Posts from firstround.com
The Founder's Field Guide for Navigating This Crisis — Advice from Recession-Era Leaders, Investors and CEOs Currently at the HelmWe've tapped First Round partners, recession-era founders and our community of CEOs to put together the most comprehensive guide available about what it takes to lead a startup during this economic crisis. From extending your runway and reducing burn to supporting your team, this guide tackles the tough questions startup leaders are asking right now.1
This Founder Built Startups in 2008, 2016 and 2018. Here’s What He’s Learned About ResiliencyBob Moore's first brush with life as a founder started in 2008—three days before Lehman Brothers collapsed. Since he cut his teeth as a first-time founder in turbulent times, he's gone on to build two other companies. Here, Moore shares the lessons he's learned along the way, from weathering bear markets and losing out to the competition, to finding (and falling out of) product/market fit.3
The Phases Product Teams Go Through, From Product/Market Fit to HypergrowthFormer Credit Karma CPO Nikhyl Singhal shares the phases a product org goes through as a startup matures — and his tips for transitioning between them gracefully. From the mistakes that are too easy to make to what to look for when hiring, his playbook helps founders and product leaders build teams capable of finding product/market fit and handling hypergrowth.1
The Inside Story of How This Startup Turned a 216-Word Pitch Email into a $2.6 Billion AcquisitionLooker went from a single customer to more than 1700, from a small, scrappy team in Santa Cruz to a 700-person company spanning eight offices around the globe. Now on the heels of its acquisition by Google, co-founders Lloyd Tabb and Ben Porterfield, CEO Frank Bien, and first investor Bill Trenchard come together to fill in the details and dig into the lessons learned from Looker's founding story.
How to Size and Assess Teams From an Eng Lead at Stripe, Uber and DiggWill Larson has developed a framework for the optimal size and state of engineering teams—not only so managers can lead them in a highly efficient and effective way, but with a deeply empathetic and ethical approach.