5 Things You Need to Know About Interviewing at a Startup

Everything that I learned in college about interviewing is essentially worthless. After speaking to those that are close to me who will soon be graduating, I decided to jot some pointers down.

Most pertinent to a startup or early-stage environment, the following points stem from hundreds of hours of actual interviewing experience. Tech interviews will be more tech-centric and sales interviews will be more dollar-centric, but all interviews with an entrepreneur will require an entrepreneurial approach.

1. The person interviewing you would rather be doing something else.

Don’t kid yourself. Very few entrepreneurial hiring managers look forward to spending hours of their day interviewing candidates. There is always a critical problem to solve, email to be answered or money to be made buried in their hectic schedule. Interviewing candidates is a need and not a want.

Make the experience as memorable as possible for them and capitalize on their limited attention span. Use the first 15 critical minutes of pitch time to communicate your personal executive summary. Succinctly highlight how you make a difference, how you help the bottom line, how you deal with problems, why you can be player and coach, what motivates you and why you’re there for that opportunity.

2. The person interviewing you will speak to dozens more like you.

You likely have been “chosen” to interview less than you think. With stacks of resumes piling up and a never ending to-do list, the entrepreneurial hiring manager has made a quick, educated guess to speak to you based on the need to solve an immediate problem. Something in your resume, LinkedIn profile or referral has gotten you in front of them.

Make it worthwhile. Be the first appointment on their schedule or the last appointment that day. Give them a reason to remember you throughout the day or during their evening commute. Connect on a personal level and appeal to their emotions. Work days will be stressful, highly charged, energetic and sometimes painful. Give the hiring manager a sense of comfort that when difficult situations and long hours arise, you can be the professional family member that they can count on.

3. The person interviewing you knows the textbook garbage.

Just like you already know how to respond to textbook interview questions, assume that the entrepreneurial hiring manager knows when they are asked by a candidate. Further, if you get the textbook interview questions, run away…run far, far away. It’s a sure sign of things to come but that’s a different topic. Instead, craft questions that are intelligent, pertinent, thought-provoking and challenge the hiring manager.

Likely, you will come up with something that’s already been thought of. The key is to find the sweet spot where the question/thought was previously their own or introduced by someone that they respect. This is impressive and says a lot about your ability with creative problem solving. Understand the business and craft questions related to expanding the business rather than defining it. Repeating facts from a Google search or simply perusing the website is classic, textbook mediocrity.

4. The person interviewing you is not mediocre.

Startups and early stage companies have little time, money, patience and tolerance for layers of mediocrity. You are likely interviewing with someone who is either the direct decision maker or a trusted previous hire. This means that they have either developed their own tests or have already passed the tests so never assume that a half-a**ed approach will fool anyone.

No organization needs mediocrity. Startups and early stage companies especially are not looking for the typical 9-to-5′er looking for defined vacation schedules. Set yourself apart by highlighting flexibility, adaptability, comfort with uncertainty and a general can-do attitude. There’s nothing wrong with living for work in the entrepreneurial hiring manager’s eyes.

5. The person interviewing you is a salesperson.

They have no choice in the matter. Every day they are either selling a product, a service, a solution, an idea or themselves to someone internally or externally. You need to have the same exact mentality in the “everyone sells” model. With limited experience, highlight entrepreneurial endeavors that you started in school.

For pros, highlight bottom-line milestones from previous engagements. Talk facts and figures and make it all relative. Focus on your personal brand and use your reputation as your strongest asset. This reputation can come from your studies, collegiate organizations, co-ops, internships, professional organizations, or employer experiences. No matter what the examples are, show that you identified an opportunity and capitalized on it. Be prepared to sell yourself or don’t bother at all.

There’s more, of course, but these five points should get you started. There’s no substitute for practice, practice, practice so if you are fortunate enough to have a trusted mock-interview resource, use them. The worst interviews in the world are the ones where both parties walk away feeling like the hours were completely wasted. No one has the spare time for that.

This post originally appeared on the author’s blog.

Max Sobol is Partner and President @ IdeaEvolver. He’s passionate about startups: getting them built, staffed, supported, optimized, growing and then some.

The Young Entrepreneur Council (YEC) is an invite-only organization comprised of the world’s most promising young entrepreneurs. In partnership with Citi, the YEC recently launched #StartupLab, a free virtual mentorship program that helps millions of entrepreneurs start and grow businesses via live video chats, an expert content library and email lessons.

Fueled by cardboard lessons you could learn from 2 nine year old kidpreneurs.

Is Your Business “Partnership” as Solid as You Think?

Good contracts make for good relationships. It doesn’t matter if you and your new business associate are the closest of friends, mere acquaintances or siblings. Yes, even siblings would be wise to ensure they’re covered, should anything go awry.

I urge every person considering entrepreneurship to resist putting personal relationships or financial well-being in jeopardy by failing to clearly delineate the terms of agreement in a professionally prepared, legally binding document. It is not a savvy choice to rely upon what has been said, what was written in an email, or even what was casually drawn up between the two of you. These measures to protect yourself may not hold up in court. They sure didn’t for me.

In 2004, I entered into business relationship that I thought was a partnership. My new “partner” and I were going to take the blogosphere by storm with a daily videoblog about Internet culture. (Note: these were the pre-YouTube days, so putting video on the Web was fresh and exciting.)

For nearly two years I acted as a company partner because, well, I thought I was one! Since I was told verbally that I was in a partnership, I acted as a partner in meetings with potential investors, set up the company’s bank account and filed our trademark paperwork. In fact, in order to set up a bank account, we needed a signed contract between company founders specifying the terms of the partnership. I wrote up a quick one-pager, and we both signed it.

The work commitment was as expected for the co-founder of a startup. Basically, I had no social life — everything was about making the show and business a success. Newly 23 years old, right out of college and living in New York’s East Village, I declined too many invites to count to events, parties and dance clubs. Some friendships faded over time because I was completely preoccupied with writing show scripts and responding to business emails until the wee hours of the morning. As is typical of the entrepreneurial mindset, I put everything on hold for the good of the company.

At first, the show was an incredible success. In fact, we were so popular we could barely keep up with the media inquiries and find the time to shoot our daily videos. Profiled in The New York Times and on CBS Evening News, among many other outlets, and emailed daily by interested investors and potential collaborators, it seemed clear we were on a rocket ship destined for greatness.

Unfortunately, the skyrocketing success of the business was met with the equally speedy downhill slide of our relationship. The partnership became increasingly rocky as we planned to move the show to California. The move was delayed for months, to the point where I found myself subletting a series of New York apartments as I waited for my partner to feel comfortable.

