Hosted by TalentPuzzle. From the incredibly successful Scaling Startups event held at the Kia Oval on the 12th September 2013. Delegates enjoyed talks from Tom Allason- Shutl, Titus Sharpe- MVF Global, Alicia Navarro- Skimlinks and many more.

1. Scaling Startups
September 12th 2013. London
#ScalingStartups @TalentPuzzle

2. Scaling Startups
Ben Fletcher, TalentPuzzle
@benfletch
#ScalingStartups @TalentPuzzle

3. Scaling Startups
September 12th 2013. London
#ScalingStartups @TalentPuzzle

4. Chris Tottman @NotionCapital
Building a winning team:
Recruiting Star Players

5. Chris Tottman @NotionCapital
FUNDS
6 Inv.
20 to go
9 Inv.
4 Fund Ret.
$30m $110m
2000 Cos Reviewed

6. Chris Tottman @NotionCapital
$1 billion
2k jobs
7yr Hot 100

7. Chris Tottman @NotionCapital
9yrs to build
9m users
20k customers
$150m revenues
$700m exit
0 to 650 people
MessageLabs

8. Chris Tottman @NotionCapital
30 Biggest SaaS providers solved the 3
biggest challenges facing every
founder/CEO:
• Acquiring capital
• Consuming customers
• Hiring the best talent
We believe category leadership is a talent
driven economy…

9. Chris Tottman @NotionCapital
You must fill the gaps
with world class talent &
remain capital efficient
You have to continue to
out hire the competition
in each area YoY

10. Chris Tottman @NotionCapital
What we look for: Cultural View

11. Chris Tottman @NotionCapital
The Big Questions
 Early - Winners are always winners so tell me about your track
record of winning?
 Early - Whats the gap btw what we need and where you're strong?
(needs analysis)
 Middle – Deeper analysis of the above
 Final - How will you transform our business? (whats in it for us)
 Final - How will you migrate into our business over 100 days?

12. Chris Tottman @NotionCapital
Top Tips
 Selling then Interviewing
 Exciting then formal (but always expressing
the entrepreneurial personality)
 Make it competitive
 Direct & Recruiters (an extension of your
Exec)
 Design the Org in detail & then hire explicit
to that (don't design jobs around people)
 They have to be world class in 3 or 4 areas
not good at a long list of areas
 Everyone can blackball any candidate with
good reason
 Loads of formal and soft references all the
way through
 Go for a pint / dinner

13. Chris Tottman @NotionCapital
Smart & a
little mad?
Big Market
& Big Pain?
Scalable
Business?
Let’s Talk
ctottman@notioncapital.com
www.notioncapital.com

14. Scaling Startups
September 12th 2013. London
#ScalingStartups @TalentPuzzle

15. Andy McLoughlin, Co-founder
Follow me @bandrew

16. Users in 100,000+
organizations
Content collaboration for
government & enterprise
London, San
Francisco, NYC, Washington
DC
Founded in London in late 2006
170 staff across four offices in two countries
Raised $40M in venture capital across three rounds
Investors include Eden Ventures, Matrix Partners, Jafco Ventures,
DAG Capital, In-Q-Tel and Webex founder Subrah Iyar.

21. International expansion,
culture and comms
(or how I learned to stop worrying
and love the 8 hour time zone difference)

25. REALLY
Do you
need to be there?

27. Everything I’ve learnt about
*international expansion in about
20 minutes
(* to the US generally and SF in particular)

28. Gaping void silicon valley
Navigating the US
http://gapingvoid.com/2008/08/05/silicon-valley-map/

29. Google map – SF to San Jose
San Francisco
(hipsters and winos)

30. Google map – SF to San Jose
Silicon Valley
(khaki and Googlers)

31. It’s kind of like Reading

32. (but with sunshine and palm trees)

33. Borrowed from http://www.orkposters.com/sanfran.html
For Huddle, it was always going to
be San Francisco

34. Location sorted. You’re on
your way!
• Create US entity
• Register to trade in
State of California
• US banking
• Visas
• Hiring + benefits

35. Regardless of where you
trade, incorporate in Delaware
• Generous tax benefits, well-defined body of case law
• Suck up the cost and get a lawyer to sort this
• Valley lawyers often willing to defer costs until VC
financing and trade cost for equity

36. US banking for business
• They’re connected to
everyone in the valley
• Regular networking
events
• Venture debt and working
capital facilities
• Set up US accounts from
the UK
• Now also offer UK
banking
www.svb.com/accelerator

