Jitesh Chhabria

How's the busy summer season in the startup world like? Screening 400+ early stage deals with NUVC.ai, doing 10+ VC funds' DD for Asian Investor Club. All thanks to AI and all my friends, and finally after 3 months of hardworking, meeting investors and founders, I would love to share one new addition to of the 2024 vintage of my alternative investment portfolio: 🪽 Exciting news – I’ve just invested in Pretty Privilege and joined their Advisory Board! Empowering younger generations through community building is one of my core investment thesis: #Impactinvesting Pretty Privilege is revolutionizing the concept of “Pretty Privilege” by bringing exclusive influencer perks to an entire generation of young women. With over 21,000+ Gen Z and millennial members, the fastest-growing lifestyle club in Australia is partnering with 70+ top brands in beauty, fashion, wellness, and lifestyle to offer exclusive giveaways, events, and premium discounts. The business is already seeing explosive growth, with 10,000,000+ organic social media views in the past 90 days and a strong, engaged community. With an A+ team and a proven model, Pretty Privilege is poised to become Australia’s next unicorn. And don‘t forget the recent ESIC early stage innovative company accreditation by the ATO providing tax benefits to investors. Thanks so much to the founders and can't wait for this next phase of growth. Watch this space! 🚀 Message me if you want to know more. www.prettyprivilege.club https://lnkd.in/g7ardbNV #angelinvesting #angels #earlystage #startup #melbourne #femaleinvestor #girlpower

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File this under "impossible startup product decisions". Stat Legend Super Customer 1 wants to be able to gift cards to other families and friends. So we would need to build a gifting program. Estimated build time 4 weeks. There are many other use cases for this gift card solution. Stat Legend Super Customer 2 wants to be able to make team packs and cards. Our team at Stat Legend deeply understands this workflow because we have manually done this process for 5+ teams. Estimated build time is 8 weeks or more. There are many teams wanting to build team packs and cards. Which one do you build? Why?

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UPDATE: For anybody who hasn't received the link: https://bit.ly/3XF773C Raising funding? Here’s an alternative.  +200 Non-VC Funding Sources for SaaS Founders With a list of:   🔹 Accelerators 🔹 Incubators 🔹 Crowd Funding  🔹 Angel Investor Groups Here’s a sneak peek: 🇺🇸 Lair East Labs: 10-week accelerator program for US startups accessing Asian markets, with access to Silicon Valley founders, mentors, and investor networks experienced in Asian markets. $50k investment accelerating 10-12 startups yearly. 🇺🇸 Halo Incubator: Incubator program for early-stage female entrepreneurs, offering mentorship and education on business plans, strategies, and raising capital. 🇺🇸 MassChallenge: Non-profit accelerator program for high-impact, early-stage startups. Accelerated 2.3k startups, 136k jobs created, $2.7b total revenue, and over $5b raised to date. 🇭🇰 Brinc: Global venture accelerator program for tech-focused startups, offering support, mentorship, and investments. 🇧🇷 Wow Aceleradora: Brazil’s largest startup accelerator with over 153 startups, 380 investors, R$53M invested, and 13 exits. 🇳🇱 Rockstart: Early-stage accelerator-VC for agrifood, energy, and emerging tech startups, providing access to capital, market, and expertise through mentors, partners, corporates, and the wider Rockstart network with over 350 startups and €1.3bn value. 🇺🇸 Start Engine: US leading equity crowdfunding platform, hosting over 1.1k successful funding rounds with a community of 1M strong. 🇺🇸 Atlanta Technology Angels: Non-profit angel investor association investing in early-stage tech startups in Georgia and the Southeast. 🔍 Discover the perfect funding match: 🔹 Filter sources by type and location. 🔹Transparent fees and pricing on crowdfunding platforms. 🔹 Gain insights on offerings, including funding, mentorship, legal support, office space, and demo day opportunities. And even direct contact information! Interested? Comment 'FUNDING,' and I'll send you the full list (more countries covered!) Credit: Dan Martell Want to reach out to these investors with a clear, solid pitch? Let's talk! Book a call here. #Startups #Investing #Fundraising #Entrepreneur #Business

