David Cummings on Startups

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  • Experimenting with the Internet of Things

    As I sat down to write this post I noticed it was warm in the room. Not thinking twice, I loaded up my Nest iPhone app and promptly lowered the temperature for the area. That is, I took advantage of the Internet of Things — the idea that everyday objects become connected to the internet and can communicate in new ways.

    Here’s my current list of internet-enabled objects that were traditionally isolated:

    • Tesla Model S – From my iPhone I can control the car’s A/C, sunroof, charging, door locks, see how many miles of range is left on the battery, and see the GPS location overlaid on a map.
    • Nest – The thermostat is tracking our usage patterns to learn how we live so that it can optimize for our lifestyle while saving money on our energy bills. As a bonus, if we go on a trip and set the temperature to 80 while we’re gone, from my iPhone I can lower the temperature a few hours before we return so we get home to a cooler house.
    • Withings Scale – Every time I step on the scale it knows it’s me and records my weight, pulse, and other factors in the cloud so that I can see my progress on my iPhone anytime, anywhere.
    • Dropcam – With this internet-only video camera, I can have a two-way conversation with a person on my front porch via my iPhone anywhere in the world. If the baby is sleeping, I can go do yard work and keep an eye on him from anywhere around my house.

    The Internet of Things is going to have a profound impact on how we work and live. I’m excited to keep trying them out and experimenting.

    What else? What are your thoughts on the Internet of Things and what other objects do you have that are internet-enabled?

  • When Does the Millennial Workplace and Culture Become Standard

    Earlier today I was talking to a colleague about the environment at the Atlanta Tech Village and how it was the ideal place for Millennials. It’s not that we’re anti-establishment, but more so that we’re working on creating the best environment possible for how we want to work.

    Here are a few characteristics of the modern Millennial workplace and culture:

    • Creative and collaborative rooms, open spaces, and multiple work options (less private space and more communal space)
    • Tools to work whenever, wherever (thanks to the cloud and mobile technology)
    • Strong transparency and openness
    • Results only work environment
    • Focus on autonomy, mastery, and purpose

    Now, we’re likely in the first inning of this type of environment becoming more commonplace, but it’s going to happen.

    What else? When do you think the millennial workplace and culture will become more standard?

  • The Real-Time Entrepreneur

    As I was switching through different web apps and reports today, it struck me how real-time information is today as an entrepreneur. I had just published a new post on the Kevy blog titled Managing a SaaS Metrics Dashboard With Pardot (check it out for an example on how to use a marketing automation system to feed the top-of-the-funnel SaaS metrics). Right after hitting publish and sending out a couple tweets about it, I was immediately able to see clicks and prospects interacting with it. As an entrepreneur that loves results, it doesn’t get much better than that!

    Think about information from the most common apps:

    • Salesforce.com – Watch sales rep activities, opportunities, and deals
    • Pardot – Watch anonymous visitors, leads, and digital fingerprints
    • Google Analytics – Watch information on macro hits and visitors
    • GitHub – Watch pull requests and progress on the current sprint
    • Zendesk – Watch support tickets and customer interaction

    Of course, a dashboard with all the critical data in one place would be cool (like Geckoboard), but the fact that each system is there and can be left open in a browser tab makes it readily accessible. It’s great to be a real-time entrepreneur.

    What else? What are your thoughts on the real-time entrepreneur?

  • SaaS Metrics Dashboard With Inside Sales

    Previously I posted about a Killer SaaS KPIs Spreadsheet that I really liked. After digging into the spreadsheet more, I realized it was geared towards a self-service SaaS model where the prospect finds the service, signs up for a free trial, and then becomes a customer (or doesn’t). While this is a great model, I see most SaaS startups using some inside sales component where a sales rep holds the hand of a prospect and guides them through things. It’s a light touch model that still involves people helping people.

    So, I went in and changed several things and made an enhanced SaaS Metrics Dashboard Google Spreadsheet Template. Here are the changes I made:

    • Replaced “signups” with “leads”
    • Added a row for “Sales generated leads” to reflect leads that come from cold calls, partners, trade shows, direct emails, etc
    • Fixed the formulas throughout to support zeros for data (dividing by zero caused problems before)
    • Fixed the header and left column to make it easier when scrolling
    • Simplified some of the formatting

    Take a look at the new SaaS Metrics Dashboard Google Spreadsheet Template and give it a try — it’ll add value to most B2B SaaS startups.

    What else? What are your thoughts on the updated SaaS Metrics Dashboard Google Spreadsheet Template with support for inside sales?

  • Ideal Four Year Startup Trajectory at the Atlanta Tech Village

    One of the interesting parts about the Atlanta Tech Village is that the more successful we are helping startups grow, the more turnover we’ll have due to startups graduating out of the building. We don’t exactly know what size company that will be but we’re guessing somewhere in the 30 – 40 employee range. Of course, most of the startups in the building will be much smaller, usually with 1 – 5 employees, and will have substantial room to grow. 

