Category: Startup

Between Dazzle and Delivery: Should Startups Chase the CES Spotlight or Build in the Shadows?

Startup

Every January, countless tech enthusiasts descend upon CES (the Consumer Electronics Show) to feast their eyes on what’s next. Big corporations roll out dazzling prototypes—holographic displays, AI-driven wearables, self-driving contraptions—all flanked by dramatic music and slick presentations. It’s the closest thing the tech world has to a circus under neon lights: impressive, enthralling, and—more often than not—gone with barely a trace once the spotlight shifts. Why? Because for many of these giants, the real goal is to generate headlines, reassure shareholders, and overshadow competitors. If the prototype never becomes a mass-market product, well, it’s just another footnote in the annals of CES hype.

But let’s talk about the folks who don’t have the luxury of spinning ephemeral visions: startups. Should they replicate the same “look-at-me” theatrics? After all, drawing attention early could be the difference between securing a round of funding or fading into oblivion. On the other hand, hype without substance can quickly become a death knell for a nascent venture. While a multinational can laugh off a failed prototype as a mere R&D experiment, a startup might blow half its runway perfecting a smoke-and-mirrors demonstration—only to discover that the market never asked for the thing it’s built.

Then again, there’s that undeniable allure of standing in front of a massive CES crowd or snagging headlines in January. Maybe you have a promising concept, but you’re not 100 percent there yet—should you “fake it till you make it?” Some would say yes, especially in industries that move at breakneck speed. A big reveal could attract partnerships, spark pilot programs, or drum up the investor interest you’ve been courting. Sometimes, faking it responsibly can be just enough to catapult you into “we made it” territory.

On the flip side, plenty of founders swear by stealth mode: quietly iterating, validating, and perfecting behind the scenes. They prefer smaller-scale tests with real users before they even think about unleashing a bombastic demo on the world. It might be less glamorous than a big booth at CES, but it keeps them focused on core problems and less prone to building for applause rather than need.

Ultimately, there’s no universal recipe. Some startups thrive on an audacious debut—especially if they truly have something innovative to show the world, even if it’s 80 percent complete. Others succeed by shunning spectacle until they’re certain they can deliver. One thing is for sure: the marketplace is littered with head-turning prototypes that never saw the light of day. If you’re prepared to blow your trumpet, just be ready for the inevitable question: “When can we buy it?” If your answer is less certain than your onstage swagger, that’s where trouble begins. Then again, if hype is the rocket fuel you need to reach orbit, go for it—just remember that after takeoff, you’ll actually have to fly.

Read more about my experience: CES 2018 Review – A Startup in a Land of Corporations 

Zone of Genius

Education Walkthrough, Startup

I have figured out a lot of the pieces in Education Walkthrough’s operations, yet I am still working on sales. With our emphasis on PLG and organic growth, finding the right fit of a person or an advisor to support us has been more challenging.

This week, I had multiple calls from various sales gurus, coaches, and consultants to try to figure out a solution. All of them blurred together except one. This guy talked about systems and processes, starting by looking at the business holistically and then matching you up with experienced operators (former entrepreneurs) to coach you. He was talking my language.

Halfway through the conversation, he said, “If we do our job right, then the result will be cutting down the time you are doing on sales and giving you more time in your zone of genius.”

My zone of genius. Interesting.

It stuck with me. I had heard the term before, but it had only been a while. I have been thinking about the concept since the call.

Where is my zone of genius? Where do I love to be? 

For me, my passion is in product. It is abundantly clear to the people around me. I love to take a lot of information in from people, the internet, customers, videos, and what you have, then sit on it and synthesize it into insights, pattern matching, or actions. That is what I am good at and where my zone is.

I have learned that things don’t happen immediately in life, so I have learned to let things simmer in my zone, where I can do this process for a long time, then at each juncture when I have an insight, write it down immediately. I need to capture it so I can turn back to it and reflect or use it as a jumping-off point for the future. 

This has become my superpower. My zone of genius. 

If I really did not have to worry about sales or marketing and could just focus on this, would I be happy?

There is value in optimizing for your zone of genius while also spending time outside of your zone. Remaining uncomfortable is one of the greatest tricks of successful people. There is probably a balance here between being inside your zone and outside.

