Anuj Adhiya 📈

Founders - don't feel pressured to give your startup advisors hefty equity packages. A few of them are worth every percentage point of equity. But I've heard multiple times this week of advisors requesting 1%, 1.5%, or 2% of company equity from pre-seed founding teams. This is pretty far from market. 𝗖𝘂𝗿𝗿𝗲𝗻𝘁 𝗕𝗲𝗻𝗰𝗵𝗺𝗮𝗿𝗸𝘀 𝗣𝗿𝗲-𝗦𝗲𝗲𝗱 Median Advisor Equity Grant: 0.23% Avg: 0.42% 90th percentile: 1% 𝗦𝗲𝗲𝗱 Median: 0.1% Average: 0.21% 90th pct: 0.5% 𝗦𝗲𝗿𝗶𝗲𝘀 𝗔 Median: 0.07% Average: 0.16% 90th pct: 0.30% Again, I'm sure there are outlier situations in which very large advisor grants work out great. But for most companies, grants far above the median will turn out to be wasted equity. For reference, the median grant for the first hire is 1% - and they are full-time! The more you know 🙏 Headed to Italy for the next few weeks so posting may be spotty! Hit me with your best Tuscany recommendations in the comments if you have any. #cartadata #advisors #equity #founders #startups  

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Founders get a lot of advice. Very little—even “founder mode”—focuses on brand. Paul Graham’s essay puts forward some very...male...ideologies about how founders should run companies as they scale. While he advocates for hands-on leadership, he (like a lot of YC and VC advice) overlooks how a founder's vision translates into a cohesive brand that can outlast its creator. Interestingly, "founder mode” echoes some principles of brand governance. Both are about maintaining a consistent and compelling vision (a holistic story, universe, experience) even when chaos threatens to derail it. Everybody wants to be Steve Jobs; they idolize his high standards and his commitment to consistency and attention to detail in every aspect of the Apple experience, not just design. But Apple has over 150,000 employees. You’re telling me you can’t uphold a consistent vision with 500 employees? And it's all your middle managers' faults? Where “founder mode” falls short is that, if they can’t trust anyone, it doesn’t give founders any advice on scaling their vision. What it doesn’t talk about is how founders can empower others with their vision, rather than limiting growth through excessive control. “Brand” is something many founders have no idea how to scale, and it holds them back. So I’ve put just a little bit more advice out there, 10 brand rules for founders (link in bio). A few of them: 1. You have a brand, whether or not you're building it on purpose. 2. You are not the brand, but you are part of it. 3. You need product-market fit. And brand-market fit. 4. Consistency is key, but evolution is necessary. Successful founders (and I've worked with several) recognize that their company's brand isn't just a reflection of their personal vision—it's a strategic asset that makes it easy for *other people* (your prospects/customers) to evangelize your product themselves. If you’re a founder, scaling your brand is how you scale yourself.

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Conducting Impactful Product Reviews: Steering Your Product Towards Success 🚀 In my dual role as an advisor and operator, I've observed that product reviews—crucial meetings intended to guide product direction—are often underutilized. Here’s how you can make these reviews more impactful: 1. Whether you are solving for Pre or Post Product-Market Fit (PMF): Harping on these four aspects consistently improves the team's muscle to define these well. Customer Definition: Know who you're building for. 🎯 Problem Identification: Use frameworks like BELT to precisely identify customer problems. https://lnkd.in/dJERFbre Value Proposition Hypothesis: Explore multiple value propositions to increase the odds of success. 🔍 Success Metrics: Establish clear and measurable success metrics, along with check metrics to track progress. 2. Assessing Risk of Impact and effort: The balance of risk and impact dictates the level of confidence required before shipping a product. Itamar Gilad’s confidence meter is a practical tool to quantitatively align team expectations on the necessary confidence levels. Remember, not all products require the same degree of certainty. ⚖️ 3. Purpose of the Review - Discovery or Delivery: If the focus is on discovery, prioritize finding a compelling value proposition supported by solid insights. 🕵️‍♂️ For delivery, concentrate on reviewing the design and development stages to ensure they meet planned objectives. 🛠️ Leveraging these strategies in product reviews can significantly enhance your team's ability to make informed decisions, align on priorities, and ultimately drive your product towards success. If you are running a startup or scale-up, especially in consumer products, I encourage you to check out the product review brief that is now a Reforge artifact. We used this artifact at PropertyGuru and other companies to create impactful products (https://lnkd.in/gGDTHHhN). This concise, two-page document is highly effective, especially if you are just starting with this process. It is a forcing function to think clearly and rigorously. The artifact when combined with a consistent ritual creates non linear impact. #ProductManagement #Leadership #Innovation #BusinessStrategy #ProductDevelopment #Reforge.

