“A lot of founders tell me they’re sure their team will resist things like career paths or performance reviews. They know it will help the company level up, but they fear everyone will see it as the end of culture and the beginning of corporate-land”
Here is the issue. Employees join a high growth company, are issued options which become valuable as the company’s equity appreciates, and if they leave they have to exercise the vested part (and pay taxes) and walk away from the unvested part. So they stay even though they may not be happy at work. Maybe they are not in a challenging role or maybe they find themselves in a problematic management situation. This leads to “resting and vesting.”
Anyone who has written any concurrent code (i.e. code where more than one Thread of execution is present) involving more than a couple of mutable variables knows that it’s really hard to get it right using the low-level tools like locks and semaphores.
When getting ready to pitch VCs, founders often jump right into assembling a slide deck. I think this is a mistake.I’d suggest that you start by writing twenty headlines that sum up your startup, and only then build the slides.Here’s why:1/11