About
Former entrepreneur turned venture capitalist as Co-Founder and General Partner at…
Articles by Jeffrey
Activity
-
I believe Jeffrey Bussgang's “Jungle, Dirt Road, Highway” is the best metaphor for the evolutionary stages of a successful startup. And if I had to…
I believe Jeffrey Bussgang's “Jungle, Dirt Road, Highway” is the best metaphor for the evolutionary stages of a successful startup. And if I had to…
Liked by Jeffrey Bussgang
-
It was just three years ago that Ken Chenault Jr and I were colleagues at General Catalyst and catching up on areas that we were excited about, and…
It was just three years ago that Ken Chenault Jr and I were colleagues at General Catalyst and catching up on areas that we were excited about, and…
Liked by Jeffrey Bussgang
-
I'm a sucker for end of year stats and our Miro recap is no different! Baked into my recap is a recognition of the countless Mironeers, community…
I'm a sucker for end of year stats and our Miro recap is no different! Baked into my recap is a recognition of the countless Mironeers, community…
Liked by Jeffrey Bussgang
Experience
Education
Publications
-
Entering StartUpLand
Harvard Business Review Press
Entering StartUpLand is a practical, step-by-step guide that provides an insider's analysis of various startup roles and responsibilities--including product management, marketing, growth, and sales--to help you figure out if you want to join a startup and what to expect if you do.
-
Codecademy: Monetizing a Movement?
Harvard Business School Publishing
Codecademy, an open-platform, online community for learning computer programming, launched in 2011. By 2014, the company had raised a total of $12.5 million in funding and was, on many fronts, an overwhelming success. However, there were still no revenues. The founders decided it was time to experiment with different monetization strategies before deciding on a way forward. Although they wanted to avoid being prematurely pressured into decisions that went against their open-platform philosophy,…
Codecademy, an open-platform, online community for learning computer programming, launched in 2011. By 2014, the company had raised a total of $12.5 million in funding and was, on many fronts, an overwhelming success. However, there were still no revenues. The founders decided it was time to experiment with different monetization strategies before deciding on a way forward. Although they wanted to avoid being prematurely pressured into decisions that went against their open-platform philosophy, they also knew that in order to fulfill their mission to democratize education, they had to eventually build a revenue-generating business. But what business model should they pursue and what monetization experiments should they run?
-
Growth Hacking at Bazaart (A)
Harvard Business School Publishing
The four founding members of Bazaart—a young Israeli company whose sole product was its eponymous mobile application (app) which allowed users to create collages from photographs and other images—face an important strategic decision in June 2014. Since its founding roughly two years earlier, the company had raised very little money from outside investors. Gili Golander, one of the founders and Bazaart's chief marketing officer, utilized a number of "growth hacking" techniques to generate…
The four founding members of Bazaart—a young Israeli company whose sole product was its eponymous mobile application (app) which allowed users to create collages from photographs and other images—face an important strategic decision in June 2014. Since its founding roughly two years earlier, the company had raised very little money from outside investors. Gili Golander, one of the founders and Bazaart's chief marketing officer, utilized a number of "growth hacking" techniques to generate downloads and build awareness at minimal cost. These techniques had proven successful and helped the firm reach 1 million downloads by June 2014.
However the four founders debated whether to stay focused on growing Bazaart's user base and worry about driving revenue later, or try and monetize the app (by introducing in-app purchases, native advertising, or moving to a subscription model) and bring in some much needed revenue. Would growth hacking alone be enough to grow the company or should it utilize (and pay for) more traditional marketing? What approach would make the company more attractive to investors? -
Raising Startup Capital
Harvard Business School Publishing
A comprehensive review of the different types of options available to startup entrepreneurs and the trade-offs and issues associated with each one. The note does a particularly deep dive into venture capital and working with venture capitalists.
-
Open English
Harvard Business School Publishing
Open English, a Miami-based startup offering online English language learning services, had more than 30,000 active students across Latin America in 2012. The company had just closed a $43 million financing round in order to rapidly scale its service to the next level. Nicolette Moreno, Co-founder and Vice President of Product Development, felt that a substantial portion of the new funding was needed to rework Open English's platform to enable the additional growth. She was concerned that the…
Open English, a Miami-based startup offering online English language learning services, had more than 30,000 active students across Latin America in 2012. The company had just closed a $43 million financing round in order to rapidly scale its service to the next level. Nicolette Moreno, Co-founder and Vice President of Product Development, felt that a substantial portion of the new funding was needed to rework Open English's platform to enable the additional growth. She was concerned that the company's learning platform (LP)-the core set of software systems used to deliver online lessons-was beginning to show its age. Although one path would be to shore up the LP's capacity incrementally to allow the company to sustain its momentum with minimal disruption, Nicolette felt it was just a matter of time before they had to tackle a complete rewrite of the platform. Although daunting to undertake, a rewrite would allow the company to grow beyond the current LP's capabilities and position them for future success. Nicolette needed to give the board a full sense of what she saw-was now really the right time for a complete rewrite of the LP? What were the risks? And how should she approach the effort?