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Founder Mode isn’t just a startup buzzword coined by Paul Graham via Brian Chesky over the weekend —it’s a strategy that drives deep alignment across leadership and management teams. When teams operate in Founder Mode, they’re not just executing; they’re sharing a vision, communicating effectively, and moving in lockstep towards a common goal. Last week we just called that "Alignment". Nothing like a Silicon Valley re-brand to draw attention True alignment means fewer silos, more collaboration, and a greater focus on what truly matters—delivering value and achieving success together. ➡️ Founder Mode empowers leadership and management to work as one cohesive unit, ensuring every decision reflects the company’s core mission. ➡️ It encourages a culture where roles may blur, but priorities never do—everyone is invested in the same outcome. ➡️ When leadership and management are aligned, the team moves faster, responds to challenges more effectively, and ultimately drives greater success. In the end, Founder Mode is about creating a unified team that shares the same goals and has the agility to achieve them. #productleadership #teamalignment #foundermode

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🔢 You are going to own half the business by the Series A Peter Walker released data on the dilution at the seed and then the Series A - founders are selling 20% of the company in each round. If you take into account the dilution from the option pool (you are taking that into account, right?), then the founders will own about 1/2 the company after the Series A. Protect your ownership by having a tight option pool model (one available here: https://lnkd.in/gb67tHyP ).

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Founders juggling two conflicting roles: product-builder and company-builder. Responsibilities evolve.  Tensions grow. The key is understanding the transitory nature of a founder's role through the stages. Study the attached document. Notice how in the 'Ideation Stage', prioritization is everything. By 'Maturity', product-builder and company-builder are further apart than ever. And this reflects in their roles and responsibilities. - Product Development - Financial Responsibilities - Management Responsibilities   I hope these resources can offer some CLARITY for smoother transitions through the stages.

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Prerna Singh and I are bringing another breakfast to Fabrik next Wednesday, October 30th. Join us if you're looking for an authentic conversation with other local Product Leaders ... just ask former attendees :) ⤵️ "I love these breakfasts because they bring together open, insightful and creative leaders in the market to discuss timely and relevant topics in a curated, inclusive, and very interactive way. Jori and Prerna do an impeccable job prepping and facilitating which results in meaningful discussion. You can tell everyone is engaged because we get to hear from almost everyone on each topic (also a testament to Jori and Prerna's facilitation skills). I always leave with a new insight into the market or idea on how I could be applying a learning to myself or my business." https://lu.ma/ri1m9s8l

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For product-minded eng people out there, our call to action is simple. People Ops software shapes the experience of talented people (due to performance management, compensation, mobility, etc) to an extraordinary extent... Not to mention building something amazing for managers and leaders to run their teams better. What if we could build something as delightful as Linear to shape this experience?

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Hi everyone. I’m thinking of organizing a small virtual event for early-career marketers in early-stage startups. It’s for folks who’re just starting their marketing career (0-3 YOE) or even leading a team for the first time without adequate support and are really struggling and don’t feel confident(marketing OGs, this one is not for you 🤗). The focus of the event is to provide a space to connect with others who are facing or have gone through similar challenges and learn practical strategies for overcoming them. For instance, if you're frustrated by having to do so much with a tiny marketing budget, you'll have the chance to speak with others in the same situation and learn how they’re navigating it. This is a spur-of-the-moment idea. If I get up to 60 registrations*, I’ll host the event on Thursday, June 13th. Please indicate your interest and share it with a friend. Link's in the comments. *p.s. Typically, only 40% of webinar attendees join the event. If we get 60 registrations, then I’m certain between 20 - 24 people will attend which is okay for a start. The goal is to keep it small.