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I see hundreds of pitches each month as a VC. So many fail to do justice to very good startups. That’s why I’m pretty excited to share that we managed to get Eugene Cheng 🪄 to run a masterclass in pitching for Tin Men Founder’s School in partnership with AppWorks and Aspire. You might have seen him on CNA’s ‘The Big Spark’ mentoring contestants. + He’s the quiet advisor behind many of the fundraising success stories of companies like Growthwell, Glints. + His startup clients have raised more than $300M (and counting) to date. + A trusted mentor to many accelerators like GROW, FINLab, Startupbootcamp, Longhash and more. For a couple of hours, he’ll be sharing: ✅The biggest mistake early-stage founders make in structuring their pitch (and how to avoid it) ✅The ‘Golden’ pitch formula that startups use to successfully raise eight-figures ✅How to turn flaws in your business into powerful stories that bolster your case ✅How to build urgency in your pitch so investors don’t drag their feet ✅Answers to your burning questions about what to exclude/include We’ve also carved aside time for Q&A where you can ask specific contextual questions to improve your own pitch. I highly encourage founders to attend if currently in fundraising mode or plan to raise in future. When: Tuesday May 21st, 2024 Time: 2PM-4PM Where: (RSVP to see venue) What questions would you ask? P.S. Link in the comments to sign up

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"Doesn't the GTM team do that?" Was the incredulous response of my friend at Google, when I told him we're helping a young Indian startup founder get early product and market feedback from leaders in her target market in Malaysia. Founders will know the feeling of going to market with a hypothesis. Before you have a mature offering, there’s infinite combinations of countries, product features, value props, price points, ICPs, segments, angles you could prioritise. Startups/SMBs don’t have the luxury of infinite time, money, talent, market intel. Outcomes matter, but, quickness to outcomes also matters. There is a big opportunity cost to every initiative you take up (so no 10 step innovation stage-gate process then) Quickly validating (or junking) your business hypothesis can save money, time, resources and a whole lot of frustration. Evolving the hypothesis to quick wins, is of course the ultimate validation. Unfortunately, this validation is not something that you're going to get from desktop research or a management consulting deck, it needs hard and smart yard on the ground. NOBS Asia is helping clients do just that, let's have a chat if you're looking for quick (and only somewhat dirty) answers to your expansion questions.

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🤔 Sunday musings: After 3 months of walking alone after my co-founder's departure, I'm ready to share what I've learned about the untold price of startup partnerships. The timing feels right - especially after reading Thiyagarajan's profound insights on co-founder dynamics and reflecting on my 18-month journey. 5 raw truths about co-founder relationships that nobody talks about: 1. The Paradox of Partnership → You start the journey facing the same direction. → Each decision subtly shifts your perspectives. → One day, you realize you're looking at different horizons. → Truth: Even 10+ years of knowing someone doesn't guarantee aligned paths. 2. The Hidden Tax → It's not just about splitting equity or roles. → Each misalignment compounds silently. → One day of conflict can undo months of progress. → Teams feel the tremors before you even notice them. 3. The Emotional Complexity → Business demands logic; humans run on emotion. → A single Slack message can trigger weeks of tension. → What works in person might break in writing. → The weight of unspoken words grows heavier each day. 4. The Power of Acceptance → These past 3 months taught me that sometimes paths must diverge. → Clarity often comes after separation. → Forward movement matters more than looking back. → Your journey continues, just on a different path. 5. The Path Ahead → Don't rush into replacing what's lost. → Focus on the horizon, not the rear-view mirror. → The right partnerships emerge when you're ready. → Growth comes from acceptance, not resistance. To every founder walking their path: You're not alone. The stories we read about co-founder relationships often skip the hardest parts. But in these moments of solitude, we truly learn who we are as leaders. Layerpath continues to move forward, stronger and clearer in its mission. We're hiring across roles - looking for people who want to be part of this next chapter. Not just employees but potential future leaders and, yes, maybe even co-founders who'll emerge naturally from our journey together! Drop a 🤝 if you've walked a similar path or want to be part of our story ahead. Also, in the comments are links to Thiyagarajan's post and Layerpath's open positions! #StartupLife #Entrepreneurship #BuildInPublic #CoFounders