In the end, he never did.

Finally I was given an ultimatum — stay in NYC or you’re off the show. To my amazement, I realized I was being treated as an employee rather than a partner. Since we had only my quick one-page document for an operating agreement, there was nothing I could legally do.

Moral of the story: no matter how nice the guy or gal you’re going into business with seems, you always need a lawyer. I was naive to believe that talk and a self-created contract would hold up in court. That’s because I never imagined I’d need to go to court — why should I? My partner was a nice guy.

My first entrepreneurial pursuit was chock full of some of the highest highs and lowest lows I’ve ever experienced. Yet even with all the heartbreak of this first endeavor, I’m still at it, reaching for more highs with one significant difference: in the two companies I’ve co-founded since co-creating that first one, I have protected myself by hiring a good attorney. Yes, lawyers can be pricey, but it is money well spent. When everyone knows there is a legally binding document signed before the venture starts, expectations are plain and clear to all parties from the get-go. If not, there might be some funny business or eventual rewriting of history.

Have your legal counsel make certain everyone is on the same page, because believe you me, that’s the only place you want to be.

Amanda Congdon is a California based on-camera personality, new media pioneer and healthy food entrepreneur. She has produced and hosted many web and mobile TV projects; her show, AC on ABC, made Amanda the first video blogger for a major network, ABC News. She is currently Co-founder and Director of Operations at Vegan Mario’s™ Organic Kitchen.

11 Founders offer advice on getting a job with a startup.

11 Tips For Increasing Customer Loyalty

Now that your product is launched, tested, iterated and you’re getting customers, how do you keep them? Our friends at the YEC asked 11 entrepreneurs, founders and experts “What’s your best tip for increasing customer loyalty?

Always Over Deliver

“First and foremost, meet the needs of the customer, then take it up a notch and over deliver. Whether you provide deliverables ahead of schedule, throw in bonuses or surprise and delight with cool new features, continue to give more.”

– Kelly Azevedo | Founder, She’s Got Systems

Ridiculously Good Customer Service

“To quote a recent customer email, “I really appreciate your thoughtful and professional response. I don’t get that a lot from customer service. Usually, it’s scripted nonsense that makes it seem like I’ve done something wrong. You’ve single-handedly improved my perception tenfold. Someone there ought to give you a pay raise.””

– Matt Mickiewicz | Co-Founder, Flippa and 99designs

Treat ‘Em As You’d Want to Be Treated

“Empower your employees to help customers the way they would want to be helped. Ditch scripts and “company policy” in favor of dialogue and intuitive problem solving. Customers want to be treated like human beings, not sales figures.”

– Vanessa Nornberg | President, Metal Mafia

Try Genuine Transparency

“If you screw up, be willing to openly acknowledge it and take responsibility for it. Always be real with people, and cut out the “robot act.” Show a genuine desire to improve, even if you’re already doing a good or great job in servicing them. Customers really appreciate that sort of interaction, especially when you show you understand them and actually give a darn.”

– Matthew Ackerson | Founder, Saber Blast

Love Them and Thank Them

“As Gary Vaynerchuk says in his book The Thank You Economy, you need to “shock and awe” your best customers. This means actually giving a crap and rewarding them for no particular reason with thoughtful gifts. I agree 100 percent. Are you telling me the best you can do is an automated Happy Birthday email?”

– Patrick Curtis | Chief Monkey and Founder, WallStreetOasis.com

Customer Loyalty Works Both Ways

“If you want customers to be loyal to you, don’t forget to be loyal to them. Focus on your core, die-hard clients. The fringe customers will come and go, but your core will stick with you through the good times and bad. Keep those customers happy at all cost. Customers reward loyalty with loyalty.”

– Nick Friedman | President, College Hunks Hauling Junk and College Hunks Moving

Build a Broader Relationship With Clients

“If the only times you talk to a customer is when you’re getting paid or providing support, you won’t exactly be their favorite person. Creating a broader connection makes you someone that they’ll want to seek out. Something small, like forwarding a relevant article, can be enough to create a positive association, but keep your eyes out for bigger opportunities.”

– Thursday Bram | Consultant, Hyper Modern Consulting

Sincerity, Seriously

“Customer loyalty is, in my opinion, built and substantiated with honesty. But more than honesty, it’s really about sincerity. Clients or customers want to look into your eyes and know that you don’t just mean what you say, but you are what you say. They know that everything you do and say is a part of who you are. Because of that, they know they can trust you, and that keeps them loyal.”

– Steven Le Vine | CEO/President, grapevine pr

Send the Message Clearly

“How much would it mean to you if the founder or president of one of your vendors called you up on the phone to ask you how your business was doing, and if there was any more that they could provide for you? Don’t say you care, show you do. Pick up the phone and make it personal.”

– Benjamin Leis | Founder, Sweat EquiTees

Reward the Remaining Ones

“Make your customers feel special by rewarding them for their loyalty. A thank-you gift, access to an exclusive event, a special offer, they all go a long way. And now, there are many services that can help without requiring a major capital investment. For instance, at Merchex, we’re working with dozens of luxury merchants to identify their best customers and effortlessly reward them.”

– Michael Tolkin | CEO, Merchant Exchange

Keep Their Best Interest in Mind

“I believe the best way to increase loyalty is to only offer people what they truly want and need. If someone isn’t the right fit for my company or they no longer need the services, I tell them. Coming from a place of total authenticity not only turns clients into raving fans, but also wins the hearts of people who are amazed you didn’t try to pressure them into a sale.”

– Elizabeth Saunders | Founder & CEO, Real Life E®

The Young Entrepreneur Council (YEC) is an invite-only organization comprised of the world’s most promising young entrepreneurs. In partnership with Citi, the YEC recently launched #StartupLab, a free virtual mentorship program that helps millions of entrepreneurs start and grow businesses via live video chats, an expert content library and email lessons.

11 Founders give advice on getting a job with a startup.

Startup Act 3.0 Aims to Open Borders for Entrepreneurs

Some pieces of legislation refuse to die. For a third time, lawmakers introduced a bill that would create visas for foreign entrepreneurs looking to start a business in the United States. The Startup Act 3.0 is a bipartisan bill that would grant entrepreneurs who employ at least two full-time employees or raise investments up to $100,000 an additional three years to grow, with the possibility for permanent status, according to Mashable.com

Democrats and Republicans don’t agree on much at the moment, but the Startup Act 3.0 has support on both sides of the aisle. Even President Obama has voiced his support for these “entrepreneurial visas.” Obama noticed that bright foreign students are studying at American Universities, but don’t have the opportunity to continue toward the American Dream. “Once they earn that diploma, there’s a good chance they’ll have to leave our country,” Obama said.

