedIn then at the end of the webinar have a soft sales pitch. Follow up with all participants through email and messenger.

Any Scrum Master or Team Member is keenly aware that they are expected to deliver software each and every iteration that provides value. Reporting, measurements, and metrics are vital part of that effort, which going forward I will just lump together in only one term called “reporting”. Some of us already know that reporting has been with us since before the dawn of software. We need reporting to help guide us, to alert us, to inform us when a change or course correction is needed. Without reporting we are running blind in the dark. Whether the organization you are working in runs 2, 3 or 4 week Sprints, reporting is as necessary as breathing air. Reporting is the direct result of the inherent need to measure, digest, and understand key data for decision making. In Agile, that reporting part must be quick and easy to get, read, and understand. Add to this the fact that in Agile you do not have time to build reporting during the execution of any iteration. That has to be already setup and available before the proverbial gun goes off at the starting line of the Sprint.

We normalize the income statement, compare with other frozen food companies that have been sold, then make an operating capital adjustment based on the type of sale foreseen. It all comes down to cash flow. (assuming you're making money) If you'd like to discuss this particular case just arrange a call. David www.DavidCBarnett.com

The first part if focus. Is there one user set that you are ideally suited for -- solve their needs and build your value prop around that. Many times, companies want to serve everyone so they end up with a watered down value prop that end up appealing to no one. Ironically, a strong value prop works better even with the audiences it isn't intended. for. Take the Nisson Xterra from a product standpoint. It was marketed to be peope with an active, outdoor lifestyle. Nisson targeted the person who might strap on a surfboard and drive onto the beach. Now, most users end up not using it that way. But, because they built the brand and value prop around the active user, they establish a strong car brand that attracted a larger audience. That said, people often misunderstand branding to mean that you have to always only be that one thing to that one audience, which is not true. Start with that simple value prop, and then develop more detailed communication. The value prop itself should be able to be conveyed in a brief sentence. It should be true to who you are and what your organization delivers. And it should be differentiated from your other available options. And, great if it is a psychological benefit! Nike's "Just Do It" is one of the great examples of a modern value prop. IBM had the informal, "no one ever got fired for buying IBM" -- a safety benefit for the risk averse. Find what you do really well that appeals to your core client base, then do that even better. Hope this helps!

For my money, nothing beats good content marketing. it drives your SEO (if optimized and framed correctly), establishes your level of expertise and gives your site visitors many layers with which to interact with as well as helps ultimately with conversion (abandonment follow-ups, drip campaigns etc.) ultimately your conversion is only as good as your traffic is qualified, so content marketing helps on both sides of the funnel in terms of getting more/better leads and converting those leads once they hit your pages.

I would probably structure it so that there is a Master Services Agreement with the general terms of your relationship which reference subsequently attached Service Orders (or Scope of Work) each time you engage with them for project or service. When a customer signs up for the SaaS product, I would incorporate SaaS-specific policies by referencing them in the corresponding Service Order.

Typical pre-seed (100-500k) is 5-15% Seed (500k-2M) is up to 25% And over depends. The "potential of the next FB...." is just that, a potential. Don't fight over equity early but make sure you never give up more than 15%, don't offer board seats too early and no "right of first refusal" or "right of next round lead"

When it comes to writing a book, there's some groundwork that needs to be done beforehand. There are even a few things you need to know before you begin to outline. Every good story is comprised of... 1.) A protagonist 2.) main goal/conflict of the book 3.) multiple tries and fails to accomplish said main goal and overcome main conflict 4.) satisfying resolution There are obviously more moving parts to this outline, but that would take a really long time to get into, and I'd rather have you go watch the video tutorial I did on how to outline a novel since it's free, it isn't too long, and it will break up the process of outlining a novel into actionable steps that make sense and are easy to understand. You're welcome! https://youtu.be/rlQDW9n0NyE

It is difficult to make risk-free shipments for the battery of the products. But you can minimize the risk. The most effective way is to start working with a reliable battery cell in your product. This will solve most of your problems. Moreover, pay attention to work with a factory which has enough equipment to test batteries. Not only outlook and function check but also a comprehensive life cycle and safety test with a strict AQL. Make sure that their incoming quality control team is doing the process regularly for each lot. Ask your factory to provide these IQC reports to you. If you have a chance, go and check in person, or do it via a 3rd party company. Besides this, in the outgoing inspection process, you can repeat these life cycle and safety tests based on an agreed sampling qty. This will help you to verify that the IQC of the factory is doing their job. Another suggestion, please make sure that your batteries have date codes on it and do not let your factory to use more than 3 months old battery. Considering the production and transportation time, when your customer receives the products, your battery will be probably 6 months old already. Usually the brands give 6 months guarantee to the end customer to replace their batteries which in total accumulates to 1 year from the production of the battery to the customers' 6 months usage time. This is usually the warranty that the battery suppliers. There are also proven design requirements for the batteries. If needed, I would like to help with further information. Regards, Mert.

I've used Bana Boxes for years. They have a massive plant in the middle of rural Texas, right no 287 near I-35. This means their prices tend to be orders of magnitude lower than other companies + close I-35 access means shipping is cheap + fast. Ask for Marshall Boenker @ 817-919-3589 for assistance. They also do box printing, so you can print Amazon AISN numbers or UPC numbers right on boxes, to meet box pull requirements of large companies.

