Jan Bosch
One company I worked with analyzed the businesses they had tried to build over the years. Their analysis showed that the most successful business inside the walls of an already highly successful company took, on average, 7 years to reach 50 million in revenue. And this was with the entire weight, network and customer base … Read more
Many of the founders I work with are interested in finding a way to become a platform company. Having customers and complementors engage with each other and taking a cut of each transaction is an incredibly attractive concept that anyone in their right mind would love to realize. It feels like a money-printing machine that … Read more
The founders I work or have worked with do not only have a problem they’re looking to solve; they also have a set of skills, often built up while working for another company, that they’re looking to bring to bear on that problem. As I learned while working for Intuit, the three key rules are … Read more
Everyone dreams of a situation where, rather than pound the pavement and press the flesh, customers just show up at your doorstep and demand to give you money in return for whatever you’re offering. These situations do happen in companies that have hit the tornado and are experiencing rapid growth. Unfortunately, many startup founders I … Read more
Having worked with platforms for the better part of three decades, I have seen the notion of platforms evolve over time and today we can distinguish at least three main goals that companies have for platforms, i.e. platforms for reuse, platforms for DevOps and platforms for an ecosystem. The platform for reuse was the original … Read more
Few topics lead to such heated debates in startups as the pricing of the offering. There are at least four dimensions that play a role in the discussions: money first or customer first, based on value or cost, premium first or low-end first and direct versus indirect monetization. The first dimension is concerned with the … Read more
Most of the companies I’ve worked with tended to plateau at different sizes. At that point, their growth tapered off and typically there was a general concern in the company that we had hit the peak of the business. Although there are many reasons why a company may plateau, there are three patterns I’ve seen … Read more
Over thirty years ago, I started my first company. Since then, I’ve started more companies, acted as an angel investor in more than ten ventures and as a board member or advisor in several others, and interacted with numerous founders and entrepreneurs. In addition, I’ve collaborated with intrapreneurs inside large organizations trying to get innovations … Read more
After decades in the industry, I have yet to meet the first company that doesn’t claim they’re customer centric. There remains a widely held belief that if we focus all our energy on the customer and build what the customer tells us to build, we’re going to continue to be successful. Still, the quote from … Read more
Embedded systems, by their definition, contain mechanical and electronic components and, through that, interact with the real world. Many of these systems may cause harm to humans if they act in erroneous ways. This is, of course, the case for aeronautical and automotive applications as well as for medical equipment. But also most systems that … Read more