Not every bill gets three strikes. But the Startup Act 3.0 could be the next step toward economic recovery and social reform.

Potential Impact

The beauty of new businesses isn’t just the jobs or innovation. It’s also the secondary consequences. Foreign entrepreneurs, B2B businesses and consumers all stand to gain from the Startup Act 3.0. Obviously, foreign born entrepreneurs gain access to launch business in the United States. While many will argue that the U.S. is becoming a less and less fertile place to start a business, it still boasts the largest economy in the world, according to Economywatch.com. As startups launch, they strengthen B2B businesses through partnerships. A startup usually can’t facilitate credit card transactions on its own, but a company like Capital Processing Network offers expertise and support. The result? Both businesses become stronger. From the consumer’s perspective, there’s no downside to new startups. Competition means lower prices, higher quality and increased innovation. Considering the vast positives and potential for more job opportunities, it’s no wonder the Startup Act has come back to life.

Visas and Immigration

Part of the reason the Startup Act has needed three renditions is because it dives into a currently unsettled territory: immigration. According to Huffingtonpost.com, previous renditions of the bill failed to pass because of their controversial nature. Immigration is no less controversial, but once again, entrepreneurial visas are on the table. During his recent State of the Union address, President Obama called for a comprehensive immigration reform bill in “the next few months.” It remains to be seen whether this comprehensive reform will interfere with the Startup Act 3.0.

Inside the Bill

According to a press release from Virginia Senator Mark Warner, one of the bill’s sponsors, the Startup Act 3.0 includes provisions beyond creating new visas. Additional provisions include:

A mandate that grants U.S.-educated foreign students who graduate with a master’s or Ph.D. in science, technology, engineering or mathematics a green card and allows them to stay in the United States
Research and development credits for startups less than five years old
Elimination of per-country caps for employment-based visas
A mandate that makes permanent the extension of capital gains taxes on the sale of startup stock held for at least five years

These provisions reveal that the Startup Act 3.0 packs a punch. Perceived by some as a small piece of immigration reform, lawmakers hope 3.0 will jumpstart the economy.

Did you see these 48 startup stories from SXSW?

Crowdfunding Creates Great Customer Base

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(image psmag.com)

Drive Revenue, Customer Development Through Crowdfunding

One of the biggest advantages to raising funds through kickstarter is the potentially broad community of backers formed around the fundraising campaign. These backers create an instant base of potential beta testers, early adopters, customers, suppliers, evangelists, and twitter followers (and retweeters).

New and established companies should consider how crowdfunding can be used to generate revenue (as opposed to investment). People who have skin in the game, even a small amount, are much more likely to be loyal customers, give valuable feedback, refer you to new customers, and help the company in countless other ways.

Here are some scenarios that we could see playing out:

1) Growth Stage Startups: A startup like Birchbox with over 100,000 subscribers closes a $25 million Series C financing round. It then allows each of its customers the opportunity to participate in a $1M crowdfunding follow-on round on the same economic terms. Their current customers would be thrilled to have the opportunity to participate in the upside of the Company and, with skin in the game, would be more likely to recommend the product to their friends, give feedback, and help the company. More people would want to become customers in order to be part of the “club.” Also, because this would be a follow-on to a venture backed investment, many of the concerns about fraud are minimized.

2) Local Franchise Businesses: A local business like Vezzo allows everyone within its zip code to participate in a crowdfunding round for purposes of opening a new store. Local investors will become local customers and evangelists and suddenly the pizza stores have hundreds of new local people financially incentivized to promote the new and current pizza stores.

3) Early Stage Startups Requiring Critical Mass: Some businesses (particularly social media) don’t work without a critical mass of users (see facebook, twitter, foursquare, quantia MD, quora, lawpivot, etc.) to create network effects. Even if a company is capable of raising money through the traditional angel or VC route, it may actually prefer to go with a crowdfunding round in order to gain access to this potential early user base. After a successful crowdfunding round, the company would be able to tap into hundreds or thousands of early adopter types with skin in the game, forming the necessary critical mass.

4) Early Stage Startup Customer Development: One of the key tenets of Steve Blank’s customer development principles is to get customer validation prior to going through the expense of creating a product. You would do this through surveys, landing pages, mock screen shots, and letter of intents where potential customers agreed to be early users. Getting a customer to invest in a product before it is created may be the best way to validate the product before it is created and will be a great indicator on whether a customer would buy, or at least try, a product once created.

The feasibility of each of these scenarios is highly dependent on the rules that the SEC ultimately comes down with on what can be contained in a crowdfunding notice and how it may be delivered.

What else? How else could crowdfunding be used to generate revenue?

This post originally appeared on the seedinvest blog one of our great content partners. Check out the whole seedinvest blog here.

5 Tips For Entrepreneurial MBAs From TroopID’s Blake Hall

For entrepreneurs, business school presents a unique set of choices and opportunities that can drastically alter a founder’s chance of success — for better or worse.

I founded Troop ID while I was an MBA candidate at Harvard Business School in February of 2010. And while today we employ 17 people and sign up nearly 1,000 new members daily, our path to success would have been much swifter had I leveraged the resources at my fingertips while in business school.

Here are 5 of my top lessons — many of them learned the hard way — for other MBAs considering entrepreneurship:

1. Research vesting carefully.

If you have a co-founder, then you will inevitably face a choice about how to split ownership of the company. Initially, this will seem simple: 50/50. But what happens when your co-founder – comparing his ramen noodle diet to the average starting salary of your MBA graduating class — decides to take a high-paying corporate job several months later and wants to remain an equal owner?

That happened to me, and I felt physically ill for almost two months until we sorted it out. Fortunately, smart investors won’t invest in companies until non-full time founders sell back their shares, and, ultimately, that reality allowed me to resolve the situation. But the confrontation cost me precious time and it ruined my personal relationship with a classmate I had once trusted. Looking back, I could have gone down the hall to see Noam Wasserman, a professor at Harvard who literally wrote the book on optimal ownership structures for Founding Teams. I still kick myself over that missed opportunity.

