Shahed Khan Profile picture
Jul 31 15 tweets 3 min read Read on X
In 2017, we rebranded from our original name Opentest — to Loom.

A name we thought was original, resembled what we were doing ('weaving' conversations), and hoped to turn into a verb (send me a 'loom').
It was apparent that most of the domains and social handles associated with the name had been taken, but we still decided to move forward.

We paid $10 for and registered @useloom everywhere we could.useloom.com
The Loom brand was built on 'useloom' from 2017 through most of 2018.

As Loom grew, so did our brand.

One of our early investors suggested we trademark our name to weed out any confusion with similar brands.

He was right (more on this shortly).
We offered chat support on our website and had our users often confuse us with another 'Loom' in the market who sold a completely different product, but also happened to provide chat support on their website.

This was happening while we were in midst of closing our Series A
With a new round of cash coming in — and our promise to new investors of positioning ourselves as the 'Loom' in the market...

We knew we had to take our brand far more serious than we had up until this point.

I went off on a side quest to figure out who owned the Loom domain, social handles, and SEO...
The WHOIS listed a public SaaS company as the contact.

They acquired a company with the same name four years earlier and shut the brand down.

This was an inactive domain within a public company, serving no use to them.
I was able to get in touch with the CEO, who then forwarded us to the person in charge of IP.

We went back and forth on email for weeks.

[They hadn't sold dormant IP before, they needed to create a process around it, get approval, and get back to us]
I offered them $50k for the domain, knowing well, it would be appraised by a third party for more than $400k.

I mentioned we were a small seed-stage startup without a big budget — and they agreed to selling it to us for $75k.

Thinking I just negotiated the deal of a lifetime, I was ready to sign docs & send the wire until their legal team went silent on us.
Weeks had gone by.

I sent email after email. Messaged their legal team over Linkedin connection requests.

Almost a full month after we had settled on a price, I hear back from their legal team.

Just a few days earlier — they hear from a separate party also *very* interested in the domain...
The legal team put us in touch with the competing party and told us to negotiate on price and come back to them with the highest offer.

This startup, was pre-product, raised less than we had...

and already had approval from his Seed partner to spend upwards of $500k on this domain (!!)
There was no way we would compete at a price that high, but the other company was not willing to back down.

Lucky for us, they hadn't shared their budget with the legal team / and the legal team never mentioned our bid to them.
After numerous Zooms and emails with their CEO — we were eager to win this deal.

We told him we had just closed our Series A and were willing to compete as we had a trademark on the name — and our users had officially associated us with Loom.

Joe, Vinay, and I had to become creative.

We needed to convince him to find a new name.
The CEO's biggest worry was wasting time on finding a new name and coming up with an entirely new brand design.

Our only chance at settling this immediately was to offer to pay for this company to rebrand away from 'Loom'.

So we offered him $75k cash, upfront. Contingent to him walking away from the domain.
To our complete surprise, he accepted.

He walked away from the negotiation. The legal team agreed to sell the domain to us for $75K.

He walked away with $75k.

We paid $150k altogether for a domain that was worth well over $500k.

We won with luck.

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More from @_shahedk

Oct 14, 2022
Healthy runway is typically 16+ months.

12-16 months is where I've seen most financings occur. There are of course, anomalies to this, but it seems to be a pattern.
[9-11 months]

This is the point where you should be 1) cutting easy costs wherever possible, and 2) focusing on bringing in additional capital ASAP:
Cost cutting:
- Renegotiate vendor contracts
- Stop all non-critical spend (office, perks, etc.)
- Reduce headcount

Additional capital:
- New financing (bridge, extension rounds)
- Revenue (discount; encourage annual plans)
Read 9 tweets
Oct 12, 2022
Most productivity "hacks" on Twitter are completely useless.

That said, there's a simple tactic that most smart founders I know use to get better at new skills quickly. It's actually useful.

It'll cost around $100—this is how it's done:
First, start out with something you want to get better at.

For example:

"Launching a product that creates virality amongst developers"
1. Find companies that excel at these types of product launches (e.g. Vercel)

2. Study their prior launches (what made them great, is there a pattern?, what tools did they leverage, etc)

3. Mimic their strategy for your 1st launch
Read 12 tweets
Sep 27, 2022
There’s a lot of advice on how much founders should be paying themselves.

A lot of it is misleading and tends to overcomplicate the problem.

Here’s how we paid ourselves at Loom:
Let’s get the obvious out of the way:

No smart founder starts a company w/ the intent to pay themselves a huge salary out of the gate. If that’s you, you’re in it for the wrong reasons.

Now, how should founders pay themselves? This is best split between pre- and post-Series A:
1) Pre-seed compensation

At this stage, you shouldn’t be paying yourself anything more than you absolutely need to live & eat.

Founder salaries are earned, not given—and pre-seed is too early to be paying yourself anything beyond what you strictly need.
Read 8 tweets
Sep 14, 2022
How 9 months of building without success, 2 pivots, and 100s of rejections resulted in Loom:
In reflecting back on the last 7 years, I've become convinced that most founders place too much emphasis on finding the 'perfect' startup idea.

This thread covers the story of Loom—and why you'll probably have to start with an imperfect idea before landing on your winner:
Loom didn’t begin as Loom.

It started around a whiteboard with Vinay, Joe, and myself. We wrote down six ideas, and went with the solution that had the lowest risk & barrier to entry:

A user testing marketplace.
Read 14 tweets
Aug 12, 2022
The structure of a startup’s founding team is a *serious* indicator on how likely it is to succeed.

How to understand the different types of founder roles:
Every founding team can be boiled down to three types of founder roles:

Generalist: Jack of all trades, master of none.

Specialist: Very talented at one specific thing.

Hybrid: ≥1 specialities. This is rare.
What I've noticed in evaluating teams:

- Most high-performance startups with multiple founders have a mix of Specialist and Generalist founders.

- Nearly all high-performance solo founders are great Hybrid founders.

Examples below...
Read 10 tweets
Jul 20, 2022
Most fast-growing startups acquire the majority of their customers from a 'single' acquisition channel.

Here’s how to find the right channel for your startup:
For context––last week, I hosted the second episode in a Twitter Spaces series for founders.

We covered how to grow a startup in today's market, with an emphasis on organic distribution.

Below, the highlights from that conversation:
There's no one-size-fits-all growth strategy––and many founders find it's overwhelming to decide which channels they should test.

So, to avoid analysis paralysis, most high-performing teams use something like the ICE framework:
Read 14 tweets

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