Why aiming to control your own destiny can be a superpower for founders ๐Ÿ’ช๐Ÿฝ

An atomic essay on moonshots & escape velocity ๐Ÿš€ Image
Escape velocity in physics is the speed an object needs to reach to escape the earth's gravitational pull, and take off into space.
Investors sometimes talk about a startup reaching escape velocity, which is the speed and milestones the team needs to reach before they can start accelerating.
Key components include having product/market fit and the right team members on board, finding a tenable business model, and enough cash to build.

Before acceleration = Survival
TBH you never know how long it will take (esp de-risking P/M fit) and so second-time founders may initially stay under the radar and first raise from friendly angels โ€” or moonlighting โ€” before raising institutional capital (that's us).
You never used to hear it, but Iโ€™m thrilled now to hear many founders talk about โ€œcontrolling their own destiny.โ€ This is getting to the point where they donโ€™t need outside capital.
Founders who control their own destiny know that their core business works:

๐Ÿ’ฐ They can handle their finances
๐Ÿ”ฅ The team can build something customers want
๐Ÿ›’ Customer acquisition costs are known
๐Ÿ’Ž They have reasonable (even attractive) profitability per customer transaction
These are important milestones.

Yes, we live in interesting funding times, but if youโ€™re not building an audio social networking app ๐ŸŽ™ *controlling your own destiny* can be important leverage to raise money.
Our best teams donโ€™t NEED us for the basics of their businesses. Outside capital wants to help you *accelerate* ๐ŸŽ

Escape velocity is being able to survive in flight. Don't be afraid to walk -> run -> fly ๐Ÿš€

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More from @parulia

18 Feb
Crappy technologies often win. Why?

My atomic essay for today is also a lesson from Clayton Christensen ๐Ÿ‘‡๐Ÿฝ Image
I forgot to share the New Yorker CC article that I was reading when I wrote yesterday and todayโ€™s post.

Itโ€™s such a good read and amazing how spot-on and early he was to these observations!
newyorker.com/magazine/2012/โ€ฆ
But on to the story. Crappy technologies often win ๐Ÿคฎ
How?

This fascinating story from Clayton Christensen is about REBAR.
Read 10 tweets
17 Feb
Writing today about GETTING SPECIFIC.

An atomic essay on Clayton Christensen, getting specific and GOOD ENOUGH products ๐Ÿ’ Image
Clayton Christensen, the brilliant HBS innovation thinker & professor, was hired to analyze and improve fast food milkshakes ๐Ÿฅค

At the time, the company didnโ€™t know why the milkshakes were popular with consumers ๐Ÿ˜โฃ๏ธ
After standing in line for days, watching consumers purchase these milkshakes, CC and his team realized that more than half of milkshake consumers were buying them early in the morning for their car commute ๐Ÿš™
Read 8 tweets
2 Jan
To more inclusive & interesting conversations in 2021 ๐Ÿฅ‚

Here are 54 women I follow on @twitter and learn from everyday. I follow both men and women, and I learn from both. Please RT if you do too, and amplify their voices.
VCs: brilliant, insightful, humble goes w/out saying

@sarahtavel: brilliant on marketplaces
@aileenlee: OG unicorn spotter + @AllRaise founder
@briannekimmel: SaaS & future of work
@kirstenagreen: consumer queen
@katie_haun: all things crypto
More VCs:

@jillruthcarlson: insightful & funny on fintech & crypto
@connieChan: consumer, social, China trends
@dunkhippo33: pre-seed, funny, principled, helpful
@lolitataub: energized community-builder for underestimated founders
@atshruti: AI/ML/future of work
Read 15 tweets
24 Nov 20
Applying software to highly regulated / intermediated industries like education and healthcare is so tricky.

When well-meaning technologists dive into these industries they slam into quite a few things. Human systems prove harder to hack.

A thread:
โš ๏ธ 1st problem: more than usual inertia around the status quo.

There are often multiple stakeholders who have fought to build distinct moats or for whom the status quo simply is profitable, and it distorts economic, productivity, and outcomes-based incentives.
โš ๏ธ 2nd problem: disconnect between users, stakeholders and payers.

Where normally, design principles teach us to find a deep stakeholder problem and solve it, here you can do that and still not find a payer for it (ever).
Read 16 tweets
11 Sep 20
Sometimes it takes a few startups, raising several rounds of venture funding, and going through an acquisition process โ€” before founders understand some of the *unwritten dynamics in venture capital.*

Go in prepared. Here are some guidelines.
parul.substack.com/p/unwritten-ruโ€ฆ
#1: Raising more money does not automatically translate into building a more valuable startup.

Yโ€™all will debate me fiercely on this one, but historically, this is true. Please see @epaleyโ€™s definitive analysis on this here. techcrunch.com/2016/10/15/oveโ€ฆ
#2: Growing into a high valuation is highly binary.

Like accelerating into a curve and hoping you make it... t he key proof point will be at your next round of funding, not this one.
Read 12 tweets

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