2. Find a mentor.

MBAs are uniquely positioned to find a mentor who is invested in their success. While I would steer clear of pure academic types, there are usually plenty of successful entrepreneurs on faculty. If you develop a personal relationship with a successful entrepreneur who trusts you and is passionate about your venture, then you will have gained the most valuable asset of all: someone who can open doors for you within their trusted network. Since most MBAs are first-time CEOs or founders, sophisticated angel investors will often require that a person they trust sit on the board of the company.

My mentor, Kelly Perdew, helped me navigate multiple pitfalls that could have killed our business; he kept our chins up when the breaks went the wrong way; and he kept our eye on the ball when they started to go right. Kelly provided introductions to most of our current angels and he walked me through the financing process. He’s the single best thing to happen to me and my company.

3. Understand the commitment.

An MBA provides a safety valve that many other entrepreneurs don’t enjoy — a terrible thing for entrepreneurs, because it means that you can waltz out of your company at any point in time and land in a safe, high-paying job. I had a full-time offer from a top management consulting firm that paralyzed me the first few months after I finished business school.

Until I declined that opportunity, I couldn’t make the tough decisions about the best geographic location for the company, I wasn’t fully bought into my own vision and, most importantly, I couldn’t hire talented people or ask them to leave their jobs because that would be unethical. Only when I fully committed to making my company successful did I feel free.

I waited far too long to make this decision and I allowed my Facebook feed – filled with my classmates’ vacations and ski trips – to influence my thinking. After declining the job offer, the next year was even worse. I was lonely. My credit cards maxed out. But I never quit because I was passionate about the problem that I was solving.

4. Focus on your product, relentlessly.

Before we even had a product, I had built a sharp-looking Excel business model that projected a meteoric rise to success. I cringe now when I write about it because, while I understood financial modeling, I understood virtually nothing about building a company. Because I had business training, I thought that my job was to go out and build a sales and marketing plan and to develop relationships with other businesses. I pursued these activities at the expense of the product — the core of the business.

After a few months and a harsh (but much-needed) conversation with one of our seed investors, I stopped doing everything else until we nailed our product and validated our assumptions with small cohorts of customers.

Today, focusing on product first is a personal mantra. It’s also incredibly rewarding because it allows for a level of creativity and self-actualization absent in most other functions. MBAs are well-suited to leverage their business training to provide analytical rigor to validate customer assumptions based upon customer behavior with product features.

In the meantime, I’ve learned not to waste money selling and marketing a product that doesn’t solve a real problem.

5. Pitch everyone.

The biggest advantage of being an MBA is that you have access to virtually everyone you need to poke holes in your idea: faculty, lawyers, angel investors, VCs, corporate executives, classmates, and potential customers. Pitch everyone you meet while you are in business school, and soak in the feedback. After a few weeks, you’ll notice that the critiques you receive are clustered around perceived weak points in your business model or flaws with your product idea.

If you can gather the data to answer each one of those critiques, then people will start writing checks to you — and they will leave their jobs to come work for you.

America needs more talented leaders to choose entrepreneurship. Our best and brightest have the most impact when they build new products that solve meaningful problems and give people jobs. We don’t need more bankers and consultants. If you decide to go this route, I wish you the best of luck!

Blake Hall is the Founder and CEO of Troop ID, a digital authentication engine capable of verifying military affiliation online. An Airborne-Ranger qualified officer, Blake led a battalion reconnaissance platoon in Iraq for fifteen months during 2006 – 2007. He has written for The Washington Post, Foreign Policy, The Huffington Post and Vanderbilt Magazine. Thanks to The Economist, he is also the first Google result for the phrase “muscly entrepreneur.”

Check out more on TroopID at nibletz.com The Voice Of Startups Everywhere Else.

11 Founders Offer Advice On Getting A Job With A Startup

Startups are what are fueling the new economy. The bulk of job creation is coming from companies that are less than five years old, and startups are becoming more and more attractive. A lot of college students are finding the startup culture more attractive than traditional corporate America. These 11 founders offer tips to getting that post college job with a tech startup.

Become a Regular at Tech Meetups

“As with any industry, networking like hell is the name of the game. If you become a regular at tech meetups in your area, you’ll make the types of friends who can get you through the door at those startups you’ve had your eye on.”

– Steph Auteri | career coach, writer, and editor, Word Nerd Pro

Don’t Ask for Permission

“If you want to land an internship or a full-time job with a startup in your area, pick out the top ones that interest you and give yourself permission to start adding value for them. Literally. Don’t ask for their permission to start, just begin by creating something (e.g. a competitive research report, a SWOT analysis, or by finding bugs on their website). Showing initiative gets results.”

– Matthew Ackerson | Founder, Saber Blast

Be Incredibly Persistent

“The unfortunate truth is that most startups have an unorganized hiring process. Resumes and emails often get lost in the shuffle, and may not resurface when it’s time to make a hiring decision. Be persistent and keep emailing and applying until you get a response, one way or the other. Startups will appreciate your hustle.”

– Bhavin Parikh | CEO, Magoosh Test Prep

Crawl, Walk, Run

“The best way to work your way into a tech startup is to chose a few companies you’re super passionate about, and try to work your way into a job. You can do this by making contact with people at the company and trying to get a part-time job or internship to prove yourself. If they like you, they’re likely to then hire you full-time when they have an opening. It also lets you “try before you buy.””

– Jason Evanish | co-founder, Greenhorn Connect

Score Informational Interviews

“Informational interviews are a great way for students and new grads in any field to get to know professionals who can help point them in the right direction. Find a few people who have already gotten “in” and invite them to coffee to ask them about their experiences. They’ve been there too, so chances are they’ll love to help.”

– Allie Siarto | Partner, Director of Analytics, Loudpixel

Work on an Awesome Project

“Want a startup to sit up an notice you? Prove that you can do great things without needing someone to poke and prod you. Build something cool of your own: a small event, app or some other creative project proves your worth before they even consider hiring you. As an added bonus, you can prove that you have skills that don’t show up anywhere else on your resume.”

– Thursday Bram | Consultant, Hyper Modern Consulting

Be Willing to Start at the Bottom

“Even if you have 20,000 Twitter followers and graduated at the top of your class, be willing to do what it takes. You’ll get more responsibility if you’re willing to learn — it sounds counterintuitive, but it’s true. Be open to learning from people who are outside of your area of focus and interest. Ask to help with projects outside of the scope of responsibility. Show you care!”

– Susan Strayer LaMotte | Founder, exaqueo

Spoons and Windows?