    Thinking about growth, here’s the ideal four year startup trajectory at the Atlanta Tech Village:

    • Year 1 – Two entrepreneurs with an idea rent coworking desks, build a minimum respectable product, and raise some money and / or sell their product.
    • Year 2 – Early in the year, the entrepreneurs move up in the building from the coworking space on the 1st floor to a private five-person office on the 2nd floor. Product traction is coming along nicely and product / market fit has been achieved (stage one is complete).
    • Year 3 – With revenues growing nicely, the startup moves up to a 10-person modular suite on one of the upper floors. By the end of the year, it’s clear there’s a repeatable customer acquisition process in place (stage 2 is done), the startup raises a solid Series A round of financing, and takes an additional 10-person modular suite next to the first one.
    • Year 4 – As the customer acquisition machine hums along, revenues grow substantially. Mid-year, the startup takes a third 10-person modular suite and has contiguous space for 30 people. With full on growth mode in effect (stage 3), and north of 30 employees, the startup graduates and moves next door to Tower Place or Piedmont Center. The cycle is complete.

    Startup journeys are much more messy than outlined above, and that’s why being in a strong community is so important.

    What else? What are your thoughts on the ideal four year startup trajectory at the Atlanta Tech Village?

  • Notes from the Cvent S-1 IPO Filing

    Cvent, one of the oldest and largest online event management software companies, just released their S-1 IPO filing. Cvent has an interesting background raising money as a dot com startup in the late 90s, growing without much capital for over a decade, and then raising a large round of $135.9 million in July 2011 to recapitalize the business and accelerate growth. Event management software, especially with a two sided offering like Cvent provides, has the potential to be a winner-take-most market.

    Here are notes from the Cvent S-1 IPO filing:

    • Mission is to transform the meetings and events industry (pg. 1)
    • For some hotels events and group meetings constitute one-third of total revenue (pg. 2)
    • More than 6,200 event and meeting planner customers (pg. 2)
    • More than 4,700 hotels and venues have purchased marketing solutions from them (pg. 2)
    • Offers six products for event and meeting planners: event management software, strategic meetings management software, mobile event apps, pre- and post-event web surveys, ticketing software, and Cvent Supplier Network (pg. 4)
    • 1.1 million RFPs were transmitted using Cvent software in 2012 (pg. 4)
    • 600 employees in India (pg. 6)
    • 1,300 total employees (pg. 8)
    • Revenue (pg. 11)
      2010 – $45 million
      2011 – $60.9 million
      2012 – $83.5 million
    • Income (profits! – pg. 11)
      2010 – $7.7 million
      2011 – $2.6 million
      2012 – $8.7 million
    • Accumulated deficit of $19.5 million (pg. 24)
    • Three acquisitions in 2012 (pg. 62)
      Seed Labs LLC – $1.4 million in cash and $0.9 million in stock
      CrowdCompass, Inc – $5.8 million in cash
      TicketMob LLC – $5.2 million in cash
    • Research and development expenses were 9% of revenue in 2012 (pg. 92)
    • CEO/co-founder owns 16% (pg. 111)

    Overall, it’s an impressive story of profitable growth and execution, with a huge market opportunity. I predict the IPO will do well and the public markets will like the company.

    What else? What are your thoughts on the Cvent S-1 IPO filing?

  • Valuations through the 4 Stages of a B2B Startup

    Valuations are more art than entrepreneurs are led to believe. Often, the most common refrain is that business valuations are a multiple of EBITDA (a.k.a. profits with some stuff added back). In reality, the stage of the business, along with other measures like revenue, profitability, growth rate, and more help drive valuation. Like anything rare, a business is only worth what someone else will pay for it.

    Here are a few thoughts on valuations through the four stages of a B2B startup:

    • Stage 1: Search for Product / Market Fit – Valuation is largely driven by the region of the country, background of the entrepreneur, and investor belief in the opportunity (e.g. in the Southeast valuation might be in $1mm – $1.5mm range while in Silicon Valley it could be $3mm – $4mm for the same thing)
    • Stage 2: Build a Repeatable Customer Acquisition Process – Valuation is largely driven by the size of round and desired ownership stake of the venture capitalist (e.g. based on the size of the VC fund, and the number of investments a VC makes of the life of the fund, it’s simple math to figure out the necessary size of each investment, which when combined with a 20 – 30% ownership stake, results in the valuation of the company)
    • Stage 3: Maximize Growth – Valuation is driven by factors like recurring revenue, growth rate, gross margin, market size, etc and is often negotiated as a multiple of revenue (e.g. 3 times forward-looking twelve months revenue)
    • Stage 4: Maximize Profitability – Valuation is driven by earnings before interest, taxes, depreciation, and amortization (EBITDA) where it’s often a multiple of that (e.g. 4 – 6x EBITDA for a small business and 7 – 10x EBITDA for a larger business)

    In the first few years valuation is driven by what investors are willing to value the idea and business, followed by valuation driven by top line revenue and growth, and concluded by profitability.

