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Anatomage, which launched in 2004 in San Jose, is an anatomy image software company specializing in 3D medical technology. In the almost-decade since starting the venture, CEO Jack Choi said he’s learned much about managing tight finances and knowing when to jump in – and when to throw in the towel.
How entrepreneurs can use online networking and web resources to give them a competitive advantage.
As a father of three, I vividly remember those chilly, early-summer mornings of packing bags, loading up the car, and waving a sad goodbye as my children began their latest adventure at the summer camp of choosing. And there were plenty of those mornings over the course of 18 years. There was volleyball camp, and Science Olympiad clinics, and lacrosse camp.
One big communications mistake will take you and your firm out of the running for venture capital funds.
When I was a wee lad in the ancient times of the 1970s, I remember an old commercial for Tootsie Roll Tootsie Pops that asked how many licks it takes to get to the center of their delicious lollipops. At the Foundation we are posing a similar question with a modern, caffeinated, twist and applying it to a slightly more constructive purpose.
There's been a growing resurgence of working areas of long tables with copious amounts of white boards. They call them co-working spaces. Since the coining of the phrase in early 2000s, they've grown into warehouse size places with cubical conference rooms and modern furniture, becoming a hip thing for entrepreneurial ecosystems and startups across the globe. But recently, I've come to a realization: Co-working spaces are lame.
Some of the very first decisions founders must make early on in their ventures are crucially important to the future of the business. Many of these decisions concern the ubiquitous "people problems" that challenge even experienced entrepreneurs. When should I found? Should I co-found with someone? With whom? How should we split the equity? Bad or ill-informed choices at critical junctures could have significant consequences for startups. In fact, research has suggested that 65 percent of new firm failures were related to problems within the management team.
As readers of e360 may know, I travel a bit – about 100,000 miles a year to be specific. In traveling this much, I have learned the survival skill of going on what I call “autopilot” mode. I can do the flight check-in, security screening,...
Hiring smart people for a new company is not enough, says Kim Popovits of Genomic Health. Read more about what she thinks is important when growing a company.
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