37. US banking for you
• Opening a personal US bank account is
easy but getting credit isn’t
• Every ATM charges a fee
• The answer = HSBC Premier
• Free, instant transfers between
international accounts, all ATM fees
repaid, credit card based on UK credit
• Accounts can be opened from the UK

38. Company sorted!
Let’s get to work!
• Create US entity
• Register to trade in
State of California
• US banking
• Visas
• Hiring + benefits

39. FACT
It’s very naughty to come to the US and
work without a visa

40. With the ESTA you are allowed to stay for up
to 90 days, do business for your foreign
company (partner meetings, client meetings,
board meetings, conferences) and perhaps
take a holiday.
But you absolutely cannot work for a US
company. Oh no.

41. Many visas, many options
There are a ton of options (including
temporary and student visas) but the most
popular are:
• H1-B (Highly skilled migrant)
• L1-A (Intercompany transfer)
• O-1 (Alien of extraordinary ability)
• E-2 (Investor visa)

42. Hands up who likes
filling in forms?
Visa applications are paperwork-
intensive process and one slight
error will void your application so
use an attorney!
Suhi Koizumi & Olivia Serene Lee
Minami Tamaki LLP
360 Post Street, 8th Floor
San Francisco, CA 94108
www.MinamiTamaki.com

43. Premium processing L1-A
 You must be outside the US to apply
 You must attend the local embassy in person
 Entering the US during the visa application is allowed but frowned
upon. Make sure you can prove the trip is temporary!
Company
Submits Petition
Application
[day 1]
Petition
Approved
[day 20]
Submit Visa
Application
Online [day 21]
Embassy
Interview
[day 25]
Passport
Returned
[day 30]

44. My visa hell experience (2010)
Submit application
and begin ‘business
trip’ to US [day 0]
Begin hassling
attorneys
[day 45]
Lose temper and
cancel 1st application
[day 50]
Re-apply, paying for
premium processing
[day 51]
Learn colleague’s
application
approved. Lose shit.
[day 52]
Application returned
with Request for
Extra Information
[day 66]
Submit Extra
Information [day 75]
3 month visa
expires, leave US
quickly [day 89]
Application
approved. [day 95]

45. Approved Petition
+
Passport with L1-A
+
Stamped I-94
=

47. Making your first US hires
• Create US entity
• Register to trade in
State of California
• US banking
• Visas
• Hiring + benefits

48. International hiring 101
Hiring in the US is broadly the
same as hiring anywhere else.
Don’t hire people you might hate,
make sure they can do the job, use
your network, use LinkedIn, hire an
in-house recruiter at scale, avoid
agencies etc.

49. (but if you do need a recruiter)
Connery Consulting (conneryconsultingllc.com)
have staffed for Salesforce.com, Zendesk and
many others.
Betts Recruiting (bettsrecruiting.com) specialise is
sales, marketing and business development. They
throw fun parties.

50. Gross generalisation #1
Hiring in the US is relatively easy
True! Firing is also easy. Get at-will
contracts from your lawyers. 3 month
probation period and let go early if not
working.

51. Gross generalisation #2
Valley people are more start-up savvy
True! It’s all about the options pool. Bonuses
less common. 15 days vacation. More
flexibility but people know their market
value and expect to be looked after.

52. Gross generalisation #3
British humour is always acceptable
False! Keep it out of interviews. No bad
taste jokes. Don’t ask people their age or
personal questions. If you think it might
be inappropriate, it probably is and you
may get sued for it. Just don't.

53. Gross generalisation #4
A great package of extras is expected
True! The more you offer, the more
attractive you will be. This means great
healthcare, lots of snacks in the office,
lunch (and dinner) provided, Aeron
chairs...

54. Actual start-up snack room

55. Primer: US healthcare
• Healthcare with vision and dental is expected
• This will cost around $500 per employee (extra for
spouses and children)
• Even the best health insurance only covers 90% of
cost of an accident
• Most popular plans in CA are Anthem Blue Cross,
Blue Shield, Cigna, Kaiser
• We chose Anthem Blue Cross EmployeeElect (with
$20 copay)
• Use an HR partner to coordinate (unless you’re a
masochist)
• Trusted local partners include Advisor (advsor.com)
and TriNet (trinet.com)

56. The other stuff: US payroll,
social security, IRS etc
Like company formation and healthcare,
don’t even bother doing this yourself. It’s
a massive, massive distraction.
Again, Advsor or TriNet are recommended.

