Sudipta Biswas的动态

I might get cancelled for this... I do not like working with 'hyper growth' startups. Here's why: I work with revenue-focused startups, seeking profitability asap. Hyper-growth startups focus on scaling user growth asap. I work with underestimated founders building values-driven tech. They focus on the biggest market opportunities. I prefer revenue-funded startups, building sustainably. They require significant $$$ from venture capitalists. I work with founders who are their own boss. Their investors are their bosses. My founders want a multi-million dollar business, and are patient. They want a billion-dollar business, and in 5-10 years. My founders want to keep the millions for themselves + employees. They have to give up significant equity to their investors. My founders care about building a thriving business. They care about becoming a unicorn. I help founders achieve, what I call, business-market fit. They focus on product-market fit. I help founders with founder-led marketing. They focus on growing the team. We are focused on customers and revenue. They are focused on users and raising. I am not saying hyper growth startups never care about profitability, and certainly not that customer-focused businesses aren't big markets. But, the bottom line is: as founders you have to pick a path. Every business decision, including go-to-market motion, aligns with this. And the founders I work with pick the path to achieving, what I call, business-market fit on their journey to $1m arr. This significantly impacts the work we do together on go-to-market design and micro-tests. Their focus is on thing: Happy Paying Customers?. I am looking for inspiring stories for my founders. Know founders who focused on business-market fit and have done well? Maybe they identify as bootstrapped? Might not be active on here at all? I want to speak with 20 of this type of founders. I want to hear their stories, playbooks, and mistakes. I will happily provide value in return in whatever way I can. DM/intros welcome, nay appreciated! #techstartups #businessmarketfit #founderledmarketing #happypayingcustomers

Startups that scale within the first 6 to 12 months, are?20-40% more likely to fail! Now, that’s a pretty staggering statistic and also one of the biggest mistakes early startups make - Scaling too fast after a proof of concept. I get it - scaling is exciting! Every venture is eager to grow. But timing is everything. Too early, and you burn cash, lose focus, and run into operational chaos.?Too late, and you risk missing the market, or worse, running out of cash before you even get there. What many founders?miss?is the importance of proving scale—not just proving the concept works. And that is the missing link between proof of concept and successful scaling ??Proof of Scale! You need to show that you can handle growth sustainably, at the volume and speed required. This means showing that you can maintain your growth trajectory, not just for a few months, but for the long term. Some indicators of scaling readiness can be: → Your Revenue Is Growing—Consistently. If you’re seeing?consistent and sustainable?revenue growth, that’s a great sign. → You’ve Found Your Product-Market Fit. You know it when you feel it—customers love your product, a true problem is being solved for the TA and and demand is growing, not slowing down. → Your Unit Economics Make Sense. Numbers matter. You’ve got a solid?LTV/CAC ratio. You’re spending wisely to acquire customers, and you’re seeing returns. → You Have a Repeatable Sales Process. Sales aren’t just happening randomly. You’ve built a system that brings in customers?predictably.?This means acquiring and retaining customers without spending exponentially more. → Your Infrastructure Can Handle Growth. You have the tech, processes, and talent in place to?handle growth?without losing quality or efficiency. You're not just reacting to growth—you’re prepared for it. So founders & experts - How are you approaching scaling in your startup? Have you thought about your proof of scale yet? Let’s chat in the comments — I’d love to hear your thoughts and experiences Credits for the really cool graphic - Upsilon #startups #scaling #growth #founders #success #venturebuilding

"I don’t fear failure. I fear succeeding at something that doesn’t matter." – Dan Erickson This feeling is not uncommon in early-stage startups, during those initial days when you are searching for product market fit. Because startups have constraints—time, money, energy—it’s easy to get caught up chasing small, safe wins to optimizing metrics that look good in a report but don’t change the trajectory of the business. The real growth comes when you double down on work that matters. Take the creative risk to tell a bold, differentiated story. Experiment with a campaign that feels slightly terrifying but exciting. Push for product features that genuinely solve deep pain points, not just surface-level “wants,” even if it feels uncomfortable. When we accept risk, we give ourselves permission to be brilliantly wrong. That’s the path to doing work that truly matters.

