What avoidable problem destroys more young startups than any other?
Why is it a mistake to ask for introductions to investors?
When do you play the CEO card?
Should you sell out?
Author and four-time founder/CEO Dan Shapiro tells the stories of dozens of startups whose companies lived and died by the advice in these pages. From inception to destruction and triumph to despair, this rollercoaster read takes aspiring entrepreneurs from the highs of billion-dollar payouts and market-smashing success to the depths of impostor syndrome and bankruptcy.
Hot Seat is divided into the five phases of the startup CEO experience:
- Founding explains how to formulate your idea, allocate equity, and not argue yourself to death
- Funding provides the keys to venture capital, angels, and crowdfunding, plus clear advice on which approach to choose
- Leadership lays out a path to build a strategy and culture for your team that will survive good times and bad
- Management reveals how to manage your board, argue with your team, and play the CEO card
- Endgame explains how to finish a company's existence with grace, wealth, and minimal litigation
Table of contents
- I. Founding
- 1. The Virtues of an Early Bankruptcy
2. The Cofounder Dilemma
- Cofounders Are Top Talent
- Cofounders Save Cash
- Investors Love Cofounders
- The Split Is the Downside
- First Question: Are You an Army of One?
- Second Question: Do You Have Access to a Solid-Gold Cofounder?
- Third Question: Will You Trade Cash for Camaraderie?
- A Finicky Note on the Linguistics of Cofounders
- 3. Deciding on the Dream
- 4. Sharing Shares
- 5. Vesting Is a Hack
- 6. Spending Money
- 7. Conclusion
- II. Funding
- 8. The Fun of Funding
- 9. Don’t Ask for Introductions
- 10. The Standard Pitch Deck
- 11. The Nonstandard Pitch Deck
- 12. Business Plans
- 13. The Pyramid Pitch
- 14. Pitching Twitter; Pitching Hoverboards
- 15. Why Taxi Drivers Don’t Take Venture Capital
- 16. Angels and Demons
- 17. The Lead Investor
- 18. Winning at Crowdfunding
- 19. Miscellaneous Financing Sources
- 20. How Much You’re Worth
- 21. How Much You Need
- 22. Notes or Priced?
- 23. Conclusion
- III. Leadership
- 24. The Six Things You Cannot Delegate
- 25. Repeat Your Strategy
- 26. Contrarian Segmentation
- 27. Hypocrisy Is a Symptom of Values
- 28. Impostor
- 29. A Drummer for Spinal Tap
- 30. Your Company Culture Is a Meaningless Platitude
- 31. Creating Culture
- 32. Conclusion
- IV. Management
- 33. How to Make Your Company Half as Effective
- 34. The CEO Card
35. Building a Sublime Organization
- Job Postings
- Intermediate Interviewing
- Follow Through
- Unambiguous Results
- A Second-Best Offer
- Frosting on the Cake
- 36. The Lies of Big-Company Life
- 37. 14 Answers That Will Save You 100 Hours
- 38. The Board of Directors: Your Peers, Your Obligation, Your Bosses
- 39. Conclusion
- V. Endgame
- 40. Of Course This Company’s for Sale
- 41. Why to Sell
- 42. There Are Three Exits—Remember, the Nearest Exit May Be Behind You
- 43. Obligations Before Negotiations
- 44. Negotiations
- 45. Exiting with Grace
- 46. Sparkbuy’s Story
- 47. Conclusion
- Title: Hot Seat
- Release date: May 2015
- Publisher(s): O'Reilly Media, Inc.
- ISBN: 9781449360733