I was born and raised in Saint-Petersburg, Russia – not a particularly diverse city, and I would not be identified as a visible minority. So, I hadn’t spent much time thinking about diversity until a relatively recent trip to San Francisco.
Last year I wrote an article covering the main lessons I learned by the age of 30. This year I decided to do it again. This year I finally wrapped my head around how people become adults.
Earlier this month I spent a week in Beautiful British Columbia. One of the trips we undertook was to Garibaldi Lake. After a 23 km hike we were rewarded with one of the most stunning views I have ever seen. The next day, sitting around the picnic table having breakfast, the conversation drifted towards business and startups, and the following question was put to me:“What is it like to start scaling a startup?”
This article originally appeared on BetaKit. In this interview I spoke to Peter Reitano, CEO of Abacus, an “ad tech/agency” focused on growing startups and helping big brands solve their marketing problems. We talked about the agency model of the future, how technology empowers and automates creative, and the concept of the “ego-less” marketer which I found very interesting.
“I remember the first Baskin Robbins to come to Saint-Petersburg, Russia. It opened in the mid-90s when I was about seven years old, and was located on Nevsky Prospect, right in the heart of the city. My younger sister and I walked past it at least once a month, and every time, we dreamt of tasting the ice cream there. Particularly, the ice cream cake. Unfortunately, at the time, my family simply couldn't afford it.
That's my grandfather above (second on the left). The title reads "1981 USSR State Prize Winners from Leningrad."
Biohacking has been an interest of mine for a long time. I have been experimenting with lucid dreaming, cold showers, intermittent fasting, various exercise regimes, no-carb diets and many more. Hacking sleep has been a subject of curiosity for a long time.
Darrell Heaps knows what it’s like to go global. Having expanded Q4 Inc. into Europe through acquisition of several startups, Darrell grew his team close to 200 people and raised over $28 million.
Important: All investments carry risks - this is no less true of cryptocurrencies. This article is written for educational purposes only and should not be construed as financial advice. Proceed with caution!
Growing up is interesting. It’s interesting because you still remember yourself when you were younger but can recognize the changes that are happening to your body, mindset, and view of the world.
I started July with a 30-day challenge to help me reduce stress. You can read my article on completing the challenge here. After the month was done I decided to just keep going. I have not had a drop of alcohol in the last three months and I want to give an update of where I am at.
If you could start your business all over again, what would you do differently? For our third RSR interview, I sat down with Hussein Fazal, founder and CEO of SnapTravel, and previously, AdParlor Inc. (acquired by AdKnowledge in 2011).
I’ve always wondered how people seemingly become fully functioning, responsible adults overnight. But during my last 3 months of destressing I’ve come to realize that this is not the case. Even if success appears to be instantaneous, for yourself and others, a series of many conscious (and often not the most pleasant) choices are what get people there.
Product managers and their teams are often at risk of being pulled in eighteen different directions at once. For our latest RSR interview, I sat down with Adam Jarczyn, SVP Operations and Product at #Paid to learn how to cut the distractions and make your product team part of your competitive advantage.
Every startup is the same – not perfect, broken, raw. But we didn’t choose this road because it was easy. We chose it because we wanted it hard. 100%. 24/7.
I sat down with Bohdan Zabawsky, serial CTO and founder of Fortay.co to unpack transitioning from a startup to a major organization, hiring for success, anticipating problems, and dealing with toxic employees while keeping strong employees motivated — specifically engineers, whether they are destined for leadership or not.
You will rarely find founders talking about stress. Everyone tries very hard to come off more successful, more confident, cooler, more collected than their peers. But I think it would be helpful to discuss the topic of stress as it applies to founders.
Anyone who has ever attempted to found a startup will tell you that they have wasted incredible amounts of time doing things that don’t matter. The key to a successful startup is finding a product-market fit before you run out of cash. The clock is ticking and you need to be super selective about what you choose to work on.
Make retention an absolute priority. Arguably, this is one of the most important lessons I’ve learned in four years at StackAdapt. Build a cult of retention. Worship it. Celebrate it. Retention is your path to hyper growth.
When we started StackAdapt four years ago, our onboarding process was much like many other startups’: Bring your own laptop… Here is your desk… Please shadow this guy.” It wasn’t until a couple of years in that we realized we were doing it wrong. Of course, employee onboarding, like many things, is always work-in-progress, but here are some tips for avoiding the mistakes we made in the early days of welcoming and educating new staff.
Finding product-market fit should be #1 priority for every startup. It's a race against time to find it before you run out of money. Pivots are an inevitable part of it, and as a founder, you should get comfortable with changing and moving very fast. Surprisingly, aside from Andreessen Horowitz, very few people talk about these topics. That's what makes this video so special.
A single company disrupting the transportation industry has bewitched an entire generation of entrepreneurs. Eager to label their new on-demand service a “tech startup”, many founders miscalculate their business model. The fact is, most startups fail, and while it is easier than ever to acquire venture capital for such endeavours, the misnomer of “tech startup” is more likely to lead to dissolution than dollars.
It all started four years ago in my kitchen. Fast forward five (five!) offices later and we occupy a 9,000 sq. ft. office in the heart of Toronto’s startup hub. And, believe it or not, we are moving into a 16,000 sq. ft. space in 3 months. What have I learned from moving offices six times? A lot. In the spirit of paying it forward, here is everything I’ve learned about business real estate.
Some things change, some things stay the same. This simple idea can help you build your startup into something that will stick. At StackAdapt, two fundamental concepts help us uncover opportunities and decide our company’s direction. Differentiating between and acknowledging finite trends and universal truths will impact how you view your product, industry, and customers and help decided the direction of your business.
If you are anything like me, you probably have 5 tubs of vitamins hanging out in your cupboard, many of which expired years ago. No matter how often I am told that taking vitamins is good for my long term health, it is just too easy to forget to take them. Why? There are simply no immediate consequences for my not taking them.
On the other hand, if one is suffering from jetlag, the flu, a wild night… no one forgets to cure their splitting headache with an ibuprofen. Unlike vitamins, painkillers are more than “nice to have”, they are an urgent necessity.
Today, I wanted to share the first video interview with Rajesh Uttamchandani, Managing Director and CPO at Zafin. Overseeing an organisation of well over 500 people in size, he provided some amazing insights on what it means to run a company of this calibre and what startups can start doing today to scale their talent strategies.