There's a gap between thinking and doing. The gap grows through fears about building the wrong thing or not knowing how to start. It manifests through excessive research, questions to colleagues, and theories and predictions about how something should be built.Build as much as you can
This is a double-entry accounting primer for software developers who write code to track money. It distills the essence of accounting in an effort to help developers bridge the vocabulary and conceptual divide that exists between engineering and finance.Accounting for Developers 101
I’d encourage more founders to give themselves the same challenge to focus their time, team and resources on getting to profitability before firing up powerpoint and hitting the road for a raise. You may surprise yourselves with how attainable that goal can be, and how empowering that independence can feel.Before You Pitch Your Next Round, Try This Instead
In-between such big point-releases, sales will often drop to a non-sustainable level. So it’s not that we’re getting rich during the development period, and even richer after each update. No. We’re actually losing money during development.Why we’re switching Ulysses to Subscription
The reason for this high failure rate is most founders underestimate the intricacies and nuances of the specific service industries they are trying to uberize. Where the service type lies on the skill vs. on-demand scale (visual included herein) must determine the founder’s product roadmap in order to maximize value for both consumers and pros.Read This Before You Build Uber for X
Patreon is still too new and too small to judge its total impact, its long-term prospects, or who it might end up appealing to. Because donations are recurring, it’s somewhat easier to project earnings for Patreon than for one-off crowdfunding sites, which has made it a safer bet for some investors.Inside Patreon, the economic engine of internet culture
“Consumers always love it when they can get a great deal, and dynamic pricing isn’t just about raising prices – it often leads to lowering them,” says Loewen. “In general, we have found that when prices are transparent to consumers and they understand the ‘rules of the game’, they adapt to dynamic pricing fairly seamlessly and even embrace it.”How much …? The rise of dynamic and personalised pricing
Arc Publishing’s early success with external customers may give the Washington Post reason for optimism, but the effort is itself a beneficiary of the upbeat, can-do spirit which the company’s management has successfully cultivated in the age of Bezos.The Washington Post Is A Software Company Now
While Twilio is the focus of this essay, this essay is not just about Twilio. It could be about about ANY potentially disruptive company with brilliant founders, venture-scale ambitions, great products, a top-notch team, and traction to die for. It could be about you.Twilio's $53.5 Billion Opportunity And Why It's At Risk
If you are going to put the reader at the heart of everything, you need to have a common data set and a common understanding of reader journey to know what parts of the site can be optimised to deliver reader relationships [and] reader revenue. You can't do that in silos.How the Guardian found 800,000 paying readers
Taking external money comes with the pressure of delivering the right metrics (in the eyes of the investors). In most cases, it’s about the number of users. If we were raising money, we would have to get as many users as we can, as fast as we can.Our Thoughts On (Not) Raising Money
I can't say bootstrapping works for every business and startup, but if you can afford it for the first year or two I think it's a fantastic way to build something real, learn how to make money early, and start scaling. With the cost of technology going down, bootstrapping becomes easier and easier.Everyone wants to code, but not everyone knows how. Read how two co-founders built and grew a solution to this problem which now generates $100,000/mo.