57. It’s f*cking expensive!
•$50k to get a team up and running (visas, flights, office,
accommodation, payroll, taxes, incorporation)
•5-10% of this cost to cheat 

58. Dealing with
distance

59. Transplanting culture
• If you can, start with a founder
• Consider bringing a small number of
established team
• Bring what’s best about your company
• Be prepared to spend a lot of time with
your new team outside of the office
• Try and make each new office better than
the last

60. Communicating with home
• You get up earlier (7am starts
are normal)
• UK team work later
• VOIP office phones
• Google Voice for cheap calls
via your mobile
• Weekly all-hands with video
conferencing

61. Thank you!
@bandrew | @huddle

62. Scaling Startups
September 12th 2013. London
#ScalingStartups @TalentPuzzle

63. Innovative approaches to recruitment and the roles of the founders

64. Alicia Navarro & Joe Stepniewski – Skimlinks founders

65. What have we done right?
• Currently have 66 employees
• Out of our current employees:
– 100% of people that started with us in 2008 are still with us
– All but 1 person that started with us in 2009 are still with us
– All but 3 people that started with us in 2010 are still with us
– 100% of people that started with us in 2011 are still with us

66. Hiring in early days…
Costs matters more Culture fit matters more
General skills matter moreSense of ownership matters more

67. Look in unlikely places

68. Make it hard to apply

69. Try to shock during interviews to find out the
truth

70. Look open-source & project involvement

71. Hire future entrepreneurs

72. Widen pool of potentials: become a visa sponsor

73. 73
Personalised packages that show you listen & care

74. “Leithification”

75. Aim for a Rainbow Family

76. 70% 30%
Ratio Men:Women

77. 21 nationalities
Australia, Austria, Brazil, Canada, China,
France, Greece, Hungary, Irish, Italy,
India, Japan, Pakistan, Poland, Portugal,
Singapore, South Africa, Sweden,
Ukraine, United Kingdom, United States

78. CEO lunch

79. Be open-minded about matching people to roles
Blogger with no degree
Personal Assistant
Communications Manager
Marketing Director
CS grad with no experience
Data input intern
Business Development
Product management
Grad with no experience
Account Management
Business Development
Future CEO
CS grad with no experience
Categorisation intern
Operations Manager
QA Manager

80. Interns and grads are the lifeblood of a startup
15% of our current employees joined us as interns

81. Don’t hire too many or too quickly…
… else expect churn

82. Create traditions
Fleetwood Fridays Christmas parties
Welcome questions #skimlove

83. Understand and foster your culture

84. Make start-up education part of overall package

85. Celebrate wins, especially technology successes

86. Hire internal HR at about 20 people

87. 100% of employees interviewed by a founder

88. Founders will spend 30% on hiring & retention

89. Alicia Navarro
@alicianavarro
alicia@skimlinks.com

90. Scaling Startups
September 12th 2013. London
#ScalingStartups @TalentPuzzle

91. Scaling Startups
September 12th 2013. London
#ScalingStartups @TalentPuzzle

100. Scaling Startups
September 12th 2013. London
#ScalingStartups @TalentPuzzle

101. The Secrets of Creating A Great Company
Culture
titus.sharpe@mvfglobal.com @titussharpe

111. MVF helps Companies Acquire New Customers Across the World.
278%

112. A B C
0-5 6-50 50+
How Many Staff In Your Company?

113. The Secrets of Creating A Great Company
Culture
1. The End Goal
2. Six Human Needs
3. Hiring Secrets
4. Scaling Culture Secrets
5. Acquisition Culture Secrets

114. The End Goal
a. Great Lifestyle Business
b. Exit from Trade or Float

115. The End Goal
Business Model Scale Culture

116. Business Model:
The Importance Of Gross Profit

117. Define the Culture You Need
To Achieve Your End Goal

118. MVF Culture
Energy & Ability to energise others
Passion
Gets the job done
Smart
Energetic and Smart Marketing Culture

119. MVF Culture
Energetic and Smart Marketing Culture
Energetic, Smart, Data Driven Sales & Marketing Culture

120. The Secrets of Creating A Great Company
Culture
1. The End Goal
2. Six Human Needs
3. Hiring Secrets
4. Scaling Culture Secrets
5. Acquisition Culture Secrets

