A Quote by Brad Feld
Ultimately, the goal is to use acquisitions to compress time on product development and get people on the team, especially in senior roles, who can help build out areas of the company they have experience in.
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The goal of a private company is, first, zero to one: Get past the product-market fit; figure out whether people actually care about what you're trying to build and someone will pay you money for that. That's the zero to one problem.
Money is not a goal. The goal is to make companies grow, develop, be competitive, be in different areas, be efficient to have a great human team inside the company.
I described the CEO job as knowing what to do and getting the company to do what you want. Designing a proper company culture will help you get your company to do what you want in certain important areas for a very long time.
The goal of a private company is, first, zero to one. Get past the product market fit, figure out whether people actually care about what you're trying to build and someone will pay you money for that. That's the zero to one problem. So scaling, one through N, is figuring out can you do that at scale and how big is the scale. And when people pay you more than what it costs for you to make it, does that equation end up leaving you with money left over, i.e. profits.
Being an entrepreneur I love to help people, and I think through the products that we develop in my company, we will be able to help a lot of people. Whether it's help them to get over the difficulties of a technology and use it. Or helping employees, creating new jobs, new opportunities for people that work in my company.
I like being part of a big company's executive team. It's fun to stretch other parts of my brain, considering questions like, 'How should we think of acquisitions?' I get to be privy to things that would never come up at a small company.
When it comes to creating a product or running a company, you need to prioritize the goal of the company or the creation of the product over and above every personal interaction you have.
M&A at Microsoft is a team sport for the senior leadership group. They're all involved in it, and we all play different roles. My role is the first centralized business development role at Microsoft.
There's always going to be a lot of distractions in the NFL - that's just how it is; it's on the biggest stage - but really focusing on what I have to do now to help my team win, help me be at my best physically when I'm out there on the field and mentally, because that will ultimately help my team no matter what role I'm playing.
The biggest challenge is to build the team and start the company, while hiring people, raising money, building a brand which has no history, all at the same time. You're doing a lot of things that in an established company are already done.
Few people would doubt that Mark Zuckerberg would build a great product. But I, at least, would never have expected him to become so great at hiring, motivating, managing, and ultimately getting whatever it is his company needs from people.
Any time you build a company designed to be sold, you ultimately get less value if it's sold.
The team was unbelievable, and Dropbox was a really easy, simple-to-use product. Both Aditya and I believe this is the technology company we want to be working at now, and it has the potential to be the next big technology company.
People will realize that software is not a product; you use it to build a product.
In order to sustain the integrity of the organization, a business must dedicate time and resources to education, leadership development, and personnel development. Don't focus on the product. Focus on the team.
We are reluctant to do these bigger acquisitions that are then integrated, especially if they are committed to a certain product that they want to build that we can't guarantee we will keep evolving.
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