It’s funny what things stick with you from a random call on a Tuesday across all the other things you did during the week.

I Love Grey Companies

EW - Learning Velocity Log, Startup

Introduction

Not all innovation in the tech world comes with flashy headlines or trendy apps. Some of the most revolutionary advancements are found in “grey” companies—those operating in unglamorous but essential sectors. These companies develop software that powers businesses and generates significant revenue, often flying under the radar.

There will always be an opportunity in the grey. Now more than ever that opportunity I see is taking these “boring” companies and helping them become digital and more efficient using AI, focusing on customized ERP and CRM systems, data integrations, system migrations, and the digitalization of physical workflows or assets.

The Value of Boring Companies

“Boring” software businesses are surprisingly lucrative. These companies often produce SaaS products tailored to niche industries with high pain points. Despite their lack of mainstream appeal, they excel because they solve specific customer problems, resulting in high retention rates and profitability. Moreover, these companies typically know exactly who their customers are, reducing the need for expensive marketing campaigns and thus maintaining high margins.

Success Through Industry-Specific Solutions

Success in this realm requires a deep understanding of industry-specific problems. Combining technical expertise with domain knowledge creates a powerful synergy, enabling the development of practical solutions that meet the unique needs of these niche markets. For instance, customized ERP and CRM systems can streamline operations for dental, law, and insurance firms. These industries benefit greatly from modernized workflows and data management systems that improve efficiency and security.

Case Study: Law Firms and Modernization

Consider law firms, which often struggle with outdated systems and manual processes. Implementing customized ERP and CRM systems can transform their operations, providing seamless data integration and high security—critical for handling sensitive information. By partnering with thought leaders in the legal field, companies can gain valuable insights and credibility, making it easier to introduce innovative solutions.

The Role of AI in Boring Companies

AI can play a pivotal role in enhancing efficiency for these grey companies. For example:

  • Customized ERP and CRM Systems: AI can automate routine tasks, improve data accuracy, and provide predictive analytics to enhance decision-making.
  • Data Integrations and System Migrations: AI-powered tools can streamline the migration process, ensuring minimal downtime and data loss.
  • Digitalization of Physical Workflows or Assets: AI can convert paper-based processes into digital workflows, improving speed and accessibility while reducing errors.

The Path to Success

To succeed in this space, entrepreneurs need domain expertise that resonates with users of these niche products. This expertise can be leveraged to gain market validation and attract the first few customers. Building partnerships with industry thought leaders can also be beneficial, providing both credibility and deeper insights into customer needs.

Conclusion

Starting with the problem rather than the solution can lead to significant innovations in boring but profitable niches. There’s immense potential in flying under the VC radar, focusing on niche markets that require specialized solutions. Combining technical prowess and industry-specific knowledge is key to unlocking opportunities in these grey companies. By harnessing the power of AI, we can help these businesses become more efficient, secure, and profitable, ensuring they continue to thrive in their respective fields.

What I have learned and realized about working with startup advisors, consultants and firms 

Lessons, People, Startup

You know what you are good at, what you like to do, and what you can learn to do. But there are many skills that you don’t have and you know you need them to accomplish your goals. This is where you identify these areas, then go out and find other people or companies to fill in your gaps. The process of doing this and doing it well has been a learning journey.

I have learned a lot while running CareBand and other ventures. Not only about working with people and partnering with companies but with how people work and the world works.

Ideas Log

Startup

Since childhood, I have always been good at seeing problems and coming up with ideas.

I don’t know when I started, but for years now, I have had this practice. Whenever an idea pops into my head, no matter how small or large, I write it down in a journal or on any scrap paper I can find. I add the date and sometimes even draw a picture.

More often than not, if I allow my brain some free time to contemplate an idea, it’ll come up with a full-fledged product or solution. My brain obsessively runs through the problems in these situations and generates solutions independently. It will bother me all night if I don’t write the idea down immediately. This happens most frequently: 

-When I am in bed trying to fall asleep 

-When I am in the shower 

-On vacation when my mind is clear

As a kid, I was always solving problems while my friends watched or played. Reveling in ideas is both a gift and a burden at times because an idea-rich mind is constantly working.