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1 year ago on 1st November, I had the massive privilege to be selected by the Y Combinator team for a pitch feedback session with the legend Garry Tan. As this was a non-official pitch, there was much less pressure. But on the flipside, there was an audience of 200+ people (which perhaps added even more pressure haha). We had Garry's undivided attention on us for a full 10 minutes. 3 minutes just to pitch and 7 minutes of his honest feedback. His feedback was direct, hyper-personalized and accelerated our learning curve tremendously. Here are some of his tips that we have been continuously practising since then: 🟡 Golden UX Demo: Weave the customer's journey into your demo inside your deck. This helps you to be efficient by making it super personal + clear in explaining your solution and its benefits to investors. Don't leave it up to their interpretation. ⏳ At YC, the partners spend 70% of their time helping founders to refine their pitch and messaging. This shows how important your 1-liner and 1-min elevator pitches are. If you can't even capture enough attention to get the door open, forget about anything else you might have prepared. No one is going to listen. 💰 To an investor, you have to show them you are a money-making machine in the making. Peeling away every story and narrative, every investor is the same at heart. If I put in $1 into your business, I need to see how you are going to turn it into $10. Make it crystal clear how you are going to do that and create confidence that your business is the right investment opportunity. ❤️ Lastly, not a tip but it was wonderful to meet and still be in touch with seriously good founders and now friends: Kit Neoh, 👨‍💻 Godfrey Yu - Founder of Exabloom Raffles Andrison Much has changed to us since then, but the advice still holds true. Thanks Enterprise Singapore Singapore Week of Innovation and Technology (SWITCH) for making this happen for startup founders! Let me know what other tips you have in running startups and which ones resonate best with you?

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We as founders introspect and strategize on competitive moats. There is hardly an investor presentation that does not discuss this, there are no quarterly updates that do not have prose dedicated to "moats". To #WarrenBuffet goes the credit of coining the term "economic moat", over a period of time that has gotten known as "competitive moat" As Warren Buffet says: "The key to investing is not assessing how much an industry is going to affect society, or how much will it grow, but rather determining the competitive advantage of any given company, and above all, the durability of the advantage. The products or services that have wide, sustainable moats around them are the ones that deliver awards to investors" As a testament to the competitive moat philosophy, the #BerkshireHathway stock has appreciated by a CAGR of 19.8% over 1965 to 2023, the S&P 500 has appreciated by 10.2% during the same time. 10000$ invested in Berkshire Hathway would be $434.48 million by 2023, invested in the S&P 500 it would be $3.13 million #moat #competitivemoat #businessstrategy #warrenbuffet #charliemunger A snippet of what the #BerkshireHathway portfolio looks like

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Four stages of startups founder growth according to someone I read recently: First time founder cares about product. Second time founder cares about distribution (marketing). Third time founder cares about retention. Fourth time founder cares about finding a big enough market. My favorite market in the adtech/martech industry is cashback. It’s huge! Probably because it just goes so well with e-commerce - whatever you buy, it’s better with cashback. Anyway, recently we closed a deal with Qoala. The guys are about all things smart shopping and I love it https://lnkd.in/ekGpzp6x