“Startup founders get hundreds of emails per day, so yours will definitely get deleted before they even get to your sentence about you ‘being a hard worker who can add a lot of value’. To get noticed, send them something absolutely ridiculous. In the last year, I’ve done two big deals because I sent CEOs a 4-foot wooden spoon and a real window, based on conversations we’d had in the past.”

– Joe Cassara | Founder / CEO, You Need My Guy

Research and Development

“The easiest way to get a startups attention is to build something amazing. Pick out a tech startup of your choice, find their API docs, and build an awesome product on top of their service. As you’re working on the project, you’ll network with the startups developers — the next time they are looking for a hire, you’ll know their system better than most.”

– Wade Foster | Co-founder, Zapier

Be Open-Minded to the Startup Scene

“Keep an open mind for all different types of startups. You might have your heart set on a startup that focuses on sports, but could find a great job working for a startup involved with medicine.”

– Josh Weiss | Founder and President, Bluegala

Just Start Writing

“If you’re looking to get into the startup world, get yourself noticed by blogging. If you have certain marketable talents and passions, write about them. Then, share the content with as many people as you can. If you’re transparent in your writing by saying you’re hoping to be hired, your words just might land on the desk of an ideal decision-maker.”

– Logan Lenz | Founder / President, Endagon

We’ve got more startup tips for you, here.

The Pilot In Command: Facing Unexpected Obstacles Head On

Moe Glenner (photo: Huffington Post)

By Moe Glenner

As a professional pilot, I meticulously pre-plan my flight including strong and continuous consideration and planning for the weather. I can’t control the weather, but I can control how I react to it, including choosing to divert or not fly in it at all. However, there are times that, despite the planning, Mother Nature has her own little surprises. Regardless, as Pilot in Command (PIC), I must continue to safely fly the plane.

It is no different with life’s surprises for any of us. Sometimes, we can anticipate them and pre-empt either the change itself or its impacts. Other times, we may not be able to control the events themselves, but we can certainly control how we react to them and our consequential actions afterwards.

Ask yourself this question: Do events control you or do you control events? Or better yet, are you influenced by life events or do you influence life events? How many times are we faced with a situation that seems hopeless and resign ourselves to whatever fate presents?

Resignation is insidious. Sometimes when “the chips are down,” we will defer our own free will and ability to take charge of the situation and instead wallow in whatever was presented. Typically, this will happen at what I call a “failure moment.” For many of us, the failure is a fait accompli. It is time to accept the reality and finality and move on.

But if we look at the failure as not the end itself rather a means to an end, then the failure is just a speed bump to be traversed and not finality. In fact, failure might not be a bad thing in itself. Failure can spur as to be more innovative, better at what we do and possibly reach an even better solution than originally intended. The key is not to resign and/or give up when confronted with failure. After all, failure is an opportunity to be even better if we alter our mindset to accept it as an impetus for being better.

Once, an early morning airline flight was cancelled before I even left for the airport and then mysteriously reinstated with a long delay. Despite written notice of the cancellation, the airline refused to reschedule me without their requisite $250 rescheduling fee. Escalating the situation to senior management did not satisfactorily resolve the issue. In essence, I was out of luck and money.

At first, I was quite angry. How could the airline not take responsibility for its own screw-up? Why do I have to pay extra just to get them to rectify their own error? Why do I now have to placate my client about my non-arrival, even though it wasn’t my fault? What am I going to do about this in the future?

After the initial anger subsided and a calmer head prevailed, I decided to do something about it. I always wanted to be a pilot and fly to different places. Twenty years ago, I intended on taking flight lessons but somehow “life got in the way” (or rather, I allowed it to detract from my goal). Ten years ago, I intended to take flight lessons, but again “life got in the way.” Now, I was ready to do it and not have to rely on the airlines and their arbitrariness. With careful planning, I was ready to go.

Through considerable effort and dedication to learning, practicing and flying nearly every day, I was able to gain the various certifications necessary to not only fly myself in good weather, but even in poor visibility weather and to fly others around as well. As a professional pilot, I even have additional income opportunities available by being a corporate pilot for local companies. I was able to take an adverse experience, that for some is routine, and channel that into positive action. I was not and am not willing to concede to a culture of victimhood. I refuse to believe in “it is what it is.” I will only believe that “it is what you make it to be.” Of course, it helped that I was motivated to make the change and that I remained motivated throughout.

We are constantly faced with changes in our everyday lives. Some of them are (or can be) reasonably anticipated and perhaps even planned for. Others are sudden and/or involuntary. Either way, the only thing constant in life, is change. How we plan and react to these changes is critical to personal success and realization of our goals.

It is too easy and convenient to simply blame others for our own lack of success. We blame our society for all of its ills. We blame our government for their ineptness (even though it was us that elected them). We blame and blame and blame some more but with all of the blaming and pointing fingers, we ultimately concede control of our own destiny. As such, we have taken ourselves out of our optimal state and instead moved to the United States of Denial.

Denial is a powerful psychological weapon that we self-employ to keep away the truth. With apologies to Jack Nicholson (A Few Good Men), we can’t (and don’t want to) handle the truth. It is easier to close our eyes, ears, and brains and pretend that whatever ails us is not our fault. And it is therefore acceptable to blame whatever culprit happens to be convenient. We see what we want to see and believe what we want to believe, regardless of the actual reality or the truth. Except that we can and should handle the truth. How else will we improve? How else will we make ourselves and the world around us better if we won’t even concede that it is our problem to solve?

It would have been too easy for me to simply blame the airline and leave it at that. What guarantee would I have had that it wouldn’t happen again? I refused to be a victim and took concrete action that would reduce the likelihood of a repeat occurrence. This action required an investment of time, effort and money, but it would be difficult to argue that a solid return wasn’t achieved for that investment.

What happens when we inevitably hit that “bump in the road?” We must continue to fly our airplanes. When a pilot is on final approach for landing, he lines the plane up to land on the centerline of the runway with no drift and pointed down the runway. If he encounters a strong crosswind and doesn’t take positive corrective action, the plane will drift in the direction the wind is blowing. The plane might not be pointing straight and on landing might actually go off the side of the runway, damaging the airplane and possibly resulting in injuries (or worse). By taking immediate corrective actions, such as slipping or even a go-around to land on a different runway or different airport, the pilot affirms his control of the situation and allows for a positive and safe outcome.

Our intended goals should not be setback by a strong crosswind, a bump in the road, or even severe turbulence. We need to immediately recognize the situation and then take corrective action to stay on-track and continue pointed straight down the successful goal achievement runway. We are in command and we must stay in command to achieve positive results.

