A Quote by David Cohen
The two big startup killers are when there's just no market for what you are doing, and team problems.
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The Middle East would always be an important trading partner in just a market sense, like America is a big market for us, Asia is a big market, Europe is a big market. You are going to have hundreds of millions of consumers there, from just a standard market point of view, from a very narrow American point of view.
I've been very fortunate to be at the startup of a lot of different things. I was the startup of the Pancrase organization in Japan. Became a big figure over there. Then I was in the UFC and was at the startup of that, and I was a big figure in that. Twice. Not only in the beginning but also when it was taken over.
Writing a new film about cereal killers. Not serial killers, cereal killers. The main character can eat two, three boxes at a time.
I've always been drawn to people with problems. Not just physical problems, but mental problems too. Like depressed people or killers, all that stuff.
We have to recognize we've got some big problems on race, just like we got still big problems on crime, just like we got big problems on just about everything. But we also have to make sure that we've - draw confidence from the progress that we have made, 'cause otherwise, you get into this cycle of cynicism.
A lot of entrepreneurs hate big companies. But if you hate them so much, why are you trying to build a new one? The truth is, as soon as a startup has any kind of success whatsoever, it will face big company problems.
Startup success is driven most by the product passion, quality, vision, team-work and persistence of the founding team and the talent that the team attracts.
Whether you lead an early-stage startup or a well-established company, it is critical to challenge yourself and your team to prepare for the next disruptive force - be it a shift in the market, a new consumer trend, or a competing innovation.
Most startup companies have two people, and they figure out creative ways to swarm problems. They move faster and have more impact.
Jenks kept me alive for two years through two death threats, a crazy banshee, and at least two serial killers. Its about time I return the favor! And if I can't, then I can sit by his bed and hold his hand as he dies, 'cause I've had plenty of practice doing that, too!
If a local market is supporting the team strongly, you're not going to have a lot of support for a team leaving that market.
The Lean Startup isn't just about how to create a more successful entrepreneurial business, it's about what we can learn from those businesses to improve virtually everything we do. I imagine Lean Startup principles applied to government programs, to healthcare, and to solving the world's great problems. It's ultimately an answer to the question: How can we learn more quickly what works, and discard what doesn't?
I just tried to go out there and play with attitude, doing what I was supposed to do and knowing my role on the team. Doing what my team expected me to do every night, not just once a week. It was all about work and I was just a tough guy who would knock somebody down.
I had started at a small startup as a big-company guy. Now I was leaving a big company as a small-startup guy.
When overpowering authority or leadership intervenes in a team, it can affect the team by (1) throwing the team off track, (2) decreasing the motivation of the team, (3) reducing the commitment of the team members, and (4) causing more problems than solutions.
For a long time, I've ranted against naming your startup community 'Silicon Whatever.' Instead, I believe every startup community already has a name. The Boulder startup community is called Boulder. The L.A. startup community is called L.A. The Washington D.C. startup community is called Washington D.C.
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