-
Yahoo: Both Sides of the Stamped Deal
Harvard Business School
In 2012, Marissa Mayer became the CEO of Yahoo!, a tech giant with a tumultuous past. When Mayer tries to reinvigorate the company, she hires Jacqueline Reses, who has a private equity background, to head both human resources and mergers and acquisitions (M&A). As part of Mayer's turnaround strategy, Reses looks to build a mobile technology product development team by executing an "acquisition-hire" (i.e., "acqui-hire") to acquire New York City-based start-up Stamped, a mobile application…
In 2012, Marissa Mayer became the CEO of Yahoo!, a tech giant with a tumultuous past. When Mayer tries to reinvigorate the company, she hires Jacqueline Reses, who has a private equity background, to head both human resources and mergers and acquisitions (M&A). As part of Mayer's turnaround strategy, Reses looks to build a mobile technology product development team by executing an "acquisition-hire" (i.e., "acqui-hire") to acquire New York City-based start-up Stamped, a mobile application company launched by former Google employees, Robby Stein and Bart Stein. Without an M&A team that is fully staffed and before new acquisition processes have been formalized, Reses must decide whether acquiring Stamped is a wise strategy. The case also considers the perspective of Robby and Bart and explores if selling Stamped to Yahoo! and transitioning the Stamped team into Yahoo!'s mobile product development team is the right exit strategy for their start-up.
-
BabbaCo
Harvard Business School Publishing
Having just raised a Series B financing, the case protagonist is faced with a tough decision: should she “step on the gas” and scale the customer base, or continue focusing on fine-tuning the product and business model. The case describes the various marketing channels employed by the BabbaCo team (Search, Email, Social Media, Deal Sites, Affiliates, etc.), including the strategy and effectiveness for each. Readers can use this knowledge to evaluate the effectiveness of the marketing efforts to…
Having just raised a Series B financing, the case protagonist is faced with a tough decision: should she “step on the gas” and scale the customer base, or continue focusing on fine-tuning the product and business model. The case describes the various marketing channels employed by the BabbaCo team (Search, Email, Social Media, Deal Sites, Affiliates, etc.), including the strategy and effectiveness for each. Readers can use this knowledge to evaluate the effectiveness of the marketing efforts to date and determine whether they think the company is ready to scale those efforts or whether it is premature to do so.
Other authors -
Plastiq
Harvard Business School Publishing
-
The Business Development Manager
Harvard Business School Publishing
Describes the role of business development (BD) managers in technology companies, detailing the following: 1) BD managers' key responsibilities at each step in the process of creating a partnership agreement, 2) how the nature of the BD function evolves as a technology startup matures, and 3) the attributes of effective BD managers.
Other authors -
The Product Manager
Harvard Business School Publishing
Industry note. Describes the role of product manager (PM) in technology companies, detailing: 1) PMs' responsibilities; 2) different ways to organize the product management function; 3) how PMs interact with other functions within technology companies (e.g., engineering, product marketing); 4) how the nature of the PM role varies depending on context (e.g., early vs. late-stage startups, business- vs. engineering driven cultures); and 5) the attributes of effective PMs.
Other authorsSee publication -
foursquare
Harvard Business School Publishing
The cofounders of foursquare are deciding how to respond to competitive threats and scale up the organization. Foursquare was a location-based online service that allowed users to "check in" to a location using an application on a smartphone. Foursquare kept track of a user's check-ins, shared them with users' friends, and unlocked "Specials" that gave users discounts at nearby locations. Within a year and a half of its founding the company had 45 employees and over 5 million users and was…
The cofounders of foursquare are deciding how to respond to competitive threats and scale up the organization. Foursquare was a location-based online service that allowed users to "check in" to a location using an application on a smartphone. Foursquare kept track of a user's check-ins, shared them with users' friends, and unlocked "Specials" that gave users discounts at nearby locations. Within a year and a half of its founding the company had 45 employees and over 5 million users and was valued in excess of $100 million. However, many competitors, including Facebook, Twitter, and Yelp, developed competitive services requiring foursquare to respond.
Other authors -
Predictive Biosciences
Harvard Business School Publishing
A small cancer diagnostics start-up is deciding whether to acquire a laboratory to make and sell its bladder cancer test or build its own manufacturing and sales team.
Other authors -
Curt Schilling's Next Pitch
Harvard Business School Publishing
As his major-league pitching career was starting to wind down in 2006, baseball all-star Curt Schilling decided to become an entrepreneur. Looking to focus his tenacity and his passion for online role-playing games on a new challenge, he founded an online gaming venture, which later became known as 38 Studios. During the venture's first two years, he built a team of 70 people, including an executive team of business and industry veterans, and learned key lessons about the challenges faced by…
As his major-league pitching career was starting to wind down in 2006, baseball all-star Curt Schilling decided to become an entrepreneur. Looking to focus his tenacity and his passion for online role-playing games on a new challenge, he founded an online gaming venture, which later became known as 38 Studios. During the venture's first two years, he built a team of 70 people, including an executive team of business and industry veterans, and learned key lessons about the challenges faced by industry-changing entrepreneurs. Wanting to self-fund the venture initially, and later finding it hard to raise outside money, he put a substantial percentage of his net worth on the line to build 38 Studios. Now he is facing a critical acquisition decision that could either double his problems or help solve them.
Other authorsSee publication -
Mastering the VC Game
Penguin Portfolio
An essential, insider’s guide to the secrets of the world of venture capital, written by one of the few people who have played on both sides of this high-stakes game. Contains detailed insights, colorful stories, and practical advice gathered from entrepreneur-turned-VC Jeffrey Bussgang’s own experience, as well as from interviews with dozens of the most successful players on both sides of the game, including Twitter’s Jack Dorsey and LinkedIn’s Reid Hoffman.
-
Ruling the Net
Harvard Business Review
Early prediction of the "rules of the road" required to make the Internet a thriving business environment
Other authors
Recommendations received
2 people have recommended Jeffrey
Join now to viewMore activity by Jeffrey
Other similar profiles
Explore collaborative articles
We’re unlocking community knowledge in a new way. Experts add insights directly into each article, started with the help of AI.
Explore More