After being diagnosed with ADHD earlier this year, I realized that this might be why my brain generates ideas. I am coming to accept my natural talent for bursts of creativity that solve important problems in the world.

So, I am publishing this Idea Log so that others may find inspiration from it. I only have time to pursue some of these ideas, but hopefully, someone else will read this and be able to bring one of them to life. I also have a private list that houses my more personal ideas.

Suppose you find an idea on this public list that interests you. In that case, I ask that you shoot me an email or connect with me on LinkedIn so I know my ideas are appreciated (and if you need help developing the idea further, I would be happy to join as an advisor).

IDEAS

11/2022

Find an advisor software. So many startups lack expertise and could use a great board of advisors. It would be useful to have a guidepoint or GLG like system to find and recruit advisors to join a start.

11/2022

I find a website layout I like. I want to paste it into WordPress then have elementor or whatever layout plugin, build that website based on the layout/elements that it has. So I don’t have to do it all by hand.

Without trust, all is lost

Lessons, Startup

“Why didn’t you come to us? Why didn’t you tell us this two months ago? We could have helped.” Ron (one of my investors) said.

Last week, Sam (one of my advisors) and I discussed our strategic partner and the relationship’s challenges. Sam then shared a Sam-ism (a piece of wisdom Sam sometimes shares to explain something he has learned in his 40+ year career). He said, “In any new relationship, I readily expend trust. If you break my trust, I am more cautious and go to the thinking trust but verify. And, if you break it again, the relationship is over. Then I do not trust you any further until you acknowledge your failure and apologize. Rebuilding is then possible, but it is a long road.” 

Ron and his organization have broken my trust more times than I could count in the past two years. They would promise to do or act on certain things, but then nothing would happen. When asked, it was like they forgot and just swept it under the rug, pretending like it never happened. And then, every quarter, they would ask for feedback through a survey. I was always honest in my responses, but it consistently came back to bite me. Ron and the organization’s members would either ignore the feedback or defend themselves instead of growing from it. This cycle caused me to lose trust in them repeatedly, with no acceptance on their part.

It made me feel bad like I was a terrible person. That this investor, this organization that supposedly believes in my company and me, disregards my feedback and defends themselves. I was frustrated, angry, and emotional from all of this. What was I to do? They were my investor, after all – they had a strong say in my company. How could I keep moving forward when I felt so conflicted?

…

I paused for a minute, considering how to answer Ron’s question. I could tell he wanted me to say that I was sorry and I should have come to him sooner, but the truth was, I wasn’t.

“I don’t trust you,” I said honestly. “I don’t trust your organization.”

Ron didn’t seem phased by my response. He kept talking like nothing had happened like he always does. But this time, I felt empowered by speaking the truth. No longer did I feel the anger and shame of this feeling. Instead, I felt the power of saying the truth face to face (well, zoom face to zoom face).

Ron explained how his organization had helped many other startups with this and that. He skipped right over what I said about trust and went straight into defensive mode. There was no acknowledgment, no ownership, no empathy, just attack. Pushing all the blame back to me; it was my fault.

Immediately as the call ended, I felt those strong emotions come on again. I was frustrated and angry from all of this. I took a deep breath and then another.

…

Without trust, all is loss. A relationship that is intended to support, grow, and develop falls apart under these conditions — especially one between an entrepreneur and investor. There is no room for growth and collaboration, only blame, defensive mechanisms, and a failed relationship.

This is not how trust is built. There is no self-awareness, vulnerability, or alignment in mutual respect – the foundations of a trusting relationship are entirely absent here.

As I continue to grow my company and attract new investors, I now realize that I need to seek relationships with those with a growth mindset. Investors who understood that they are not always right and who believe in mutual respect. This is another learning opportunity for me and a way for me to get better.

A hard week: bad contractor break up & lessons learned

Lessons, Startup

It’s been one of the hardest weeks of my startup journey thus far and concluded with a hard meeting. I had been anxiously waiting for this meeting for the past month. Every scenario of how it could play out occurred in my mind with all the anxiety-filled thoughts with each outcome I thought through. The actual meeting was just as hard and uncomfortable as I thought it would be. I spent so much time thinking about what to say in the meeting and how to get through the meeting that I didn’t prepare myself for how bad I would feel after the meeting.