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When I posted about this event a week ago, I didn't expect it to take off so quickly. It was a spur-of-the-moment idea, and I was pleasantly surprised to see over 30 registrations within 24 hours and more than 60 a few days later. So, the event is officially on! 🚀 A few things to know: ☑️This is not your typical virtual event where a speaker talks for 45 minutes followed by a 15-minute Q&A session. If you look at the flyer, you'll notice that my name or photo isn't there. That's because we have no designated speakers. 🤗 We are all speakers. So come prepared to share your thoughts and ask questions. Your participation is what will make this event truly engaging and valuable. ☑️Check out the agenda below 👇 . It outlines the 4 topics we plan to discuss and the flow of the event. Since the event is scheduled for just one hour and we aim to cover each topic thoroughly, we may not get to all 4 topics. I've included a link to a poll in the agenda where you can vote for the first two topics you'd like us to cover. Check out the agenda here: https://bit.ly/4dRV5vn Haven't registered yet? Please do so here 👉 https://lu.ma/5stlbwti

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🌱 User-led growth is the heartbeat of Intersect. 🌱 As founders, we sometimes dive so deeply into the details that we miss the big picture—or as they say, "we can’t see the forest for the trees." But our Intersect Connect users are a constant reminder of where we’re headed and the value we're building together. I was perfectly content with our previous Client Portfolio page, but Rozann van Mieghem & Derik Combrink both highlighted the importance of not only being able to see the CIPC Annual Return status for each client. Instead, they wanted the functionality to plan their workflow with the CIPC due dates in mind. What a "duh" moment for me as the founder! 🤦‍♂️ Of course, it makes perfect sense, and I would want the same in my practice! So, we implemented the changes... 📹 This feature update is a testament to the incredible impact our users have on Intersect’s evolution and now helps Accounting By Nature & Tru Accounting stay on top of their CIPC workflows more proactively. ✅ It’s a reminder that building a product isn't just about the vision at the top — it’s about listening and adapting to those who use it daily.💡 #UserLedGrowth #CustomerFeedback #IntersectConnect #Innovation

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Startups need a clear CEO. I don't believe in co-CEOs, and the "CEO (Person A) + President (Person B)" structure is equally problematic. When co-founders can't agree on who should be CEO, it often indicates that at least one person lacks the respect or trust necessary for the other to lead effectively. Strong leaders must initiate difficult conversations. Addressing clear roles and responsibilities early on can save you years of potential pain and conflict.

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🚨 Attention early-stage founders raising – excited to spread the word about open applications for PEERLESS 2025! Led by AlleyCorp and Management Leadership for Tomorrow, curated programming will culminate in 5 founders pitching at Google's NYC headquarters in April, where one winner will receive a $1M investment from AlleyCorp. This isn't only about creating a more equitable tech ecosystem, it's about backing the next generation of exceptional founders who are uniquely positioned to shape the future. Applications opened on October 15th and close on December 6th 2024. While they welcome all early-stage founders with exceptional ideas, AlleyCorp is encouraging applications from startups that: ✅ Have raised less than $2M ✅ Are technologically innovative ✅ Have a strong go-to-market advantage ✅ Have identified a large market opportunity ✅ Are led by Black, Latine, Native American, or female founders All applicants will be invited to various ecosystem events with top founders and VCs. Learn more and start your application at www.peerlesspitch.com. 💯 👏Desiree Almodovar + #alleycorp

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Nicholas Daniel’s path to become the CPO of Etsy was far from linear. In our conversation, he shares the valuable lessons of why practicing humility is not just important when building new products, but also when building your career. “[it’s] a way for me to take all of what I've learned working on a bigger portfolio, focus all of that on a smaller footprint of the product to make it even better than it was before. I don't get too hung up on titles or the box that needs to be ticked to get to the next level. We're here to build wonderful products”. Nick’s ability to reframe setbacks and “de-center” himself from the equation enabled him to forge ahead and focus on breaking new ground at Etsy with great innovation. On this week’s episode of my podcast Building One, Nick shares many great insights into his career and how they build at Etsy, including:  • How to establish a new & differentiated marketplace • The unique challenges & opportunities that come with competing with an e-commerce giant like Amazon • The limits of using single performance metrics • When to compete with (and when to ignore) industry norms • And what does “special takes time” mean… Listen and follow for more insights: 🎧 Apple: https://lnkd.in/eTVqg285 🎧 Spotify: https://lnkd.in/e-dkkf5H

