Your colleagues probably feel secure in their current jobs, and you should probably give up trying to persuade them.
You're quite right to be worried about remaining nimble. Procrastination is the enemy of any start-up.
The only reason for a rational investor to back a start-up is the promise of very strong returns compared with other, less risky options.
A mentor with corporate experience will be great if the experience he/she has can plug a gap in your collective skills set.
This question belies a common myth: that all investors are somehow identical, and want the same things, in the same order. This is just not true.
Although people can learn how to lead, it's been rare for me to see someone who struggles to lead transformed quickly into someone who can.
I’m starting up my own online retail business and looking to hire my first employees. Which positions should I be looking to fill first?
Great businesses are always run by teams, not individuals – and it's a hell of a lot easier to tackle the lonely world of the start-up with at least one partner.
In every partnership, there needs to be a balance between the 'visionary' creative entrepreneurial type and the somewhat more prosaic operator.
My advice would be to focus on building a sustainably profitable business first, and think about exit options and value second. You should understand whether you can do this on advertising revenue alone.
There's no definitive answer, but you need to be where your customers are to generate revenue. And you need to be where your staff are to make sure that the day-to-day execution is great.
Ask about your investor’s goals, talk to companies where they’ve invested before, and trust your gut instincts.
Your board should contain independent directors who are not part of your management team, as well as founders.