Holy Cow this is a very good idea.
132 karma · joined August 16, 2010
I would be hard-pressed to name a venture investor that also finds themselves in the real estate business to such an extent that they want their investments to relocate? Investors do not own SF property for their companies and even the traditional ones on Sand Hill Road are leasing (expensive) office space like the rest of us.
It is possible that the investment and the board had influence on the decision but that could be for reasons independent of real estate ownership.
Congrats!
For example, are there areas where he was a mediocre founder by his own definition? Were there times when he was mediocre and then became great? What did it take to go from mediocre to great?
I'm surprised that the essay is so general in nature when there's a wealth of specific (and maybe more valuable) cases that could have been shared even after respecting privacy of individuals involved, etc.
Yeah that doesn't scream RED FLAG at all.
I am honestly shocked at how poorly understood early stage startups really are if this is true. Any half-decent founder knows to be frugal, treat every dollar like it's their last and loses sleep over money in the bank (God knows I do and have been for 3+ years after raising $5M+).
I wasn't trying to get you to work with me but thanks anyways!
1. You're dead wrong if you think employers are always getting more out of the employee. It's a mutually beneficial relationship and a free, highly competitive market in SF. If poorly treated, candidates bail and current team members do too.
2. We aren't talking about profits at all. This confuses and conflates eventual profits with employee salaries.
3. Nothing that I said indicates that we treat them like they came out of school. If you have a better alternative, I am all ears.
4. We don't want to do it quickly and cheaply. We want to do it as best as possible under our constraints. We're a small startup.
Good luck to you as well and thanks for flipping the bird. So mature!
I agree that companies have to be respectful of candidates' time. People do talk to their friends before they engage with companies or accept offers and word can get around fast if companies mistreat candidates (as it should).
a) If you are trying to hire 5 engineers, say, you need to talk to ~25 candidates at least. It's a competitive market. b) If you aim to talk to 25 candidates in a short period of time, you need to have SOME standard way to evaluate candidates if you don't want to just throw darts on the board. Being sloppy with process is bad for companies and the engineers and a waste of everyone's time. c) In order to create a standard process, you have a very limited # of options to work from. I've seen comments like "do a co-working day to get a real sense" or "do a contract and see them work with you daily" positioned as realistic options. They are not. If an engineer has an existing full-time job they don't have the time to do co-working days or contracts. d) The other options are 1) whiteboard interviews 2) coding challenges 3) some combination thereof. e) Lots of candidates hate whiteboard interviews. Lots of candidates hate coding challenges too. Neither is a perfect system but it's better than doing nothing or asking for co-working time. f) We use coding challenges at the top end but we time-box it to 3 hours. If someone asked us to pay for the time, we would happily do so. g) Our coding challenges have 3 different problems so candidates can pick whichever aligns best to skills. One problem is JavaScript-heavy and 2 others are Ruby/Rails-heavy. h) Several engineers on the team solved the coding challenges on a timed basis before we put them out to candidates. Doing otherwise would be stupid/unfair. i) In the few cases where we've been able to do 1-2 co-working days, we have offered to pay for the candidate's time. Not full freight consulting dollars but something that indicates our seriousness. j) In this case, the OP got caught by a dumb coding challenge to build a full website. But the headline paints with a broad brush because coding challenges by themselves are not evil. They are a tool that can be used well or poorly. That's all.
"For the next decade, Bloodhound recovered and slowly grew, raising seven more rounds of financing." <-- if the insiders participated in follow-on rounds they stayed involved all the way through. Once again, that's what seems to be indicated but it isn't spelled out.
Hindi was not particularly well-spoken nor was it always well-received by the other person. We wound up talking in English most of the time.
Based upon personal experience (worked at a company that spent 8 digits on Google Ads on an annualized basis, profitably and successfully over a long period of time) I can assure you that Quality Score does NOT mean very little.
It is also a falsehood to state that Quality Score is entirely about "how a site looks". Google actually even measures how quickly users come back to Google after clicking on an Ad - and if users come back too often in too short a period of time (signal for poor quality ad landing page), the advertiser's Quality Score can be penalized (to what extent, exactly, is of course unclear).
The feedback loop is frequently difficult to get right. Communication barriers don't help (fwiw I grew up in India so have some sort of limited advantage but not by much). The time zone difference does actually slow things down a tad bit more.
