I wrote down some advice I often give people when evaluating startup offers and thought I would offer it here.
The whole point of choosing to work at a startup is trading in some known / fixed amount of cash salary today for the upside chance of a lot more. So it is important you understand the value of your stake and upside, as well as the opportunity cost
First - make sure you know what your comparable offer at a big company would be including cash, bonus, liquid stock. That is your cash basis for total annual comp to compare against. If you have that job already, great. Otherwise levels.FYI is a good resource
Second - make sure you understand all the parameters of your startup offer. Understand the cash piece - which will be less than the big company. And understand the equity. You need to know the share price, number of shares, and current valuation those are held at.
Understanding your share value is really important. Companies that hide the ball and don’t tell you the number of shares outstanding or your % this represents are not giving you enough information to make a sound decision. Don’t trust them. Run away. This is not good.
But… don’t be upset when the percentage of the company is a percent of a percent either. You rarely join early enough to get tenths of a percent let alone hundredths. And you aren’t going to get close to 1% or more unless a senior executive at a very early company. And even then
Ok - so now you know your share value and the company’s current valuation.
Now, calculate your equity’s value as if the company 2-3x in value as well as 10x. And for an early valuation (sub $100m), calculate at 50x and maybe 100x
Take those calculation and divide it by your vesting schedule (usually 4 years). Add these back to the cash salary. This will be your annual compensation depending on how the company grows and how much the multiple grows.
Calculate the difference in annual cash - being all inclusive from the big companies.
This is what you are giving up in hopes of the equity upside.
It is often a lot. This can be hard for many people depending on personal spending rate. That’s ok, startups aren’t for everyone
But now compare your startup salaries combining the equity at those various multiples.
At 2-3x, you should feel there is at least a match to what you could get from the bigs.
At 10x you should feel like you made a very good life choice.
At 50x or 100x you should feel rich.
Put this all into a spreadsheet and stare at it for a while. This is what I always did.
Decide how likely you think it is for the company to hit those multiples. Or go to zero. Remember you still get paid cash, so you only lose the difference.
And if after staring at the potential outcomes you feel like it is worth the risk, take it. Startups can be a ton of fun. They can also be roller coasters. And can set you back too.
Trust your gut. And this only works if the startup gives you enough information to do the math.
Oh and this was all about how to compare the financial offer. Of course there are a ton of other reasons to evaluate line if you are passionate about the opportunity, the challenges you will face, the people to work with, etc. those all matter a lot too of course!
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There is a lot of chatter about when a startup should create a “growth team.” But I am recently hearing of a much better and even more important trend of startups starting a research team or a much better name coined by @abrashafi of @irldotcom, a
“Curiosity team”
With a research or Curiosity team you want to hire PhD level social scientists and researchers.
People who know how to run studies - both qualitative (Eg interviews, diary studies) and quantitative (Eg surveys) - and identify and characterize real insights about your users
The key is being curious about who your customers are, what are the challenges they face in life, what problems can you solve for them, what problems *are* you solving for them.
I find it so valuable to hear the words and language customers use to describe themselves and you.
Been noodling on the concept of 10x Career Decisions. Those are the ones where you take roles in which you get to work on something that grows at least 10x (users, engagement, revenue, market cap) while you work on it.
The tech industry is rare in that there have been many many of these opportunities over the past 20 years as tech has exploded from millions of daily connected users to billions of hourly connected users.
These are the great roles as you get to so much and do so many different things to handle the explosive growth. You see much more than in any job that doesn’t grow as fast
We keep comparing “media networks” (Tiktok, Youtube, Twitter) and “social media networks” (Facebook, Instagram, Snapchat) as if they are similar. Both can be user generated content. At their core, they are more different than alike. Even if the social networks include some media
In social networks - the most important piece is finding and connecting with people you know directly. This becomes your core. All of the network building is getting from your contacts into codified relationships in the product.
In social networks you come back to the product often primarily to see content from those people you know. You post more often too - hoping to see responses from the people you know.
Rewarding the Bully. I have been trying to capture what is broken in our society and also in our social platforms right now and I think it comes down to this. So many of our systems right now are wired to reward the bully.
Our social platforms celebrate the bully. The bully gets engagement. The bully gets replies who cheer them on, or try to debate. The bully gets amplified. It is one tap away to reply and be a bully yourself. The platform sees the engagement and makes bullies more famous.
When you are on the same side as a bully you might even feel good. Feel protected. Until the bully turns on you. Society, our media, our social platforms all reward the bully. When you are on the same side, you are rewarded too. Until you arent. Then you feel it. It’s too late.
Doing a lot of work to prevent something bad from happening is always hard to measure. “What if we overbuilt?” “Maybe the bad thing wouldn’t have happened anyway?” Disaster planning and preparation is an art, not a science.
You can’t measure the success really unless or until the disaster happens. And in those awful situations, we often reward the heroes who fought through the disaster more than the ones who prevented it.
For example - after the San Francisco earthquake in 1989, I remember a lot more stories of the heroes who saved people from awful freeway collapses instead of the designers of the other freeways that didn’t collapse at all.