ABOUT THE AUTHOR

Moe Glenner is the founder and CEO of PURELogistics, a leading consulting firm that specializes in change management, and a regular speaker at trade shows and industry events. Glenner earned his MBA at Lake Forest Graduate School of Management and a Lean Six Sigma Black Belt Certification from Villanova University. In Selfish Altruism, Glenner explores the personal motives and emotions that can impact organizational change. Selfish Altruism ($13.95) is available at www.amazon.com.

Now check out this Guest Post, Startup Marketing Lessons From Everywhere Else.

58% Interested In Startup Equity Investments

Guest post by Andrea with SeedInvest.com

A new study conducted by EarlyIQ, the Crowdfund Professional Association (SeedInvest sits on the Executive Committee) and Crowdfund Capital Advisors has just been released, bringing with it some very encouraging statistics. The first national study of its kind, the study was an online survey of 480 respondents nationwide (with a minimum of $25K annual income), and found that 58% of all respondents indicated a high interest in early stage equity investment.

This figure was obtained by the fact that when asked to indicate their level of interest in equity crowdfunding on a scale of 1 to 10, 58% were in the range of 7 to 10. 22% fell into the 1 to 4 category, which meant little or no intent, 20% chose 5-6, which meant they were unsure. The survey also found that investors were likely to make two to three investments annually, giving on average slightly under $2,000 towards each investment. SeedInvest advisor Jason Best remarked, “The passage of the JOBS Act was a key milestone for democratizing capital in the US. This research demonstrates the broad appeal in middle-America and we believe demonstrates a mandate rollout of equity crowdfunding in the US.”

While we are excited about the public’s enthusiasm towards crowdfunding, perhaps the most important fact to consider from this study is that investment intent quadruples overall when a neutral third party provides review of the management team. When respondents who were likely to invest and had an annual income of over $75,000 were presented with a company of which they had no prior knowledge, 68% said they would invest only with third party information, with a further 16% saying they would invest even if there was third party information of a similar company but none of the target company itself.

Continue reading at Seedinvest.com

10 Tax Tips For 1099 Startup Employees

By Kevin Sandlin, Founder at @deductmor

It’s tax time. For tax accountants, it means filing extensions and sifting through piles of papers for clients. For W-2 employees, it means getting your stuff together to give to your tax guy. But for 1099ers, it means paying your taxes.

Didn’t use to be that way. Before 1943, everyone got all their pay in their paycheck, and everyone had to file and pay their federal taxes on or before April 15. During WWII, Congress introduced payroll withholding and quarterly tax payments with the vote of the Current Tax Payment Act of 1943. The U.S. Department of Treasury describes tax withholding as follows:

“It also greatly red

uced the taxpayer’s awareness of the amount of tax being collected, i.e. it reduced the transparency of the tax, which made it easier to raise taxes in the future.”

You gotta love Congress, don’t you? There’s your history lesson for the day.

It’s 100% your responsibility to pay Uncle Sam just because you got a 1099. YOU and you alone are responsible for paying the full amount of payroll taxes on the amount listed on the Form 1099.

“The 1099 form by itself is nothing. A 1099 means you’re liable for self-employment tax.” – Thomas Jensen, managing partner of Portland, Oregon-based Vaerdi Financial

Here are ten 1099 tax tips that should help you get through April 15 a little easier.

Health insurance premiums are tax deductible for the self employed. If you are self-employed, you may be eligible to deduct premiums that you pay for medical, dental and qualifying long-term care insurance coverage for yourself, your spouse and your dependents. Read the rules here.

Do your 1099 taxes quarterly. Doing something painful a little at a time makes it less painful. Keep that in mind for # 4 as well. You generally have to make estimated quarterly tax payments if you expect to owe tax of $1,000 or more when you file your return. Do the math: if you make ~$5k/quarter, pay estimated quarterly taxes.

Mileage: it’s your BIGGEST deduction. To get the maximum deductions for your business vehicle, you must maintain a written log of business miles. I don’t know anyone who does this. Instead, take a picture of the odometer every Monday. Make it a habit. Fifty-tive cents per mile adds up quick and big.

Set 25% aside from every single payment you receive. If you were a W-2 employee, you would pay (ok, the government would withhold) half of your Social Security (FICA) and Medicare tax. Your employer pays the other half. But you’re not W-2, are you? So guess who your employer is? YOU! You pay ALL of your FICA and Medicare tax. Put it in a savings account so you can’t touch it.

Know what you can and cannot deduct. Your taxable 1099 income is the same thing as your “net profit”, which is your 1099 income minus your deductible (‘ordinary and necessary to operate your business’) expenses.

The home office deduction. Do. Not. Miss. This. Deduction. Create a dedicated space to work from home. Measure it in square feet. Figure out the percentage of that space in relation to your whole house. You can deduct that percent of all your home expenses: utilities, mortgage interest, cleaning, repairs & improvements, water, etc.

Retire! OK, don’t retire yet, but think about it and put money towards it. The best tax write-off for the self-employed is a retirement plan. A person with no employees can set up an individual 401(k). As of 2012, the individual can contribute $17,000 as a 401(k) deferral, plus 25 percent of net income.

Go back to school. Any educational expense is potentially tax-deductible.

Keep every receipt. “Every receipt” means every receipt. Create a system that fits your 1099er lifestyle and stick with it. You want to reduce your taxable income (aka ‘net profit’) as much as possible. The IRS requires receipts for deductions.

Go digital! And there’s an app for that (shameless plug). Sign up for the beta at deductmor.com and you can get this service completely free forever. deductmor lets you knock out #9 and #10 simultaneously. Keep every receipt by going digital. Take a picture of every receipt. deductmor stores it (securely, forever), and organizes all your receipts every quarter (#2, check!) and every year into a report your tax accountant will swoon over.

Full disclosure: I founded deductmor. There are several other very good services for capturing receipts with your smartphone. I encourage you to check them out, and use the one that’s best for you.

Andrew Mason’s Farewell Memo Gets Rap Geniused By Marc Andreessen And Ben Horowitz

Andrew Mason was hot news this week. As you all undoubtedly know by now, the CEO of Groupon is CEO no longer. We didn’t report on Mason’s firing earlier because everyone else did and our good friends at Business Insider wrote so many articles about it we made up a drinking game.

Today though, we found out some epic news. Marc Andreessen and Ben Horowitz, of Andreessen Horowitz fame, have used their own portfolio startup, Rap Genius, to decode Andrew Mason’s epic farewell memo.