121. We Are Apes98.8%

122. Six Human Needs
1. Connection & Love
2. Growth
3. Significance
4. Contribution
5. Variety
6. Certainty & Comfort
VS
Huge Salary

123. Build A Family

124. Real World Gamification
• Employee of the Month
• Awards Ceremonies
• Big Gun Prizes
• Flags

125. Fact For Granny
• Awards
• Press
• Milestones

126. Celebrate Events
56p
£1
£14

127. Encourage the Extra Curricular

128. Six Human Needs
1. Connection & Love
2. Growth
3. Significance
4. Contribution
5. Variety
6. Certainty & Comfort
Build A Family
Real World Gamification
Fact For Granny
Celebrate Events
Encourage The Extra Curricular
Happier Staff
Lower Salaries

129. The Secrets of Creating A Great Company
Culture
1. The End Goal
2. Six Human Needs
3. Hiring Secrets
4. Scaling Culture Secrets
5. Acquisition Culture Secrets

130. A
2.2 Class
Geography
Cambridge University
1st Class
Geography
Bolton University
B

131. Energy

132. The Extra Mile
Sporting, Organisational, Intellectual
• Organised a Rock Concert
• Fulbright Scholar
• Captain of Local Football Team
• Completed an Iron Man
• Organises Coding Dojos
• Published in Scientific Journal As An Undergraduate
• Won Commonwealth Silver Medal

133. Hire Slow, Fire Fast
• Never, Ever, Ever, Ever Rush A Full Time Hire
• Google’s Six Interviews
• Felix Dennis’ 30% Certainty Rule for External Hires vs Internal

134. Hiring Grads
• Hire Aptitude, Over Experience
• Hire Energy, Brains and Passion
• Look For The Extra Mile
• Ensure Interest in Digital Media (if Internet Start-Up)

135. Hiring Techies
• Moving to London/UK for first time
• Give them their London/UK Community
• Gumtree
• Github & Stackoverflow
• 1+ years experience @ quality company

136. Non-Execs
• Entrepreneurs Vs Financiers
• Private Equity and Venture Capital Networking

137. Cheap Job Posting
95%

138. Right People On The Bus,
Right People Off The Bus

139. The Secrets of Creating A Great Company
Culture
1. The End Goal
2. Six Human Needs
3. Hiring Secrets
4. Scaling Culture Secrets
5. Acquisition Culture Secrets

140. Hunt In Packs

141. The Big Jump
<50 100+

142. Hurdling The Big Jump
100+Making the Company Network Tighter
• Socials & Sports
• CEO & Management Lunches
• Company Buffets
• Yammer vs Google+
• Employee Survey
• OMMA – Once Monthly Management Assemblies
• All Directors & Managers Run Training Programs
• Cross Company Mentoring
• Performance Management/Objective Setting Systems
• Structured Company Levels

143. 6 Levels
6.Executive
5.Senior
Executive
4.Manager
3.Senior
Manager
2.Head
1.Director
Management OR Specialist

144. Employee Survey

145. Hurdling The Big Jump: From Pivot to
Process
Commercial
Pivoters
Process
Builders
Timeline
Pivot
1
Pivot
2
£1m
£10
m
Main
Business
New Ventures

146. The CEO’s Evolution
Timeline
Pivo
t1
Pivo
t2
£1m
£10
m
Product
Sales
HR
Comms
What They Do
Recruiter C-level Headhunter
Product Manager Product Strategist
Salesman Public Face
1on1s Management/Board Meets
Everything Delegate

147. The Secrets of Creating A Great Company
Culture
1. The End Goal
2. Six Human Needs
3. Hiring Secrets
4. Scaling Culture Secrets
5. Acquisition Culture Secrets

148. Great White Sharks

149. Market Leaders vs Tuck Ins

150. £1,400,000,000
*Source - UK M&A Market – Experian CorpFinance

151. 17
*Source - UK M&A Market – Experian CorpFinance

152. The Secrets of Creating A Great Company
Culture
1. The End Goal
2. Six Human Needs
3. Hiring Secrets
4. Scaling Culture Secrets
5. Acquisition Culture Secrets
titus.sharpe@mvfglobal.com @titussharpe