After exiting 3 businesses with a 6 - 10× EBITDA, I’m now all-in on GTM motions for other startups. Go-To-Market (especially for outbound) has never been easier than it is today. You just gotta know your stuff — but 90% of the advice you hear is complete garbage! ???????? ?????? 7 ???????????? ???????? ??’?? ???????? ???? ???? ?????????????? ???????? ?????????? ?????????????????? ?????? ?????????????? ????????: 1. Start small, dominate the market. Choose one niche, one market, one target audience, and make sure no one can touch you - be a bigger fish in a small pond. (and make sure to search for intent before you dive in.) Without focus, you’re just running around like a headless chicken. 2. I failed more than 100 times before I tasted success. Just start - you cannot control the outcome, all you can do is execute relentlessly. 3. Crush your competition or ignore them. If you think they’re a threat, buy them out or merge. If not, focus on your own business and pretend like they never existed. 4. Network effect: A great idea and solid execution mean nothing without distribution. Create an audience, know their intent and validate your product with real customers before you go to market. Distribution is KEY. 5. There will be times when you might think, “What the hell is going wrong? Why isn’t this working?” ??????’?? ?????????? ????????????????. ?????????????? ???????? ?????? ?????? ?????? ??**?? ?????? ???????? - ?????? ???????? ????????????. ???????? ?????????? ???? ????????????????. 6. Think big! Have a long-term vision. Once you’ve gained some traction, ask yourself these questions: - Will my customers still need the product 5 years down the line? - What’s the present value of my future cash flows? If you can’t answer these, you gotta rethink where you're headed. 7. No bullshit with numbers: Founders love to brag about their revenue on social media, but no one dares to talk about profits or EBIT(DA). ???? ??????????'?? ???????????? ?????? ???????? ?????? ????????; ???? ?????????????? ?????? ???????? ?????? ????????. (??????????????, ???????????????? ?????? ????????????) P.S. I invest in startups regularly. At the end of the game, I want my money back. No sugarcoating - it is what it is.

The problem with startup/founder culture in a nutshell. We’ve bought into this lie that your goal should be the exit…start, inflate, then sell, without really generating any value. This doesn’t have to be the case though - build a company, grow it, then keep growing it. Create something, invest in people, invest in your community, and create wealth for more than just VCs and founders. There are MANY companies in #Winnipeg that have followed this model and been successful, and are true standouts in our local tech ecosystem. If you’re entrepreneurial, seek those companies out and learn what their journey has been.

What are the top three things you look for when investing in a startup? My take would be - 1. Team Quality?- The first and most critical factor I look for is the team. Is the founding team passionate, experienced, and adaptable? Strong founders can steer the company through tough times. A founder with domain expertise and the ability to learn fast is crucial for the long-term success of a startup. 2. Market Opportunity?- Next, I assess the market size and opportunity. Is the startup addressing a real problem in a large or growing market? A great idea means nothing if there’s no demand. I want to know whether there’s a scalable and sustainable market that can support the company’s growth over time. 3. Product-Market Fit?- The third aspect I consider is the product-market fit. Does the product solve a clear problem, and is there evidence that customers are willing to pay for it? Metrics like customer feedback, retention rates, and early traction are great indicators. What's the best thing you've ever seen in a startup pitch? It came from a company that not only had great metrics but the founder had an extraordinary ability to tell a story. They knew their numbers, but they also made me believe in the vision. The founder was passionate, clear about the problem, and had a clear plan for scaling. #linkedintopstartups

Why 90% of Startups Crash and Burn (And How We Didn't) Hey there! Did you know that 9 out of 10 startups fail? Yep, it's true. When I first heard this, I thought, 'Well, that's scary!' But here's the thing - we used this scary stat to push us forward, not hold us back. So, why do so many startups fail? Here's what we learned: 1. No market need (42% of failures) 2. Ran out of cash (29%) 3. Not the right team (23%) 4. Got beaten by competitors (19%) When we started our digital agency, we looked at these reasons and thought, 'How can we avoid these traps?' Here's what we did: - We talked to real businesses about their real problems before we even started. No guessing games! - We watched our money like hawks. No fancy offices or crazy parties for us. - We built a team that balanced each other out. No 'yes' people allowed! - We kept an eye on what others were doing, but focused on being uniquely us. It wasn't always easy. There were times when we thought we might become another failure stat. But by keeping these pitfalls in mind, we pushed through. Now, two years in, we're not just surviving - we're thriving. Our client base has grown by 200%, and we're actually hiring (pinch me!). So, here's my question to you: Which of these startup killers scares you the most? Or have you faced a different challenge? Drop it in the comments! Let's learn from each other and beat those scary stats together! #StartupLife #BeatingTheOdds #EntrepreneurshipJourney