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A VC (an early investor in Facebook) - I will call them ShadyVC - offered us $450K instead of the $150K we asked for. Seemed perfect, until a founder who previously got funding from them called me. He said: "Whatever happens, just trust me and don't sign the term sheet." Then he explained how the terms were designed to eventually swipe our company from us. The red flags that almost f*cked us: 1. A divided to ShadyVC accruing in the background What it looks like: A clause start with "To ensure working capital efficiency,...." and slips in "13% cumulative compounding dividend would accrue to ShadyVC." Why it's bad: It will take years for startups to turn a profit. These unpaid dividends accumulate, and the company will eventually owe them. Even if the company isn't profitable enough to pay the dividend immediately, the obligation grows, potentially creating a significant financial burden in the future. When the company exits (e.g., a sale or IPO), Shady VC will be entitled to their investment back plus this compounded dividend, which could substantially reduce the returns for other stakeholders. 2. Excessive board control What it looks like: "ShadyVC will have identical representation rights on boards of all subsidiaries... including future ones" Why it's bad: These guys want to control everything, even stuff that doesn't exist yet. It's a way to undermine future investors. They used this to block Series A investments in other founders' companies, unless they got their desired board control without investing additional amounts. 3. Forced exit clause What it looks like: "Within 5 (Five) years of the Closing Date, ...shall provide an exit to ShadyVC through QIPO ..., M&A transaction, strategic sale / third party sale, buy back or purchase by Promoter or ... on such terms acceptable to ShadyVC. In the event that the Company and the Promoters fail to provide an exit to ShadyVC in accordance with the Clause, ShadyVC shall have right to cause a drag sale.." Why it's bad: They can force you to sell the company, even if it's not the right time. We're at $3M revenue now, but nobody will buy us yet. It's a ticking time bomb in your term sheet. They used this clause to force founders out in other startups. Right after the founders did all the hard parts. TAKEAWAY: When you're desperate for cash, it's tempting to accept any deal. Stay vigilant. Read the fine print. Get good legal advice. And if something smells fishy, trust your gut. It's better to be broke than to build a company you don't even own. To get a sense of the ideal seed stage deal. See YC's SAFE. A simple 5 page deal. Anything more complex than that is plain stupid in 2024. If YC can do it. There is no reason you should let any investor tell you they cannot too. — PS: Curious how we almost signed it? Check out the post in the comments for the full story. That post went viral, and this one addresses one of the top questions people asked.

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This is so important to call out Chang (CK) Kim. It’s such a rat race in the Valley. When you surround yourself with people working in corporate big tech who are paid big salaries and stock, you can feel so small and broke as a startup founder trying to build something. You envy them for them for their stability and income, but they envy you because you’re pursuing your dreams. You can often feel like a failure because you can’t provide the same things for yourself or your family. At least in Silicon Valley there are many other founders around and people understand what you are doing. I remember when, in places like New York or Los Angeles, saying you’re a founder at a dinner party might as well be saying you have an infectious disease or are unemployable. I remember turning down invites to glamorous weddings in exotic destinations because I just couldn’t afford it on my startup budget. It wasn’t until I started surrounding myself with other founders who could relate to my experience that I was able to be in a better mental space and stop questioning my self-worth. Of course you will still compare yourself to your founder peers when they raise a new round or have an exit, but you’re rooting for them at the same time, because you hope that will be you someday. There’s a fellowship among struggling founders, because they’re the only ones who understand the rollercoaster of emotions you go through every single day. You can literally be happy one moment because you closed a huge deal and terrified the next because a key employee hands you their resignation letter. This is the biggest reason I started the Asian American Founder Circle, because we as founders had a whole separate load of baggage we had in common. Find your people, you’ll be better off when you realize you’re not alone.