153. Scaling Startups
September 12th 2013. London
#ScalingStartups @TalentPuzzle

154. Scaling Startups
September 12th 2013. London
#ScalingStartups @TalentPuzzle

155. Make the product do the work
Jasper Westaway

156. 0
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
1
6
11
16
21
26
31
36
41
46
51
56
61
66
71
76
81
86
91
96
101
106
111
116
121
126
131
136
141
146
151
156
161
166
171
176
181
186
191
196
201
206
211
216
221
226
User growth (weekly, 5%)
Year 2 Year 3 Year 4
1,204
users
192,460
users
100
users
Year 1
15,223
users
2,433,240
users

157. Scaling = Year 4
Stressed & tired
Under-resourced
Distracted by new projects
Bored by existing project

158. Let the product do the scaling

159. Keep the product simple

160. Rethink your product as a virus
k = i * c

161. Focus on the product machine…

162. …not the sales team
• Delay building sales and marketing teams until
unavoidable
• Let the product be the sales engine

163. Let your culture be the product

164. When product does your work, users
do your work

165. Scaling Startups
September 12th 2013. London
#ScalingStartups @TalentPuzzle

166. www.schuch-associates.com
How founders can add the most value
to their businesses:
Focus on core, Delegate chore
Len Schuch
September 2013

167. www.schuch-associates.com
Len Schuch
Schuch Associates – Director
Ubiquisys - Co-Founder
Orange
Vodafone
BT
Other Stuff
167

168. www.schuch-associates.com
Why we do it!
168

169. www.schuch-associates.com
Ubiquisys Profile
• Three Founders: Len Schuch, Will Franks, Pete Keevill
• Investors: Accel Partners, Advent Venture Partners, Atlas Venture, 5
Continents Consulting Group, Pacific venture partners, Sercomm
Corp, UMC Capital Corp, Yasuda Enterprise Dev Co. T-Mobile
Ventures (Past Investors include Google and NEC)
• Consistently Rated No. 1 in Industry Rankings
• Staff: 120
• Customers across Europe, Asia, Middle East, Americas
• Key Partners: NEC, NSN, Cisco, Intel, Broadcom,
169
• Leader in Intelligent multimode LTE / 3G / WiFi
small cells deployed by operators around the
world.
• Pioneers on a $billion industry
• Founded in 2004

170. www.schuch-associates.com
Turning an idea into reality
170
The Idea The Product

171. www.schuch-associates.com
How the technology worked
171
Copyright: Ubiquisys

172. www.schuch-associates.com
The changing environment
172
12 Months
2 Months
9 Months
6 Years +
From dining room….. to glass fronted office

173. www.schuch-associates.com
A Few Pre-Funding Activities for the Founders
173

174. www.schuch-associates.com
When you need help…….get it!
174
Its very easy to be overwhelmed

175. www.schuch-associates.com
Where to find your resources
Previous business colleagues
VC / Advisory Board contacts
Find / hire a trusted HR consultant
175

176. www.schuch-associates.com
Scaling the Company
176
Ubiquisys
Executive
CEO
Board
Chairman
Administrative
Sales & Marketing
Sales
Marketing
Technical Sales
Business Development
Partnerships & Channels
Finance & Legal
Finance
Legal
Purchasing
HR
Programme Management
Manufacturing
Technical
Network Systems Engineering
RF Systems Engineering
Software Development
SW integration Testing
SW Production Test
SW Development Management System
Hardware Development
Firmware Development
Firmware Testing
Customer Trial

177. www.schuch-associates.com
Evolution of the company structure
177
Growth Stage
Scaling the business
Establishment Stage
Defining of processes & roles
Nascent Stage
“All hands on deck”
CompanySize
Time
• Established Departments
• Procedures / systems in
place
• Design for Efficiency
• Transformation of culture

178. www.schuch-associates.com
The Founders
178

179. www.schuch-associates.com
Skills Audit
179
What are my skills?
Can I take the company to
its full potential?
Is this a $10m or a $100m+ company?
Can I carry the investors & board?