Let me fill you in on the back story. As you have gathered, I am a technical founder and have learned to sell through my experience building this business. My process is based on all the blogs, books, and advice I have received. It also means my process is not standardized, efficient, or productive. I know that at some point, I would need extra help to accelerate the company’s growth. By the end of 2021, I knew that the time had come. So I sought a Sales and Business Development contractor to accelerate our deal volume and close additional partners. After months and months of interviewing, I finally found and hired a Sales/BD Contractor who I believed was the best fit.

This meeting I just had was the result of that contractor who had a bad breakup with the company. I will spare you (and the contractor) all the details about the relationship and how it unfolded, but I want to share my reflection on the situation and lessons learned.

Before I share, I want to reiterate that every decision I have ever made with the company is in the past. I repeatedly tell myself and believe that I made the best decision possible with the information I had at the time. This mantra clears my consciousness and gives me the space to reflect, learn, and grow, so ultimately I can become better because of it.

Lessons Learned

  1. Before hiring a Sales/BD contractor
    1. Clearly define the goals, metrics, milestones, and reasons you are hiring a Sales contractor
    2. Determine what type of selling skills this contractor needs to have to be successful. What stage of maturity are you at?
      1. A product has already been sold to a few customers and a defined playbook (defined could mean many different stages, from a few notes to exact personas to sell to, etc.)
      2. There is a product that has no playbook and needs to figure out how to sell
      3. There is a product in development, and pre-orders are needed, resulting in a lead time
    3. If you say the product is in 1 or 2., then have 100% confidence that it is. If not, say something in the pre-hiring discussions to set the right expectations.
    4. For the best results, the product should be in 1. and have already been sold by the founder to early customers.
  2. Managing and working with a sales contractor
    • Clearly describe to the contractor and ensure understanding of the steps are clear for what happens after a deal is signed
      • What blockers could arise in delivering the product to the customer promptly?
      • Who in the company is responsible for delivering the product?
      • If an order isn’t completed through the process, it takes too long, or there is an error along the way, then have a post-mortem. Talk it through with your team and fix it for next time.
    • Have a minimum of weekly sales calls to understand each deal in the pipeline in detail
      • What deals are you working on, and in what stage are they in?
      • What are the drivers for the customer? Why is the customer interested in this product?
      • What are the blockers for the customer? If you could remove all those blockers, would they sign tomorrow? What else is holding them back?
    • If issues arise, have a check-in and figure out what is happening with “Aaron Cooper’s Famous 3.”
      • The contractor understands the goal. Enough to repeat it back to you and gets it.
      • The contractor disagrees with the goal or feels negatively toward the goal.
      • The contractor doesn’t have the skillset or ability to reach the goal.
    • If an issue keeps coming up or can’t be resolved in a check-in, it is time to let the person go.
      • Don’t feel shameful, guilty, or unsure. If you have a gut feeling about the situation, just let the person go. It will save you from all the challenges later.
  3. Ending the relationship
    • Make sure the paperwork is clear.
    • Get a status report or hand off and move on.
    • Let it go, this is the hardest part, but you have to let go and let the control go. Learn from it and move on.

My Company’s Identity Crisis

Lessons, Startup

This afternoon I had a follow-up call with a prospective investor, Tom, to review our pitch deck. We were going through questions about our use of funds, exit strategy, market and sales plan, and milestones. As we were talking, I sensed that he was formulating an idea in his head. Then Tom asked me, “What is the scope of the problem you are trying to solve? What is the best opportunity to maximize investor capital? Is it to focus on the dementia and senior living market, or is the scope broader than that with applicability to drop the technology into 5 or 6 different verticals?”

Grants fill the gap in funding startups where investors don’t

Startup

What market is experiencing massive growth and has is the focus of only a handful of investors and VCs? I will make it even easier; 1 in 6 people in the US will be a part of this market by 2050. Easier than that, it is a $740 Billion market today: the answer… the senior care market.