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I was a "fake" food delivery rider 2 years ago. Why fake though? It was all for our users. Before Staq, we were building a mobile app for food riders to consolidate their income across different platforms (i.e. Foodpanda, Deliveroo). But my co-founder and I were not food riders ourselves. Se we applied to become food riders for all platforms. In the end, our room got 3 food delivery boxes with 3 different colours (Grab, Foodpanda, Deliveroo) 😂 But why did we become food riders ourselves? Because we wanted to go on the ground and talk to our users, show them our product, get their feedback, and help them install our app. Most importantly, we wanted to experience the day-to-day life as a food rider to understand their challenges. It was probably one of the extremes of how we went so far to talk to users. But this experience has also taught me 3 lessons: 1. Don't just code, talk to users. 2. Go where the users are. Find their tribe. Leverage words of mouth as free marketing. 3. Don't ask users if they'll use your product. Ask about their life, challenges, and solution they've tried. How did you find and talk to your users? *** 🧠 Want to become the top 1% founder by learning from startup failures? Every Sunday, I share 1 failed startup story, 2 mistakes, and 3 lessons learned with actionable tips in my weekly newsletter (all for free). Join us here: https://lnkd.in/gdDrhgtq 🤝🏻 #startup

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Sharing here, since some of you asked, an abbreviated 7 reflections, 7 months into venture* 1. Deep thinking still wins 2. Venture is a lot like Strategic Sales 3. You are underwriting what the Founder is selling - not what you are imagining! 4. Nailing GTM is really hard and deeply valued in venture 5. Fintech- broadly defined & sticking to it!   6. Invest in people 7. Life is cumulative even if not linear A little more on each… Deep thinking still wins: While social media may make it seem like returns go to those that ‘just know it’ when they see it, what I am witnessing first hand is that there are impressive analyses that bolster the ability to lean in when the time is right & the Founder is there. Having built strategic partnerships based on deeply understanding complex large customers, this realization has been quite a relief! Venture is a lot like Strategic Sales: Many of you likely know this; I did not. Founders are selling their vision & progress, investors are selling their firm &, yes, themselves. And, this part is really important... it’s difficult from the outside to asses the merits of the deal beyond logo. You are underwriting what the Founder is selling - not what you are imagining! As operator, you are rewarded for solving problems, turning around teams, improving costs & sales. You take what you have & make it better. Not here.. in VC are underwriting the Founders, their vision- not yours. Nailing GTM is really hard and deeply valued in venture: As operator I learned that understanding your ICP & delivering on their needs is the difference between winning & losing. So too in venture. Experience with this motion is valued & I can actually say I have pattern recognition here! Fintech- broadly defined and sticking to it! Turns out I have a really broad view of what fintech is. So yes to a healthcare platform looking to make payments more transparent (thank you!), yes to a climate marketplace harnessing technology to improve reimbursement disbursements (we can do this!) & yes to that insight you have about that industry you love & know well where you can apply novel tech & deliver increased value. If you move money in a way never done before thats more efficient & effective it's fintech to me- better yet if you optimize for risk & compliance. Invest in People: Venture is investing in the early dreamers & believers. Experience deeply caring about people- diverse people- understanding where they have blind spots & where they will need support, is of tremendous value. Life is cumulative even if not linear - Your hard skills, reputation & network matter. Every player brings their accumulated & earned experiences to the opportunity. It makes us who we are & enables us to push through the rough times to realize success where others didn't see it or frankly couldn’t swing it. Resonate with you? Building something transformational in fintech? Let's talk. * sharing 8 months in for those who track those details