Andreessen Horowitz were in Groupon pretty deep, so it’s great that they’ve basically come to the aid and support of Mason via Rap Genius. They are also major investors in the lyric website that decodes rap lyrics.

Andreessen and Horowitz pointed out early on that Rap Genius could be used to annotate lots of things like poetry, stories, news and now farewell memos. What’s even better is that both founding partners worked on the memo together and while some of the entries are funny others are long form and offer great explanations.

For example in the first paragraph of Mason’s letter he says “controversial metrics in our S1,” Andreessen goes on to make this lengthy explanation:

Andrew is referring to the use of non-standard financial metrics in the company’s SEC filings, particularly in the IPO filing (S1).

As someone who was in the room as an observer at the Groupon board when the decision to use these metrics was made, I think Groupon was honestly trying to provide additional information that investors would find useful, which mirrored the way management thought about running the business.

However, no good deed goes unpunished, and widespread media paranoia about business metrics still lingering from the 2000 dot com crash combined with other missteps on Groupon’s part combined to make the use of those non-standard metrics highly controversial and ultimately negative for the company.

Horowitz shows his support of Mason when Mason says “As CEO, I am accountable.” Howoritz writes:

Andrew does the stand up thing and claims accountability. Make no mistake though—although he’s the only one accountable, he’s certainly not the only one responsible for all the things that went wrong. The board decided to take the company public prior to putting all the proper controls in place. The material weakness was nearly guaranteed at that point. Every one on the board plus the CFO and the bankers agreed those were good metrics at the time. But here as in every case, it’s not all the CEO’s doing, but it’s all the CEO’s fault.

On the lighter side, when Mason says “maybe I’ll figure out how to channel this experience into something productive,” a Rap Genius community contributor says that this means:

“FYI World. I’m open to a killer deal if you want to hire me. But I ain’t gonna be cheap!”

See the entire thing here at RapGenius.com

We’re on the nibletz sneaker strapped nationwide startup road trip part deux and we cold use your support.

Startup Marketing Lessons from the Everywhere Else

Brandery,Startup Branding,Mike Bott, Startup Tips, Guest Post

Mike Bott GM of The Brandery and former P&G Brand Manager talks about Branding for startups at everywhereelse 13 (photo: Allie Fox for NMI)

By Joe Recomendes, Command Partners

I recently had the opportunity to attend the Everywhere Else conference in Memphis, TN to meet and learn with many promising startups from across the country – Dan Rogers of Millenium Search, LLC has outlined some of the most promising companies in attendance on his blog – but I was there to focus on marketing for the startup community. The conference was founded to provide a networking opportunity for startups not based in the hubs of New York or Silicon Valley, but rather those entrepreneurs cutting their own paths “everywhere else” in the country.

I was there not as a startup, but as a marketing agency looking to see what startups are doing to market themselves and learn from other successful founders. Scott Case, the CEO of Startup America, provided a crucial wake-up call to the founders in attendance – “It’s not ‘if you build it, they will come,’ it’s ‘If you market it, they will come.” Startups everywhere need to pay attention – you may have a great idea, but if no one knows about it, it will not work as a business.

A branding session by The Brandery outlined the following steps that every startup should consider when beginning a marketing strategy and build a brand pyramid, the foundation of all marketing messaging:

Brand Promise – The essence of your brand, and the highest-level benefit that your company or products contributes to the consumer.

Brand Positioning – The value statement of your company or product, similar to an elevator pitch. Why does anyone need the idea that you are bringing to market?

Brand Character – The portrayal of your idea that should convey truth and inspiration while demonstrating the need for your idea.

Brand Attributes – The base level of your brand, which should illustrate points of difference and points of parity between your product or idea and your competitors.

Once you have your brand defined, it’s time to consider how you will market your idea, and through which channels. Startups should consider the following strategic marketing initiatives:

A Website – Absolutely, a must have for traffic, leads, and information about your company. This should be the foundation of your marketing channels, and should be optimized to capture and convert leads. All other marketing efforts should drive people to the site. While I won’t go into detail here, it is also important to support your website through SEO, PPC, email marketing, and other website marketing efforts.

Public Relations – Depending on the quality of your media outreach efforts and the potential importance of your idea or business, public relations can either be a huge boon or wasted time. As a technology startup, getting coverage in Mashable, Techcrunch, VentureBeat, etc. can catapult you into the public sphere, but the chances of getting this coverage without properly curating your pitch and relationships are slim.

Social Media – While time-consuming, a well-groomed presence on social media can give an air of credibility to your brand, while allowing for communication distribution and engagement with your key audiences. Start with a presence on Facebook, Twitter, LinkedIn, and Angel’s List. These four networks will allow you to engage existing consumers, find new leads, and show a presence to potential investors.

A Pitch Deck – For getting new investors, a pitch deck will be a crucial piece of your marketing mix. Ensure that it is short but impactful by providing the information that investors need, and consider revising your deck for each pitch based on the conversations that you have had with the investor prior to your meeting.

Marketing a new startup can be time-consuming, but is of paramount importance to achieve awareness, recognition, and success. If you’re unsure where to start, hire a startup marketing agency to help define your brand and business goals, and execute your marketing strategy for you.

What have you found to be the most valuable channel for marketing your startup, or what other advice would you give? Let us know in the comments.

Command Partners is a Charlotte based internet marketing company with a passion and love for startups. Find out more at commandpartners.com

Don’t miss everywhereelse.co 2014 more information can be found here

Beware the Ill-Planned Innovative Rollout

Startup Tips, Guest Post, Moe Glenner,nibletz,huffington post

Moe Glenner, Founder PURELogistics (photo: Huffington Post)

By Moe Glenner, Founder PURELogistics

It happens repeatedly. A company adopts a new technology platform that ostensibly will ease the workload, streamline operational processes and result in overall gains in efficiency and budget spending. The intention is spot-on but the execution is decidedly less so. A post-mortem will usually reveal errors in the execution but misses the real culprit: planning errors. While Garbage In – Garbage Out (GIGO) is true for any process, it is especially apparent in change initiatives. If the initiative is not planned properly, the end result will almost always reflect that lack of planning.

I frequently observe companies that attempt technology-based change initiatives with the latest and greatest new technologies. Many believe that the provider of this technology will also ensure that their technology will successfully effectuate the intended changes. They effectively defer the planning, execution and most importantly control to this third party. More times than not, this recipe fails and takes the change initiative down with it. The result; blame the technology and try to find a “better” technology. In other words, they blame the equipment and not themselves.