Six years ago today, I joined my fifth startup.?This one had all the attributes I love in a startup – a big, untapped global market, a good MVP software offering, an incredible founder, and a group of investors playing the long game and very supportive of the vision. Reflecting on the journey over the last six years: ? A few months after joining, we lost a major strategic partner who decided to build their solution instead of white labeling our own. A smart move on their part but a painful shift in our plans, which required tenacity and strategic thinking. ? ? Like almost everyone else, COVID threw our plans into a tizzy. Still, with the leadership of our founder and investors, we came through by seeing the time as an opportunity to focus on enhancing our product and supporting each other through the pandemic. ? ? We’ve taken a very early product (MVP) and turned it into a robust one both leading our industry and used by significant enterprise corporations to add the intelligence needed to supplement their Mobile Device Management tools. ? ? We’ve had solid revenue growth with incredible partners, including Panasonic TOUGHBOOK, Peak Technologies, Inc., ?Computacenter , BlueStar EMEA , and others, and we have other partners coming on board soon.???These partners form the basis of our growth plan, and while they each have had their own twists and turns that we’ve had to navigate with them, our relationship is strong. ? Our founder decided to step down from the day-to-day running of B2M, and she and the board asked me to take over the reins as President and CEO. I’ve been lucky to build on her foundation while making my own mark, supported by our incredible team. If there is one thing the last 6 years have shown me, it’s to expect the unexpected and be able to react swiftly and decisively to keep the company on the right path. And keep a sense of humor at all times, as the negative news is seldom as bad as it seems. Life at a startup is always challenging and seldom certain.? But that has always attracted me to startups in many ways - finding a path forward and achieving success. Thanks for all your support to those reading this who have been on the journey with me. I’m incredibly thankful daily for the team B2M Solutions taking this journey with me.?I see what you bring to our daily success, and I don’t thank you enough for all you do. As I usually say when closing messages to all of you, Onward & Upward. Thanks for a great six years.?Let’s make year seven the best yet! #startups

Zip is one of the fastest growing B2B startups. ?? $0 ?? $1.5BN+ valuation in 18 months ?? Raised $100M in a Series C ?? CRV, Tiger Global & YC Continuity Fund invested My 5 key takeaways from CEO & Co-Founder Rujul Zaparde ?? 1. Why Speed is the Most Important Thing?? Our team has a thought exercise: “In an alternate reality, how would we compete against a Zip clone?” We’d rather be fast & iterate than slow & plan everything. No one can get it 100% right, so might as well learn quickly & move on. 2. Why Young Managers are More Creative I prefer to hire someone that has potential but no experience. They will first principle the problem & have more original ideas. They won’t be cutting and pasting a playbook from another company. 3. Platform vs Point Solution Founders need to identify that one pain point their product solves. You can build a platform BUT you will need to differentiate from your competitors. That original pain point will always be your wedge. 4. Why We Don’t Use Design Partners Our first 10 customers were cold off of Linkedin. No warm intros, no referrals, nothing. We want to build a generational company & if this doesn’t work we want to know early and move on. 5. Lessons from Brian Chesky @ Airbnb He is world class in his attention to detail. If a spacing is off in the app he will let us know. It reflects the company’s bar for quality. (links in comments) #founder #funding #business #investing #vc #venturecapital #entrepreneur #startup #seed #funding #B2B #SaaS

Many startups we see today aren't true businesses; they're just features. ?? I'm privileged to have met with a lot of tech founders for more than a decade now, some of them ended up becoming very successful, some of them not so much. In meeting these founders, I realized that a lot of these "companies" aren’t actually built to last. They’re not robust, self-sustaining businesses. Instead, they’re just solid features—useful, sure, but not enough to scale on their own. Scarily enough, this trend has been running for a while AND across multiple sectors. The playbook? Spot a trend, pump a ton of capital into it, create some buzz, and hope for an acquisition. When it works, it's a home run! But when it doesn’t… well, the market has to deal with some tough times to cleanse itself of all the noise. ??? So, founders, when you're building your company, ask yourself: Are you creating a business, or just a feature? The difference could mean everything.