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Optimising for survival vs valaution During my previous startup journey My Dream Store we grew from 3cr annualRevenue to 30cr annual Revenue in 24 months and we were on look out for series A of 5Mn usd , Talked to almost every VC in town by that time we have only raise an angel round of 300k usd only. Everything was green we were super ambitious , stayed in market for 3 months could not close . During this time there were few Angel groups who could write 500k to 1mn cheques but we thought it would be too small for our ambitions. We went back to building again - our growth began to drop and became flattish at 2cr monthly revenue , we went back to market to raise 2Mn after 1yr to market to a different set of VCs - very hard to raise on back of degrowth, we were willing to dilute more but yes could not close. Lesson learnt always raise when you are going to peak in the next 3-6 months. As founders we would be focused on growth during that cycle but it’s better to put more money in war chest. Back to story one more year passed on flattish growth, we did some working capital solves , cut expenses we de grew to 1.5cr monthly revenue . Was again out in market this time looking for Angels founder angels or syndicates to raise 500k to 2Mn to build back. I was almost on verge of giving up but then Sujayath Ali wrote a small cheque gave us hope to rethink and started building Nobero. Only a founder can truly understand the grit and struggle. Now Nobero is a rocket ship we are super excited along side strong partner like TMRW House of Brands . From my journey of fundraising failures here are something’s that other founders / people who want to start can pick up 1. Always raise when you are on the raise 2. Do not be finicky about valuation pick best of what you are getting and go back to building 3. Like you see in my essay I moved down from 5Mn to 2Mn to 500k , very foolish . In hindsight had I picked the 500k to 1Mn cheque when we were at 30cr the story would have been totally different . Pick whatever you can at best price you can close fast. The art is to close deal fast and move from position to position strongly on back of good metrics 4. Small cheques get large cheques , you are no longer alone in journey. It’s in interest of all parties to protect org and do what is right for org to grow 5. Fundraising is sales , be very strategic of what you offer -if you are degrowing offer a larger share, create phased offers milestone led - 500k to x size and if I hit X follow on with 2Mn if I do not grow to X be willing to take more hit on equity. Always offer what others cannot 6. Have some founders on your cap table who have been part of these , it’s millions saved #fundraising #startup #lessonsbuildingnobero

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Founder blows up $22bn edtech startup to zero. 0️⃣ Founder runs away and hides in Dubai. 🛩 👻 Founder blames investors. 😯 In this situation, what words other than f*%k come to your mind? 👇 👇 👇 I present to you Loot and Thug - today’s Indian origin words that are commonly used in the English language. This is the 4th weekly edition of such words. Please repost and share with your friends if you like this. Words from the last 3 weeks are at the bottom of this post. LOOT: The term loot is primarily derived from the Hindi word lūṭ, which means "booty" or "spoils of war." The Hindi term can be traced back to the Sanskrit words loptra meaning "booty" or luṇṭ which translates to "to rob" or "plunder". Loot can be used as a noun as in booty (not that booty), or as a verb to carry off or take something. The adoption of this word into English occurred when India was a British colony. The earliest recorded use of loot in English dates back to 1802, when it was defined in a military context as an "Indian term for plunder or pillage." By the 1920s, its figurative meaning had developed further within American English. An example of its use in modern slang is “stash the loot.” THUG: Originates from the Hindi word ṭhag meaning "swindler, thief, cheat" and is ultimately derived from the Sanskrit word sthaga meaning "cunning, fraudulent." The first use of the term goes back to the 14th century and referred to a gang or network of criminals operating around India’s main roads. The first recorded English use was in 1810 to refer to members of the Thuggee gang. Like loot the adoption of this word occurred when India was a British colony. In modern usage it typically refers to a violent criminal or bully. Prime Minister Margaret Thatcher of the UK used it to describe everyone from unruly football fans to people involved in race riots. The word thug actually rebounded in American popular culture, thanks in part to Indiana Jones and the Temple of Doom. It has also been adopted in hip-hop culture since the 1990s, sometimes with more positive connotations of resilience, like by Bone Thugs-N-Harmony. But it continues to retain strong negative connotations as well outside of its original cultural context and use PLEASE REPOST AND SHARE with friends if you enjoyed reading this. Last week we covered Musk and Juggernaut. In previous weeks we have talked about Orange, Candy, Khaki, Shampoo, Jungle and Pepper... all words of Indian origin commonly used in the English language. You can find the previous posts on my timeline. In closing, did the edtech founder do something wrong? Until the courts decide, he is innocent until proven otherwise. CAN YOU GUESS WHO IS THIS FOUNDER?