    What else? What are some other thoughts on valuation through the four stages of a B2B startup?

  • Learning from Past Employees

    While it’s always tough to see employees move on to another company, it’s a standard part of business and being an entrepreneur. One of the things I enjoy doing is catching up with the person after they’ve left and had time to settle in to find out how things are going. I especially like learning about what they like, and don’t like, about the new company. Now, this isn’t meant to be a feel good session that the new company can’t possibly be as good as the one they left, rather I want to learn as much as I can about how others do things.

    Here are a few areas of interest:

    • What’s the corporate culture like?
    • How do they do meetings and internal communication?
    • What’s the goal setting and accountability process like?
    • What do you like overall?
    • What don’t you like overall?
    • What have you learned that didn’t expect when you took the job?
    • What are your thoughts about the market, product, competition, etc?

    These same questions can be used during an interview process as well as to learn from past employees. In addition to doing a standard exit interview, it’s also a good practice to reach out and learn from past employees after they’ve been at their new job for some time.

    What else? What are some other questions you like to ask past employees?

  • The Four Stages of a B2B Startup

    In thinking through the two most recent posts on 5 Ways to Identify Product/Market Fit and 5 Quick Steps to Go From Product/Market Fit Focused to Customer Acquisition Focused, it became clear to me that there’s value in organizing the startup lifecycle into generic stages. With simple stages, it’s easier to communicate and focus in on what’s important when talking with entrepreneurs (e.g. how often have you heard entrepreneurs worrying about scaling their product when they don’t have customers yet).

    Here are the four stages of a B2B startup:

    • Stage 1 – Search for Product/Market Fit (1 – 2 years)
      This involves putting the core team together, building a simple version of the product, signing the first 20+ customers, and honing in on the needs of the market. Most startups fail in this stage.
    • Stage 2 – Build a Repeatable Customer Acquisition Process (1 – 2 years)
      This involves experimenting with a number of different sales and marketing tactics to find as many channels as possible that work in a scalable, predictable fashion (e.g. if you can do something repeatedly but only sign one customer a month, it doesn’t count because it doesn’t have scalability). If the market timing is right, product / market fit is in place, and the team executes, the necessary inputs to achieve the desired outputs become clear and it’s time to step on the gas.
    • Stage 3 – Maximize Growth (indefinite)
      Once it’s clear there’s a repeatable customer acquisition process with scale, it’s time to focus on growing the business as fast as possible. This involves ramping up sales, marketing, engineering, services, support, operations, etc, implementing more processes and procedures, and scaling the corporate culture. As long as the business is growing north of 20% per year, it’s full on maximize growth mode.
    • Stage 4 – Maximize Profitability (no longer a startup)
      After the core growth engine of the business slows down it’s time to transition to maximizing profitability. Most businesses in this mode give some attention to growth and most attention to profitability (and profitable growth, where possible). When attention to profitability is valued over growth, and change has slowed down, it’s no longer a startup.

    These are the four stages of a B2B startup. Between each stage there’s no clear line of demarcation, but it helps to know where the startup stands so as to focus on the most pressing issues. Each stage has it’s own nuances and entrepreneurs that have built a successful business can appreciate the differences.

    What else? What are your thoughts on these four stages of a B2B startup?

    Bonus: Read about the 4 Stages in 8 Words.

  • 5 Ways to Identify Product / Market Fit

    Achieving product / market fit is one of the most difficult things to do as an entrepreneur and the ultimate goal of phase one of the startup process. Most of this first phase of the process is spent building a minimum respectable product and doing whatever it takes to get the product into the hands of users — users provide the required oxygen for the product to improve. While most startups never make it past this phase due to funding, timing, lack of viable market, poor execution, etc., many do complete phase one and enter phase two where they have to build an efficient customer acquisition machine.

    Here are five ways to identify that product / market fit has been achieved:

    1. 10+ customers have signed on in a modest period of time (e.g. 3 – 9 months) and they haven’t been friendlies (people you already knew, favors you called in, etc.)
    2. At least five customers actively using the product with little / no product customization (e.g. the product is valuable and mature enough that heavy development work isn’t required for each new customer)
    3. At least five customers have actively used the product for over a month without finding a bug (no matter how great the product is people always find issues with it, which is natural for this beginning stage)
    4. At least five customers use the product in a similar way and achieve similar results (early on you find that customers use the product in ways you didn’t imagine, which is great, but the goal is to find consistent, repeatable patterns)
    5. At least five customers exhibited a similar customer acquisition and onboarding process whereby they bought and went live with the product in a timeframe that was consistent with each other (e.g. had a two month sales cycle and took a week to get the product running)

    Here, the theme is consistency and a small amount of repeatability. There’s an on going maturation process that takes time, even with extended resources. As a founder deep within the process of developing product / market fit, it’s useful to refer back to these five ways to assess progress.

    What else? What are your thoughts on these five ways to identify fit and what other ones would you add?