Everyone thinks they will be the next big billion dollar company. Ideas are worthless without execution. Part of the equity equation will be based on the founders, their track record and how far along the idea is. Other factors include the market, your timing around fundraising and if you have any traction. Raising on a deck vs. actually having revenue result in very different outcomes. There are no rules when it comes to investing and equity. It's a negotiation.

Theil invested 500k when Facebook had 9mn users. If you have that, you can raise way more and faster. Historic examples don't help. If you don't have anything developed, you can give away up to 15%, but the days of investing in companies who don't have a product market fit are pretty much over. Only the hot spaces.

Sorry that I don't have a specific answer to your question but I have extensive WP membership experience and work with with Memberium/IS with two clients. If you're interested in chatting you can schedule a call to discuss your needs.

The answer is "it depends". It depends on the following: 1) Your current 'runway': [How much money you have saved + Your current recurring income - Your current expenses]. 2) How much money it would take to develop a 'minimal viable product' (MVP) that would allow you to test your idea. (i.e. would it require 0.1% of your savings + income, or would it by 50%) 3) How much potential you think your idea has. Usually, the cost of #2 is something that can be made _much_ cheaper than you might initially imagine. This can be done by truly understanding what the core 'value proposition' is that you want to test, and understanding very affordable, minimalist techniques that will allow you to develop a product capable of testing it with potential customers. I've done this many times in the past, and it has allowed me to rapidly test out and iterate many ideas with very small capital investment needed. Again, the answer depends on understanding the details of the previously listed issues #1, #2, and #3 above. If you'd like to discuss the specifics of your idea and whether an MVP could possibly be quickly and cheaply created and tested, either do some online research on potentially cheap and easy tools that might help out, or let me know, I'd be happy to help, best, Lee

Speak at Co-Work offices + Tech Meetups + Tech Conferences. Give 100 talks (easier than you think) + monitor your App usages every 10 talks. If people flock to your App, then just keep giving talks. If they don't, then either your App requires retooling or your messaging/explanation requires retooling. Be sure that you (or person speaking) has the ability to speak about tech topics in understandable terms.

Ugh. Investors. Here's the harsh or maybe happy truth. If your Startup offering (product, service, information, courseware, consulting, etc) provides stellar value, then you require no investment. Do your launch + if money starts pouring in, either skip the investors of if you really must use investors (doubtful, if you're providing stellar value), then the more revenue you have, the better terms you'll get from investors.

Fair Share is good but a partnership or even a director position is something you may want to think about based on the value add the legend will do to your business apart from lending his name. However if your business is going to piggy back on his name & reputation and he is not offering any investment in cash , its a good idea to offer him anywhere between 10 to 15 % of the equity with clearly defined expectations from both sides. I am making an assumption that you are going to be a high value startup.

You will need a privacy policy setting out the tools you use, the data they collect and the options to object to the collection. Additionally, you will need to give notice to the right to deletion and rectification as well as the contact point for data protection issues. If the GDPR applies to you then you must also enter into data processing agreements with your processors as well as maintain a processing register.

The US Gov hates cryptocurrency. In fact if you read recent laws (last 5 years) you'll find the language is vague + it can be construed that if you're a US citizen + you hold cryptocurrency, you may be in violation of law. Better to simply stick with fiat currency produced by every government in the world. Treat income management as a currency exchange proposition. Whatever language you speak, just target selling whatever you're selling into a country that reverse correlates the highest to your currency. So if you live in New Zealand + US currency is strong against the Kiwi, then sell product into the US. This way you always win big, because some currency in some country will always be your best investment.

In my experience working with this age group as a coach, adults in this age group are very interested in connecting to their purpose and passion. They are willing to pay. However, how much is the real question. A marketing study using a conjoint analysis would shed some light on how much this age group values connecting with their purpose and what their willing to pay. This type of analysis presents combinations of attributes to survey participants and asks them to rank them. Comparing the attribute sets yields insights into the attributes and combinations. As an example, I conducted a market study of young adult preferences to costs and incentives related to rental units. Each participant was presented combinations of rental location, rate, and incentive then asked to rank them. After combining demographic data with the results, I was able to determine how much above the average rate renters were willing to pay specific location types and incentives. Insights into location weren't surprising: all segments were willing to pay for coastal units. What was interesting? Most renters were willing to pay for non-cash incentives like landscaping or housekeeping services. Let me know if you'd like to talk more about conjoint analysis or market research in this area.

Congratulations on delegating so effectively! That is most likely one of the KEY factors in your growth. Too many of us fall into thinking "how can I do that" when we come up with new ideas. A billionaire mentor told me that the better question (and how she grew her businesses to well over a billion) was "who can do that"! Let your ideas flow, and keep giving them away. You are creating work for others, which is a huge contribution to society. Start looking at what is actually being accomplished as a result of all your ideas, and all your delegation, vs what you are actually "doing". All of my clients experience huge leaps in growth when they start delegating, and the growth is not incremental - it is usually exponential. And each struggles a bit with the guilt you mention - at least initially. But you quickly recognize that, as you said, it frees you to up think more strategically and creatively. Feel free to reach out if you have follow up questions. Best of luck in your continued success.

I recommend you checkout the following site: https://www.biggerpockets.com They also have a great podcast.