When my clients engage my consulting services to help effectuate change, I advise them that successful change involves a three-step process: Plan, Communicate and Execute. These are not mutually exclusive, as each step comprises elements of the other two steps.

Step 1 – Plan

Since planning is the most critical step, most of my attention will be here. Successful planning necessarily means an objective discovery of the real problem driving the change. Frequently the stated and/or obvious problem is not the real problem, rather a symptom of a bigger underlying issue. We can better discover the real issue by channeling our inner four-year old and repeatedly ask why. In Total Quality Management (TQM), the 5-Why Process is a useful tool to achieving real issue discovery.

For example, if we are having trouble staying compliant with the Unsafe Driving portion of CSA:

Q1: Why are we having this trouble?
A1: We’re ticketed too often for speeding, illegal lane changes, etc.

Q2: Why are we getting ticketed so often?
A2: Because our drivers are rushing to make their deliveries

Q3: Why do they need to rush to make their deliveries?
A3: Because their schedules require them to make x number of daily deliveries

Q4: Why do we need to schedule so many deliveries per driver?
A4: Because otherwise we can’t meet our service commitments

Q5: Why are our service commitments so tight?
A5: Because the competitive landscape requires them.

The 5-Why Process doesn’t have to repeat 5 times and it could actually be more than 5 questions. When we hit a why, that we don’t have a clear answer for, we likely are at the real issue.

Once we have discovered the real issue, we need to properly define the scope of both the problem and its intended solution. A frequent planning occurrence is when the problem is clearly defined, but the solution slowly expands to include more than just the problem. In project management terms this is called ‘scope creep’. While it is admirable that a solution goes well beyond what it’s intended for, if the ‘well-beyond’ is not planned for, it could compromise the entire initiative. The signs of scope-creep will usually include budget and time overruns.

Once the scope has been established, proper risk management must be employed. What are the risks involved with rolling out this new technology? If it’s an EBOM rollout, will our veteran drivers have trouble with it? If they do have trouble, can we provide them the proper support? With the difficulty in finding new drivers, what is the risk with rolling out this initiative and possibly losing some veteran drivers? What is the plan if we do lose these drivers? While we cannot possibly plan for every contingency, we can plan for every category of risk. This will give us a significant head start in successfully addressing the problem and continuing on unabated.

Step 2 – Communication

There is no such thing as over-communication. The key is to provide honest, constant and relevant communication between the change team members, upwards to senior executives and outwards to those that will be affected by the change. This communication must take place in every step of the change process for the initiative to be successful. Since most of us resist change primarily due to the fear if the unknown, we must make special and concerted efforts to combat this through every form of organizational communication (i.e. face-to-face, email, video conferencing, etc.). Most importantly, if we don’t have an immediate answer, we must honestly and in a timely fashion, communicate this as well.

Step 3 – Execute

Assuming that we have planned and communicated properly, we still must execute according to plan. If we have planned properly, than the likely ‘hiccups’ inherent in any change initiative will have been planned for and can be addressed according to plan.

The end result will not be an ill-planned innovative rollout, but a rollout that encompasses the best of change management and, most importantly, accomplishes its intended goal(s).

Moe Glenner is the founder and president of PURELogistics, a leading consulting firm that specializes in organizational change. He earned his MBA at Lake Forest Graduate School of Management and a Lean Six Sigma Black Belt Certification from Villanova University. Glenner’s new book, Selfish Altruism: Managing & Executing Successful Change Initiatives ($13.95 | Amazon), explores best practices in organizational change. For more information, visit www.moeglenner.com.

ProHatch Launches Online Crowdfunding Incubator

Ten months ago, after the passage of the Jumpstart Our Jobs Act (Jobs Act) we saw a huge jump in the number of crowdfunding startups. The JOBSAct permits the early stage funding of startups through everyday people who don’t fit the requirements to be considered “accredited investors”.

Once the Securities and Exchange Commission finishes preparing regulations for online crowdfunding of businesses, friends, family members and even customers will be able to help fund a business in exchange for a small equity stake with no formal experience in venture capital or angel funding.

This form of investing takes its cue from already existing successful crowdfunding sites like KickStarter, and Indiegogo. The main difference now is that people are funding companies, ideas, projects and products through a donation platform that often leads to perks and rewards when donating at a certain level.

As crowdfunding for equity approaches reality ProHatch, an already existing crowdfunding company, is now offering an online crowdfunding incubator for all entrepreneurs to learn the ins and outs of what lies ahead to those considering crowdfunding as a method of raising funds for their business. The company offers an alternative method to small businesses and philanthropy organizations wanting to fund their projects and ideas by using the power of the crowd and their innovative Phase-to-RaiseTM donations & rewards-based crowdfunding process.

All entrepreneurs can NOW register for the program by visiting www.prohatch.com. Registration runs from February 20 – March 15. Moreover, ProHatch’s 2013 Online Incubator Program will broadcast in a three part series running Monday – March 18; Wednesday – March 20; and Friday – March 22 at 11am-12pm eastern.

The ProHatch team welcomes everyone who is interested in using crowdfunding as a means of capital formation to participate in our Online Crowdfunding Incubator Program called Coffee & The Crowd,” said Liz Kulik, Co-Founder of ProHatch. “Entrepreneurs will be able to join us for three information packed hours over three days, and get a wealth of expertise and insights from business and crowdfunding leaders, as well as learn if donation, reward or equity based crowdfunding is right for their business.”

The Online Crowdfunding Incubator Program for ALL entrepreneurs includes:

• A Free Training/Educational Series called “Coffee & The Crowd” – an online webinar training program series that gives participants and opportunity to enjoy a free cup of Starbucks coffee, compliments of ProHatch, while being educated on the latest information about crowdfunding and business preparation by both ProHatch and industry experts. The training courses will take place over the course of one week, with three one-hour webinars on Monday March 18, Wednesday March 20, and Friday March 22, all at 11am ET (US). Topics will include Crowdfunding 101 & The JOBS Act, How to Enhance Your Projects, How To Prepare Your Business, and Using Social Media To Build Your Crowd.

In addition, from all those who participate in the Online Crowdfunding Incubator Program, ProHatch will select 50 entrepreneurs who have chosen ProHatch as their crowdfunding platform, to earn a scholarship for participation in an extended Incubation Program that will run concurrently with their ProHatch Crowdfunding Campaign. As part of the extended Incubation Program, ProHatch will deliver an array of Advisory Services including additional training opportunities, free access to a social media and publicity platform, and several hours of free business consultation.

For more information or to register click here.