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7 days ago
Unfiled. Edited by DROdio 7 days ago
DROdio
  • Define success -- and failure -- metrics.  
  • What's the #1 indication of failure that means you need to iterate your approach (and by when?).
 
108 days ago
Unfiled. Edited by DROdio 108 days ago
  1. If you haven't spoken to your employees' spouses in the past 3 months, you're a bad leader.
 
153 days ago
Unfiled. Edited by DROdio 153 days ago
  • "Chronic inflammation has been associated with many medical and psychiatric disorders, including cardiovascular disease, metabolic syndrome, cancer, autoimmune diseases, schizophrenia and depression" - Nutrients v.5(3) 2013
DROdio
  • allen says there is a Nobel laureate who believes this
 
281 days ago
Unfiled. Edited by DROdio 281 days ago
DROdio Pinnacles National Park Cheat Sheet
This park is close! Just a few hours south of the Bay area.
 
 
  • Camping Sites
 
 
 
 
337 days ago
Unfiled. Edited by DROdio 337 days ago
  •  
We've compiled the "10 highest ROI hikes in Yosemite" (all short, under 2 miles; awesome views) and I've catalogued them here for your using pleasure.  PS -- Your Internet connection will be poor in Yosemite -- :computer: print these pages!
  • Also note I pulled much of this info from yosemitehikes.com which is a great resource; please go there to see all the additional detail.
 
  • Day 1 (if you're doing a 2 day trip)
These destinations are in order assuming you're coming in from the West entrance, i.e., from SF
 
348 days ago
Unfiled. Edited by DROdio 348 days ago
Twilio 'Founder to Founder' Chat
 
DROdio Here's the 40 minute video from our chat:
 
Hey I'm DROdio.  You can learn more about me and my startup past (and future?) at "So You Want to Start A Company..."
 
 
 
  • I saw this at SOMAcentral today... even Twilio was once a small startup in a shared workspace!
 
 
456 days ago
Unfiled. Edited by Sean Shadmand 456 days ago
DROdio Startup Physics
 
I've got a pad titled So You Want to Start A Company... where I give the startup advice I wish I'd had when I was starting my first company.
 
I've also (painfully) stumbled upon a set of Startup Physics -- laws of startupland that cannot be broken (even though startups often try to).  Here's that working list -- I'd love feedback:
 
  1. People are everything.  You haven't optimized your team yet (even if you think you have).  
  1. Having competing cultures inside your company will probably kill you.  It'll definitely slow everything --yes, everything-- down.
Sean S
  • I think it would he helpful to read Creativity Inc. In it he does a great job explaining the intricacies of what you are saying here where it is good to allow multiple cultures as they are able to be more creativity as a whole "pulling at one another to grow". The importance is how they are all aiming for the same ideals of greatness and they have similar ideals in structure - eg. what is a no-no and what is a must-do to be part of the over arching culture.
DROdio
  1. You cannot manufacture time.  The more things you try to do within any time period, the less well you will do each of them -- period.  No exceptions.  Do less, better.
  1. You gain an extra 30% - 50% bonus productivity by focusing on doing only one thing better than anyone else on the planet.
  1. Focus is defined as the elimination of distractions.  Don't fool yourself: Mitigation ≠ Elimination.
  1. If your burn rate is more than =MULTIPLY($10,000, Number_of_employees) per month, it's too high unless you've found strong product/market fit.
  1. Regardless of above: If you have less than 18 months of cash in the bank, your burn rate is too high; cut your burn immediately.  
  1. If you're growing revenue at less than 5% per week, you haven't yet found strong product/market fit.  
  1. If you're not yet monetizing:  Substitute [your_primary_growth_metric] for revenue above... while realizing that nothing can truly replace revenue.
  1. You aren't listening closely enough to your users, even though you think you are.
  1. You have too many employees, even if you don't think you could possibly have less.
  1. If when an employee quits you don't desperately regret them leaving, you're not setting a high enough standard.
  1. If you're surprised when an employee quits, you're a bad leader.
  1. If you don't know each employee's favorite thing to do outside of work, you're a bad leader.
  1. If you haven't spoken to your employees' spouses in the past 6 months, you're a bad leader
  1. If you don't even know their names, you're an especially bad leader
 

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