Conversando diariamente com startups vamos observando alguns padrões dos que obtém relativo sucesso, conhecer do mercado que está empreendendo é muito importante, a jornada empreendedora já nos impõe muitos desafios, não conhecer com profundidade a dor que se pretende resolver na maioria dos casos garante o insucesso da empreitada. Esse conhecimento precisa ir além da teoria, vivências práticas, e por isso que sempre recomendo a buscar por mentores, pessoas com diferentes pontos de vista que contribuem para o amadurecimento da solução que será criada. A leitura diária é outra prática que adoto, principalmente focado em auto conhecimento, para superar os desafios e solidões nas tomadas de decisões, para ser coerente e estratégico.

Run your business like it’s going to sell tomorrow. Strategically plan for your ownership of the business like it’s going to sell in three years. Tax, accounting, and legal are all things that are hard to pay today. In three years though, those can add significant multiples to the sale price, and increase what you take home after taxes over the succeeding years - exponentially. Penny-wise pound-foolish is as true today as losing sight of the forest for the trees continues to be.

Clear Vision and Goals: Define long-term objectives and a roadmap to achieve them. Financial Projections: Prepare detailed financial forecasts to manage resources effectively.

Financial management can be challenging for early-stage entrepreneurs, but simple practices can make it manageable. Whether you prefer pen and paper or digital tools like Excel, the key is to track every expense meticulously, from freelancer fees and server costs to brand identity investments, etc. As your business grows and starts generating income, consider working with freelancers. At the beginning, financial details are usually not too sensitive, so this is manageable. Eventually, you can hire an accountant to handle everything properly. Outsourcing financial services can also be a cost-effective solution. Remember, your startup revolves around numbers, so ensure you get them right.

Budgeting and Cost Control: Monitor expenses and manage your budget to ensure profitability. Funding and Investment: Secure funding from investors or reinvest profits to fuel growth.

Thank you Joseph for the critical insight. We at KAIZEN Institute also advocate on the importance of removing all, if not most, of the operational wastes and standardizing the processes before moving on to automation for the simple reason that the wastes that could have easily been removed with proper value stream analysis could possibly hide OR become an integral part of the automated operation, resulting in bigger losses in due course of time.

In addition to typical technology solutions, consider a business "operating system" to scale efficiently and effectively. It's amazing what having "a way" of doing business can do for you. Options like EOS (the Entrepreneurial Operating System) can provide tremendous clarity and alignment while helping to monitor, manage, and continuously improve organizational health across people, process, and technology.

Technology: Invest in technology that can support growth, such as scalable software solutions and cloud services. Operational Systems: Develop efficient operational processes to handle increased demand.

An entrepreneurial team can be intentionally built for synergies. The problem your entrepreneurial venture is solving is likely to be values-laden, even if tacitly so. Those values are a good way to recruit talented people who care about the problem. Then, hire for required skills. But in addition, focus on the energies that each person brings forth. Mix business minds with artistic hearts. Mix those who love to lead with those who love to assist. Mix warm personalities together, and coordinate cooler types accordingly. Synergies emerge when people can be their unique selves and, by doing so, give other people opportunities to be their unique selves. It can take time. Strive for such synergies, because even B-level teams beat A-level ideas.

Many entrepreneurs find themselves in a dilemma -- they know they should hire help but they feel they can't afford it. In these situations, consider #FractionalTalent where you contract with someone for one day a week to start, then expand their scope/time as the business grows. Your team doesn't need to be full-time hires, or even employees for that matter. This type of arrangement let's you scale incrementally, with much less risk! I grew one of my businesses to $6M in revenue with the help of a part-time team of four. No line of credit required, and no big bets on hiring "The Person."

You may achieve first sales with discount but to achieve repeat sales you need solid product/ service, which could add value to customer's life. A delightful customer will always market your brand within his/her inner circle, which would ultimately bring new customers to you. You just need to ensure that they get the same experience which they heard from other about you. Maintain this chain and you will have customer keep coming.

Customer-centricity is ingrained in our approach at Xiteb. I lead efforts to deepen client relationships and anticipate their evolving needs through personalized solutions and responsive support. By prioritizing customer feedback and satisfaction, we strengthen our market position and drive sustainable business growth.

This is 50% of the battle. Known everything you can about your customers. And stay close to them. As you scale you will get further away from the customer / end user and things where the cracks form. Build a transparent organization that incentivizes putting the customer first.

Brand positioning in the beginning before anything else is just as important as strategy & team after that. Even today, many fail to see the importance in creating a compelling, younique (spelt intentionally this way) value engineered story behind why their brand is penetrating a particular market and/or audience. What problem is it solving? & why them? in the form of an engaging ethos across all their go to market assets. Often it’s an afterthought proceeding obsessing over an idea, pitch or numbers potential. That said the intial brand development & positioning should be a structured, unbiased process derived from market analysis alongside validation.

Legal and Compliance Considerations: Scaling involves navigating complex legal and regulatory requirements. Ensure compliance with all relevant laws to prevent costly issues and build stakeholder trust. Entrepreneurs often overlook this in their haste to scale, leading to setbacks. A robust compliance framework is essential for sustainable growth. Networking and Partnerships: Building and leveraging strategic partnerships is crucial as you scale. Collaborations with businesses, industry experts, and thought leaders can accelerate growth and enhance capabilities. Strong partnerships provide access to new resources, markets, and expertise, enabling efficient and effective scaling.