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🌶🌶 Category creation has been all the rage. 🌶🌶 Kyle Poyar's post from James Evans is gold on this topic. My TAKEAWAYS: 1️⃣ Category creation = playing the game on HARD mode 2️⃣ Before & after narratives = critical 3️⃣ Repositioning > Pivoting I feel like I've been waiting for years for someone to call out category creation like this. Category creation seems great. It sounds so bold. So "Blue Ocean." Very "Alpha." We don't play by other people's rules... we make up our own rules! But being so novel nobody "gets" what you are? That's hard. Hard for customers. Hard for investors, Hard for employees. If you loved the book "Play Bigger"—the latest darling of category creation—this is the counterpoint to round out the topic. Locally, Qualtrics was the poster child for category creation. They hired the authors of "Play Bigger." But “experience management?” Really? What does that even mean? Are they an app for travel agencies? When’s the last time you took a survey and felt like you were having an experience? Never made sense to me. ... also if you need further proof that I know what I'm talking about and that Qualtrics is up in the night...well, I’m still working for a living and Ryan Smith owns the Jazz after scratching $8 Billion on a napkin while playing basketball. 🤷🏼‍♂️ 😜 😱 Win some, lose some. P.S. IMHO, "Play Bigger" is an "also ran" to the O.G. and much more practical "Positioning: the Battle for Your Mind" Don't believe me? 🤔 Never heard of Positioning: the Battle for Your Mind? 😕 That's okay. FYI Play Bigger was a best seller with over 150,000 copies sold world wide. It only needs to sell 3,850,000 more copies to catch up to Positioning. 😁 #cmozen #positioning #categorycreation

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What a fun Fort Light gathering of high-impact, non-founder startup leaders in New York last night! 🏙️ We talked about how traditional "rules" of management don't always apply to early-stage building, and how startup leaders need to rely more on self-coaching and experimentation, and less on mindless acceptance of conventional wisdom. Here are a few takeaways from the discussion: 1️⃣ The advice to "never play favorites" isn't helpful, especially when folks find themselves juggling 10+ direct reports in a scaling company. Leaders need to prioritize time and attention, and that often requires investing differently across direct reports at different times 2️⃣ We need to think about hiring as a combination of art and science -- relying on intuition and fearing process will end up slowing us down, but implementing a little bit of "science" and lightweight structure upfront can help us make more efficient and better decisions long-term 3️⃣ Knowing and remembering our "why" can help us manage the rollercoaster of startup life (and we should keep updating our "why", as we evolve as people and as the company changes!) Thanks to everyone who joined and made it a special evening, and to Tara Tymann and Caroline Lau for sharing your expertise. Thank you Arup Chakrabarti and Shriya Nevatia for being awesome co-hosts! I love the operator crew we're building in NYC ✨!

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🚀 Super exciting day for Virtuous. 🚀 We just released our first-ever Nonprofit Fundraising Benchmark Report 📈 . In it, we analyzed data from hundreds of nonprofits to identify the key metrics that drive success. You can download the full report here 👉 https://lnkd.in/ezWZHCUn Here are a few of the key findings: ✅ Donor Retention as a Critical Driver: Organizations retaining 68.5% of their donors saw a noticeable reduction in the need for constant new donor acquisition, creating more stable and predictable revenue streams. Improving donor retention rates remains the most impactful strategy for long-term nonprofit success. ✅ Growth in Gift Size: Nonprofits that prioritized upgrading gift amounts, especially from mid-level donors, saw considerable returns. Top-performing organizations in the report increased their average and median gift sizes, driving revenue growth without the need for expensive new donor acquisition campaigns. ✅ Recurring Giving for Stability: Organizations with robust recurring giving programs enjoyed smoother revenue flows and increased donor retention. The report reveals that, on average, 13% of revenue comes from recurring donors, positioning recurring giving as a game-changer for sustainable nonprofit funding. ✅ Improvement in Donor Acquisition: While retention is often the more cost-effective strategy, top-quartile organizations demonstrated excellence in new donor acquisition, with some achieving up to 64.23% new donors in 2023. These organizations strategically invested in acquisition channels with strong retention rates, yielding higher long-term returns. The Virtuous Nonprofit Fundraising Benchmark Report is a powerful tool that allows you to compare your metrics to those of other nonprofits, helping you improve your results. Check it out! #nonprofit #fundraising #philanthropy #charity

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