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Here's a book I wrote in the last few weeks, that encapsulates my learnings from 17 years of running high growth startups like redBus, Koo, The Media Ant and Goodbox. Hosting a version of it online for anyone who'd want a condensed boost of startup tips this weekend. It's called '500 Tips for Startup Founders & Employees'. Penning this down is a way to give back to all those in the trenches, making things happen. Sharing an unpublished version for the good folks here. Covers over 100 topics related to starting up, early stages, founder related, people related, growth related, product related, management related and personal aspects. If my effort of painstakingly recollecting and writing these learnings can get more folks to startup and improve an entrepreneur's chances of success, I'll be honoured.

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We shut down our physical space in Singapore in March after running it as an experiment for 6 months starting in September 2023. Most things about the project and our execution went pretty well and members loved it. The primary reason we shut it down was a situation that we had the physical space vendor, but the reason I decided not to look for a new vendor to continue the project (despite really feeling an urge to do so) was to stick to our roadmap, and focus on making 1 thing succeed before launching another product line. This experiment wasn't part of our roadmap. It was a pitch that I made to someone because I saw a completely random opportunity out of nowhere and thought I'd go with the flow. Pre product market fit, it's really hard to tell when to stick to your "plan" vs go with the flow to maximize luck and get new information/leverage. For the first 2 years of building Learning Loop, I said no to every literal idea that was outside of my master plan. Some people stopped sending me intros/resources because they got upset with me. (I didn't feel happy about it but I decided to commit to my decisions anyway). Then at the start of year 3, I was like: let's be a bit more curious/open to opportunities outside of our roadmap that aren't too far off from our core that can get us the resources to execute on the plan. Detours instead of U-turns or completely deviating from our path. The physical space idea was kinda wild. I'm glad we did it. Customers loved it, they didn't lose any money, they paid exactly for 6 months, and they got to use our LL founder space for the 6 months. We ran events for our paid partner for 6 months. I obsessed over the business models and unit economics and customer behavior and ops and messaging and pricing and etc. in the physical space industry and managed to create a business model that made better money from the same asset (an office) than rent. Every experiment has 2 sides. The product side (do people love it) and the financial side (does it make money). In this case, product wise this was awesome and had/continues to have so much potential. The need for this will continue to grow. The later we come back to this idea, the more valuable it will have become, especially with much deeper integration of tech software, hardware & physical space & communities. This will be a crazy hot space within the next 12-24 months. Financially, this project alone brought in a bit over US$10k a month of revenue for us from September to end of March (super low margins) excluding our online product subscription revenue. The reason I took this bet despite high effort and low margins initially was because I saw a path to about $50k/month by end of 2024 with higher margin and same effort, and something between 3-10x by Dec 2025. The part that failed was human related ego/politics frictions, not unit economics or adoption or laws of physics. Will vertically integrate next time, when we're at it again.

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🔥 Attention: Visionaries & Builders in MENAP region 🔥 🚀 This call is for all Aspiring VCs and Angel Investors in the MENAP region! Are you ready to level up your Venture Game? Join us for this value packed, invite only, 2-part Masterclass - Venture Investing for Angels - where we’ll dive deep into the essential principles of venture investing. Gain insights that can save time, money, and risk as you navigate this exciting space! Masterclass Details: 📅 Dates: December 13th & 14th @ 4pm (KSA/Egypt), 5pm (UAE), 6pm (Pak) & 9pm (SG time) 📍 Platform: Zoom 🎙 Host: Angel School 🤝 Partner: YouPitchLive Register Now ➡ https://lnkd.in/gsR38CB7 Jed N. who is the founder of Angel School is a self-taught angel investor with 2x unicorns in his portfolio and millions invested, He’ll share his top strategies: 1️⃣ First Principles of Angel Investing 2️⃣ Venture Math Essentials – Fundraising, Dilution & Valuations 3️⃣ Startup Evaluation Frameworks – Making confident, data-driven decisions Don’t miss out on building your strong foundation in venture investing. See you there! Register Here ✅️ https://lnkd.in/gsR38CB7 #startups #angelinvestors #venturecapital #vc #angels

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