Unless you've worked at, or with companies at different stages deciding the "right" stage startup is challenging. Do you want to be a founder? on the founding team? Do you want to come in later when some things are already established?
It's important to recognize that early employees are figuring out the 0->1 challenges (mainly product market fit) and later employees are coming in to work on 1->2 challenges (mainly go to market fit). Or maybe you need something much, much larger where it's a well-oiled machine.
Compensation package may be important to some. Titles important to others. And still learning and growth for others.
My plan is to lend my perspective having now partnered with and consulted for 50+ CEOs over the last three years. The companies these CEOs run range from pre-revenue business to PE-backed $60M-80M ARR companies.
Prior to that I'd played roles in companies at the seed, Series A, and Series B stages. Before that I'd had stints at two Fortune 100 companies.
I'll break down my input into these categories:
- Create your own decision criteria with rigor
- Trajectory/current success/growth rate
- Team (Founders)
- Understand the problem/customer
I'm looking forward to it.
Vikrant Duggal Newsletter
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