Items tagged with: bridge
Daily COOL! Drawbridge to historic Old Town in Haarlem, the Netherlands! Been to Haarlem? Rate and review it at http://DestinationRecommended.com/destinations/haarlem. #Haarlem #NoordHolland #NorthHolland #ThisIsHolland #Holland #Netherlands #Nederland #VisitEurope #Europe #canal #bridge #architecture #travel #tourism #review #rating
people walking on bridge during daytime
Location: Brooklyn Bridge, New York, United States
Full image: Link
#photography #CC0 #Unsplash #APIRandom #people #walking #on #bridge #during #daytime #BrooklynBridge #NewYork #UnitedStates
Golden Gate Bridge
Location: Golden Gate Bridge, San Francisco, United States
Full image: Link
#photography #CC0 #Unsplash #APIRandom #Golden #Gate #Bridge #GoldenGateBridge #SanFrancisco #UnitedStates
ActivityPub actor importer from centralized non-ActivityPub social networks to ActivityPub capable ones
♲ Kromonos (email@example.com):
Wie geil ist denn https://activitypub.actor/ ? 😮 Und dann auch noch #OpenSource https://framagit.org/DavidLibeau/activitypubactor[l]
#Fediverse #ActivityPub #Bridge #GatedCommunity #import
the world’s largest pedestrian bridge 3D printed entirely in concrete has been completed in the industrial and creative center of the baoshan district of shanghai. the project was designed and fabricated by a team led by professor xu weiguo of tsinghua university’s school of architecture, ‘zoina land joint research center for digital architecture’ (JCDA) together with shanghai wisdom bay investment management company.
#advisors #bridge #business #column #death #economy #entrepreneurship #four #softbank #start-up chile #startup company #startups #tnt #valley #ways #widening
Shahin Farshchi ContributorShahin Farshchi is a partner at Lux Capital. More posts by this contributor
* Building a great startup requires more than genius and a great invention
* Investing in frontier technology is (and isn’t) cleantech all over again
Many founders believe in the myth that the first steps of starting a business are the hardest: Attracting the first investment, the first hires, proving the technology, launching the first product and landing the first customer. Although those critical first steps are difficult, they are certainly not the most difficult on the arduous path of building an iconic company. As early and late-stage funding becomes more abundant, founders and their early VC backers need to get smarter about how to position their companies for a looming valley of death in-between. As we’ll learn below, it’s only going to get much, much harder before it gets easier.
Money will have the look, and heft, of dumbbells as the economic cycle turns. Expect an abundance of small, seed checks at one end, an abundance of massive checks for clear, breakout companies at the other, and a dearth of capital for expanding companies with early proof points and market traction. Read more on how to best prepare for this inevitable future. (Image courtesy Flickr/CircaSassy)
There will be an abundance of capital at the two ends of the startup spectrum. At one end, hundreds of seed and micro VCs, each armed with dozens of $250,000-$1 million checks to write every year, are on the prowl for visionary founders with pedigrees and resumes. At the other end, behemoths like SoftBank, sovereigns, as well “early-stage” firms raising larger funds are seeking breakout companies ready for checks that are in the mid-tens to hundreds of millions. There will be a dearth of capital to grow companies from a kernel of a business, to becoming the clear market-defining leader. In fact, we’re already seeing deal volume decreasing significantly as dollars increase, likely evidence of larger checks going into fewer companies.
Even as the overall number of deals decrease below 2012 levels, the overall dollars invested into startups continue to soar. The 200+ “seed-stage” funds formed since 2012 will continue to chase nascent companies. Meanwhile, the increasing number of mega-funds will seek breakout companies into which to make $100 million+ investments. Companies with early traction seeking ~$20 million to grow will be abundant and have difficulty accessing capital.
Founders should no longer assume that their all-star seed and Series A syndicates will guarantee a successful follow-on financing. Progress on recruiting and product development, though necessary, are no longer sufficient for B-rounds and beyond. Founders should be mindful that investors that specialize in leading $20-50 million rounds will have a plethora of well-funded, well-mentored, well-staffed startups with slick presentations, big visions and some early market traction from which to choose.
Today, there is far more capital chasing fewer quality companies. Fewer breakout companies and fear of missing out is making it easy to raise growth rounds with revenue growth, which may not be scalable or even reflective of an attractive business. This is creating false realities and prompting founders to raise big rounds at high prices — which is fine when there is an over-abundance of capital, but can cripple them when capital later becomes scarce. For example, not long ago, cleantech companies, armed with very preliminary sales, raised massive financings from VCs eager to back winners toward scaling into what they characterized as infinite demand. The reality is that the capital required to meet target economics was far greater and demand far smaller. As the private markets turned, access to cash became difficult and most faltered or were acquired for pennies on the dollar.
There is a likely future where capital grows scarce, and investors take a harder look at the underpinnings of revenue, growth and (dis)economies of scale.
What should startup leadership teams emphasize in an inevitable future where the $30 million rounds will be orders of magnitude harder than their $5 million rounds?