You talk about 2 rather different milestones in your comment - building a lo-fi MVP is certainly possible with an offshore team. But lo-fi MVP != product/market fit on any reasonable definition of p/m fit (Sean Ellis' formulation of 40% of users/customers) being disappointed with your disappearance, say). Getting to p/m fit may require lots of rapid experimentation, iteration, brainstorming and so forth...and that's when you can run into trouble with offshore contractors.
Regardless, as a fellow founder with a startup of a roughly similar age and an office literally across the street from Referly this post makes me profoundly sad and more determined. I can't imagine what it's like to walk into an empty office with cleaned-out desks. I walk through our office late at night sometimes, so happy to see the standing desks filled with monitor mounts and noise-canceling headphones and post-it notes and Mac power cords snaking over cheap Ikea particle board. On my more morbid evenings, I wonder if I'll ever have to walk down the aisle and stare at a pile of empty desks...and it makes me double down and work harder than ever before.
Hats off to @dmor for sharing so candidly. I don't think I could do it if I were in her position.
Any investor will also want to understand the overall market, trends, pain points, customer case studies if any, competitors, product roadmap, etc. Don't want to do this type of work on your pitch and don't have the kind of explosive growth the companies above had? Good luck.
I would urge you to simply hire an excellent immigration lawyer to figure out your options w.r.t. the F-1 before you move forward. I have a San Francisco-based firm that I can refer you to if you like. They are (somewhat) expensive but they do deliver good results and they are not a big faceless firm - fast, efficient, get on the phone quickly.
Email me if you want to talk more. FWIW, I dealt with our dysfunctional immigration system for a decade - once having to forfeit a well-paying internship after forgetting to file a dumb piece of paperwork - so I do understand the pain of getting the shaft after busting ass, primarily because of immigration reasons.
Anyhow, hope this helps.
I love a good rant but this was not one.
More at http://www.getlocbox.com/careers and http://www.techcrunch.com/2012/10/31/locbox-series-a/.
I’m CEO at LocBox (http://www.getlocbox.com) and we are looking to work with great folks that share our mission - empowering local businesses to generate sustainable revenue from their best customers. We want to do it with Data, Algorithms and Design in a space that has traditionally lacked all three but is finally turning the corner (and fast).
Most local businesses resort to unsustainable daily deals or boring Email Marketing to acquire and retain customers. We reject that status quo and our hundreds of (paying) customers agree. We’ve also developed a new search/crawl/tech-centric way of acquiring our own customers and disagree with the obsolete feet-on-street Sales model. The company is very small but generating material and predictable revenue; net revenue growth has exploded in the last 2 quarters.
Our tech/product team is 6 at the moment and the company as a whole is 11; we're looking to at least triple the tech team size in the next 6 months. The tech stack is standard-issue Rails/HTML/CSS/JavaScript and is deployed on AWS. The product and tech team operates on 2 week sprints and there's a decent bit of Halo-playing and beer-drinking at the completion of sprint milestones.
We also just launched with a $5.1M Series A in the press w/ TechCrunch, AllThingsD, GigaOm and VentureBeat. Ready to talk to us? I'm saumil at getlocbox dot com and at http://www.getlocbox.com/careers.
More at http://www.getlocbox.com/careers and http://www.techcrunch.com/2012/10/31/locbox-series-a/.
I’m CEO at LocBox (http://www.getlocbox.com) and we are looking to work with great folks that share our mission - empowering local businesses to generate sustainable revenue from their best customers. We want to do it with Data, Algorithms and Design in a space that has traditionally lacked all three but is finally turning the corner (and fast).
Most local businesses resort to unsustainable daily deals or boring Email Marketing to acquire and retain customers. We reject that status quo and our hundreds of (paying) customers agree. We’ve also developed a new search/crawl/tech-centric way of acquiring our own customers and disagree with the obsolete feet-on-street Sales model. The company is very small but generating material and predictable revenue; net revenue growth has exploded in the last quarter.
Our tech team is 3 at the moment and the company as a whole is 9 fulltime folks; we're looking to at least triple the tech team size in the next 6 months. The tech stack is standard-issue Rails/HTML/CSS/JavaScript and is deployed on AWS. The product and tech team operates on weekly sprints and there's a decent bit of Halo-playing and beer-drinking at the completion of sprint milestones.
We also just launched with a $5.1M Series A in the press w/ TechCrunch, AllThingsD, GigaOm and VentureBeat.
Ready to talk to us? I'm saumil at getlocbox dot com and at http://www.getlocbox.com/careers.
All of this is low-friction data production unlike the review example you use above (most people are terrible at writing original content unless absolutely required to do so).