Andrew R.

$2,175 per week -- double the cost of the #iPhone people will be waiting in line to buy on 9/20. If you make $125K per year, it costs you $2,175/week to apply to #jobs with a #resume that doesn't get #interviews. 😱 If your current resume is a low-cost resume ($500 or less) or if you wrote it yourself, you're probably getting more rejections than interviews. Many credentialed resume #writers, including me, offer service bundles that are well below $2,175. Let's do the math. A gross salary of $125K per year is $2,400/week, $60/hour, and $10 per minute, assuming a 40-hour workweek. This is how much your time is worth. 👎Like most job-seekers, you’re applying to as many jobs as possible (let’s say 50/week) at a 90% rejection rate. This works out to 5 real responses per week. 👎 In 6 months, you’ve gotten 3 interviews. What's that costing you per week, whether or not you're employed? ➡️ Here is a breakdown of what 50 jobs per week and a 90% rejection rate is actually costing you, assuming you make $125K per year. You think you have to write a new resume to tailor to a job; it takes up to 5 hours to do this. You do this for 5 postings per week. (Pro tip: tailoring a resume isn't this involved.) You're spending 25 hours per week (5 hours x 5 resumes) on full rewrites @ $60/hour. This is 💵 $1,500 per week. 😱 For jobs that aren’t as interesting, you use Easy Apply. That works out to 45 resumes at 15 minutes a pop. This means it's costing you $15 per job to use Easy Apply. This is another $675 per week. 😱 ➡️The grand total, as mentioned, is 💵 $2,175 per week 💵. Questions? I'm happy to answer them. Comment below or visit https://lnkd.in/gKpT_2K to set up a chat.

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Are you #fundraising for your #startup? How much cash is good enough? I see lots of guides and posts on how to fundraise. But not a lot of data-driven ones on HOW MUCH. Sharing Carta’s data on Q2 2024: 𝗦𝗲𝗲𝗱 - $3.4M median • 71% of rounds were under $5M 𝗦𝗲𝗿𝗶𝗲𝘀 𝗔 - $9.9M median • $10M-$24M most common tier 𝗦𝗲𝗿𝗶𝗲𝘀 𝗕 - $21.5M median 𝗦𝗲𝗿𝗶𝗲𝘀 𝗖 - $32.2M median 𝗦𝗲𝗿𝗶𝗲𝘀 𝗗 - $49.5M median These are great benchmarks to start with. Peter Walker’s full post: https://lnkd.in/gb2sTkE3 But to be more precise: 1. Calculate your expected revenue growth and cash flow in the next 3-5 years. 2. Conduct a comprehensive analysis of your target market and growth potential. 3. Clearly map out the milestones and expenses you need to get to the next stage. Remember, don’t raise more than what you need and are worth. You don’t want to be a 2021 valuation cautionary tale. 𝐖𝐡𝐨 𝐢𝐬 i5invest: We are a corporate development firm with access to 150K+ top decision-makers in Strategy, Business Development, and M&A. We provide innovative tech founders with insights, expertise, and access to our network to take their company Rubén D. Gannyn Lough 💜 Debonkar Roy Prabakaran Murugaiah Michael Trigg

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The quickest way to destroy a high-performing team? Burn it out. Recruiting teams have been decimated by layoffs over the last few years. As a result, the remaining colleagues are being tasked with doing more with less (while carrying a mixture of survivor guilt and job security concerns). Your people are going to burn out at a faster rate than ever before. Be on the lookout for these indicators that your team may be approaching that point: - Cynicism. I have yet to meet an experienced Recruiter who lacks a healthy dose of cynicism. But when it becomes a recurring theme as to how your people approach clients, candidates, or their own goals, you may have a problem on your hands. - Emotional Exhaustion. “Drained, worn out, run-down, overwhelmed.” If you’re hearing these frequently in 1:1’s, your antenna should be up. - Decreased Productivity. Team productivity is going to dip when you lose people. But if you see the numbers stay low, or begin to see other signs such as missed deadlines or a lack of initiative, your people may be reaching (or exceeding) their limits. - Increased Conflict. High-performing typically communicate at a high level. If your team is burning out, they can struggle to resolve differences and reach an agreement. - Social Withdrawal. Are team meetings getting quiet? Do people stop showing up for non-mandatory events? Are wins not being celebrated the way they used to be? Are people clamming up in 1:1’s? All red flags that you should investigate. If your team is headed towards burnout, do everything you can to support your people. - Keep the lines of communication open and check in regularly. Just like it’s easy for a college kid to tell his or her parents “everything’s fine” in a monthly catch-up call, it’s hard to keep that facade up if you’re talking once or twice a week. - Create a safe space for your people to vent. Sometimes, all that’s needed is dropping a few f-bombs about how screwed up a situation is. Good leaders listen, empathize, and encourage. - Offer support. At times, your teammates just need a little bit of help. Offer some assistance - whether it’s picking up a screen or contributing to a sourcing project, they’ll remember who was there when times were tough. It’s not an exact science, but by making yourself accessible and helping where you can, you increase the chances of keeping the band together.

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VC vs. PE backed companies I had a fascinating conversation with a VP of Talent at a PE fund that got me thinking about how company stage and investment type shape recruiting strategies. It's something I've experienced firsthand, but hearing another perspective made it clearer for me. In my career, I've recruited for both scrappy startups and established PE backed firms, and I can say confidently, it feels like playing two different sports sometimes. With venture backed startups, I've found myself in whirlwind hiring sprees, looking for adaptable go-getters who can thrive in ambiguity. The processes are often fluid, and decisions can happen at lightning speed. I remember one startup where I hired a crucial team lead after just two interviews because the fit was so right. On the flip side, my experience with PE backed companies has been all about precision and proven track records. The hiring processes are typically more structured, with multiple stakeholders involved. I once spent two months on a VP of Sales search, meticulously vetting each candidate's ability to drive operational efficiencies. The investor dynamics fascinate me too. I've seen VC firms offer valuable network connections, while PE firms often roll up their sleeves and get directly involved in key hires. As a candidate looking at new opportunities, how heavily do you weigh your decision on VC vs. PE backed companies? #pebackedcompanies #vcbackedcompanies #gtmhiring #vchiring #pehiring

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Founders always think they have more time than they realize. But here's the reality if you're looking to add an executive: In speaking with several CEOs over the last two weeks, I've laid out the realistic timing for bringing on a VP and their expected impact. - Let's say the search takes 90 days to complete. That brings us to early August. - The hire needs 4 weeks to wrap their role and start the job. That brings us to early September. - The exec needs their first quarter to get up to speed, deliver initial impact, and get aligned around strategy. That brings us to early December (!) The real impact of this executive won't be felt until Q1 of 2025. While it feels like we have a lot of time (7 months left in the year!), thinking about expected timeline of impact is the real framework I like to teach founders to use here for leadership hires. Want to raise a Series B this year and still missing your VP of Sales? You probably need to start now. Want to get your big campaigns spun up with a marketing leader? You probably need to start hiring now. A typical exec search can usually require something like 40-70 conversations with "qualified on-paper" candidates as a starting point. That's a lot of founder time if they're in DIY mode -- and every month spent testing the market ultimately delays the impact timeline of the final hire. I learned this lesson myself as a repeat founder who always suffered from time dilation and possessed unbounded optimism about time left in year (that's what makes us founders!). So the most useful tool I've developed over time is to think realistically, and not believe founder magic can simply will some things into existence in a compressed timeline. To make the real magic happen, you need the right person in the right seat -- and sometimes that simply takes time and a ton of elbow grease to nail.

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