180. www.schuch-associates.com
A founding CEO or a hired CEO
“Rich or King”
• Study by Noam Wasserman of Harvard Business School
• 460 start-ups since 2000
• Founders predominantly maximised value of their equity stakes by
giving up CEO position and Board control
• Another Study of 212 start-ups
• Less than half of founders were still CEO after 3 years
• Less than a quarter reached IPO
180

181. www.schuch-associates.com
When to make the transition?
• Skill audit must be made from the start
• Bring in early to shape the business:
• Product
• Organisation
• Influence on Culture
• Still be able to Bond with the Founders
• Prior experience to scale the company
Source: Essay on Entrepreneurship by Reid Hoffman: 2013

182. www.schuch-associates.com
Our decision to hire externally
182
Scale Visible that potential industry size would
be in $100m’s (is now a $billon industry)
Investment Successive funding rounds required
- 5 rounds in total
Partners Global partners and customers –
contacts at CEO level
Engineering Breakthrough engineering required
Strategic Strategic thinker for a new paradigm

183. www.schuch-associates.com
Finding Roles for the Founders
183
Len
Will
Pete
CEO
Seed & A’ Round After A’ Round
CEO VP Business Development
Chris CEO
Chief Technology Officer
VP EngineeringVP Engineering
Chief Technology Officer

184. www.schuch-associates.com
What brought us Success
• A strong bond between the founders - similar goals and vision
each bringing a different but compatible skill to the venture
• Being open and honest – creating a culture of respect
• Succeeding at what we did know, gaining help for the things we
didn’t.
• Hiring a heavyweight and visionary CEO at the right time –
not too early – not too late
• Bringing in appropriate advisors when required
• Delivering the best in breed technology
• Continuous Innovation – keeping us ranked at No1.
• 101 other things
184

185. www.schuch-associates.com
Thank You

186. Scaling Startups
September 12th 2013. London
#ScalingStartups @TalentPuzzle

187. Remaining agile and
repricing risk as you scale
Jonathan Quin
CEO, World First
@world_first
@jonathanquin

188. Agility
i. Why scale?
ii. What is agility?
i. Adapt rapidly
ii. Maintain/Improve efficiency
iii. Why by agile?
iv. Transform and reinvent

189. Maintaining Agility
i. The stages of growth
ii. Adapting starts at the top
iii. Delegate, delegate, delegate
iv. The 5 tiers of potential managers
v. Employees must understand growth
plans
vi. 26%
vii. The weekly meeting
viii.The PA

190. Organisational Intelligence
i. HR manager
ii. Beermat Entrepreneur
“Product/Operations, Sales, Marketing
, IT, Finance, HR”
iii. Hire for now, 1-year and 3-years’
ahead
iv. 6-monthly management assessment

191. Organisational Progress
i. Need process people and project
people
ii. Jung, Myers-Briggs, Keirsey, Belbin
iii. Need balanced teams
iv. Role definitions = less fluid
v. Understand your strengths and
weaknesses
vi. Hire to complement you

192. Designing for agility
i. Periodic redesign processes
ii. User Centred Design
iii. Bottom-up and Top-down
iv. Team “champion”
v. Business change
vi. Technology
vii. STP/APIs

193. Being Objective
i. See the wood from the trees
ii. Can’t grow if fighting fires
iii. Understand how the business can
evolve
iv. Your role >1 month
v. Total discipline
vi. Think!

194. Process [vs bureaucracy]
i. Locking the stationery cupboard
ii. Evolution vs planning
iii. Management Information and analysis
iv. All about balance

195. Risk (business)
i. “The biggest risk is not taking any
risk... In a world that is changing
really quickly, the only strategy that is
guaranteed to fail is not taking risks.”
(Various - recently borrowed by Mark Zuckerberg)

196. Risk (business)
i. Understand the risk, then de-risk it
ii. Can’t stay flat
iii. Calculate your risk threshold
iv. Get buy-in
v. Must be material – don’t be distracted
by small risks
vi. Don’t mix up systemic risk and growth
risk

197. Risk (business)
i. The challenge for you isn’t coming up
with the great idea, it’s having the risk
appetite to follow it through.
ii. Failure: UK vs US
iii. Calculating risk
iv. 70%
v. Bailing out

198. Risk (business)
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
SME (<£5m) Medium (£25m+) Large Corporate (250m+)
Risk of Failure
Risk Appetite

199. Risk (business)
i. Coca Cola
ii. Apple
iii. Yahoo
iv. TomTom
v. World First

200. Risk (personal risk)
i. Risk ≠ Reckless
ii. Nervous… or excited?
iii. Gut instinct
iv. Listening to others vs taking decisions
v. Understand your motivation
vi. Can you live with the worst case
outcome?

201. Summary
i. Be agile or die
ii. Risk Reward
iii. Take a risk but de-risk it
iv. Regret
v. Questions

202. Scaling Startups
September 12th 2013. London
#ScalingStartups @TalentPuzzle

203. Scaling Startups
September 12th 2013. London
#ScalingStartups @TalentPuzzle