A business model representative of the big vision
Leadership teams put lots of emphasis on revenue. Unfortunately, revenue that’s not representative of the big vision is probably worse than no revenue at all. Companies are initially seeded with the expectation that the founding team can build and sell something. What needs to be proven is the hypothesis that the company can a) build a special product that b) is inexpensive to convince customers to pay for, and c) that those customers represent a massive market. It should be proven that it is unattractive for customers to switch to the inevitable copycats. It should be clear that over time, customers will pay more for additional features, and the cost of acquiring new customers will go down. Simply selling a product to customers that don’t represent that model is worse than not selling anything at all.
Recruiting talent that’s done it
Early founding teams are cognitively diverse individuals that can convince early investors that they can overcome the incredible odds of building a company that until now, shouldn’t have existed. They build a unique product, leveraging unique tools satisfying an unmet need. The early teams need to demonstrate the big vision, and that they can recruit the people that can make that vision a reality. Unfortunately, more founders struggle when it comes to recruiting people that have real experience reducing a technology to practice, executing on a product that customers want and charting the path to expand their market with improving unit economics. There are always exceptions of people that do the above for the first time at startups; however, most of today’s iconic startups knew what kind of talent they needed to execute and succeeded in bringing them on board. Who’s on your team?
Present metrics that matter
The attractive SaaS valuation multiples behoove all founders to apply its metrics to their businesses even if they aren’t really SaaS businesses. Sophisticated later-stage investors see right past that and dismiss numbers associated with metrics that are not representative. Semiconductors are about winning dedicated sockets in growing markets. Design tools are about winning and upselling seats in an industry that’s going to be hooked on those tools. Develop a clear understanding of how your business will be measured. Don’t inundate your investor with numbers; present a concise hypothesis for your unfair advantage in a growing market with your current traction being evidence to back it.
Find efficiencies by working in massive markets
“Pouring fuel on the fire” is a misleading metaphor that leads some into believing that capital can grow any business. That’s just as true as watering a plant with a fire hose or putting TNT in your Corolla’s gas tank: most business models and markets simply are not native to the much-sought-after venture growth profile. In fact, most later-stage startups that fail after raising large amounts of capital fail for this reason. Most markets are conducive to businesses with DIS-economies of scale, implying dwindling margins with scale, which is why many businesses are small, serving local, fragmented markets that technology alone cannot consolidate. How do your unit economics improve over time? What are the efficiencies generated by economies of scale? Is there a real network effect that drives these economies?
Image courtesy Getty Images
I expect today’s resourceful founders to seek partners, whether it’s employees, advisors or investors, to help them answer these questions. Together, these cognitively diverse teams will work together to accelerate past any metaphoric valley and build the iconic companies taking humanity to its fantastic future.
- #Spiny #mice and a #boar on a #bridge: Thursday's #best #photos
- #images #pictures #foto #photo #photography #photograph #bestphotosoftheday #todayinpicture #pictureoftheday #newsphotography #worldnews
The Guardian’s picture editors bring you photo highlights from around the world
After nine years of construction and controversy, China officially unveiled the world's longest sea bridge at an October ceremony in Hong Kong.
I am, like many, a #gplusrefugee . However, I'm also a #roleplayer , and G+ was a nice haven for a lot of my peers.
Following the announcement of the G+ demise, a lot of them settled elsewhere: MeWe, Diaspora, Mastodon.
While MeWe seems to be the community's favorite, there are... issues with it, that have been explained elsewhere.
So, my choice was between Diaspora and Mastodon.
I already set up more than one mastodon account outside this world: one on `dice.camp`, a Mastodon node set up by Dungeon World author Sage La Torra and already inhabited by some fellow Gplussers. Some folks opened `tabletop.social` .
Me, I moved to Diaspora instead, and found it quite cool mainly because it indeed is, but also because I'm not really fond with the twitter-like setup of Mastodon (I'm told that pleroma variant allows for longer messages, but still...) . I love its interface and its features. However, it can't talk with Fediverse and Gnusocial world. Bear in mind that I'm not dissing Diaspora: if I hadn't a lot of contacts on Mastodon, I wouldn't have considered Friendica, and as I stated before, won't delete my D* account anytime soon. It's a great network. However, I'd like to aggregate both worlds.
Friendica, other than being a social network in itself, allows for interoperability between Federation and Fediverse. I can follow folks on Diaspora and Mastodon and see their posts. In turn, they can see mine and a sort of two-way communication can be enabled. It is far from perfect, tho': interface is somewhat less intuitive than Diaspora's, you don't get to see diaspora tags and the like. That's why I keep other accounts open: to check out public flows on Fediverse/Federation and check whether there are folks worthy adding or old acquaintances / g+ refugees that entered this brave, new world.
There are few wrinkles, but somehow this workflow sort of works, and that's a good thing. I'm missing G+ less and less every day. I can keepn touch with folks on different systems. And that's the good thing for me, the plus that keeps me choosing Friendica as my main driver.
As usual, YMMV. If you're happy with a Diaspora-only workflow, great! However, if you look for a way to aggregate stuff from folks dispersed between Federation and Fediverse, know that there is a way. It might not be straightforward, it might require some work, but there definitely is a way.
#friendica #diaspora #gplusrefugee #federation #fediverse #bridge