What: Signature is an innovative, research-based HR conferenceWhen: Sunday, November 5 to Tuesday, November 7, 2023Where: The Hilton Orlando

Signature, the Premier HR Conference From McLean & Company, Returns in Five Days

Vice President Kamala Harris and Secretary of Commerce Gina Raimondo both spoke to the importance of the new institute, along with unveiling other safety measures the U.S. will deploy, on Wednesday at an A.I. Safety Summit in the United Kingdom.

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Maury Alliance's final Breakfast with The Mayor featured city leaders discussing growth, planning and tourism's latest economic impact on Columbia.

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A court says Pennsylvania can't enforce a regulation to make power plant owners pay for their planet-warming greenhouse gas emissions.

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The public are to be consulted on plans that could ban new takeaways near schools or youth clubs in Bristol. The city council has approved a draft Local Plan that would also stop three or more takeaways from opening next door to each other. City Hall chiefs are concerned takeaways are contributing to rising levels of obesity.

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Plans to build 25 homes in a North Yorkshire village have been recommended for approval ahead of a planning meeting next week. North Yorkshire Council's Skipton and Ripon planning committee will meet on Tuesday to consider an application for the development in Cononley. A previous bid for the village was refused in December 2022.

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Local law enforcement will implement heightened security measures for Sunday's New York City Marathon due to a rise in tensions around the globe, officials said on Wednesday. The top endurance athletes as well as the 50,

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“It’s as if the sea star is completely missing a trunk, and is best described as just a head crawling along the seafloor,” study co-author and Stanford University evolutionary biologist Laurent Formery said in a statement. “It’s not at all what scientists have assumed about these animals.”

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New report outlines how caregivers face a series of financial and professional challenges, and ways financial advisers and employers can help.

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This suggests that, over the course of evolution, starfish and other echinoderms may have developed their five-sectioned bodies by losing this central trunk section, allowing them to hunt and feed differently from other animals.

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Plan A

plana

HackerNoon Reporter: Please tell us briefly about your background. I am the co-founder and CEO of Plan A and co-founder of the Greentech Alliance. The latter is a community of 1,000+ startups that are connected to over 350+ advisors from VC, media, and business. Prior to Plan A, I worked in investment banking, venture capital, and fintech in Asia and Europe. What's your startup called? And in a sentence or two, what does it do? We are Plan A. We have developed a science-based, one-stop SaaS platform that helps companies to decarbonize their operations. Our end-to-end software empowers businesses and organizations to accurately measure, monitor, reduce, and report their carbon footprint while improving their ESG performance. What is the origin story? A few years back, I went on a trip to Morocco, to explore the best places for surfing. This trip was definitely an eye-opening experience. I expected to see beautiful places to surf, but everything was really polluted, mostly covered in plastic. For the first time, my eyes were open to the negative impact we, humans, had on our planet. After this experience I got back to London and started to dig deeper into the topic of pollution and climate change, spending all my free time for the next 6 months educating myself on climate change and the correlation it had to pollution through online courses, books, and scientific papers. The knowledge I accumulated showed me that the situation worldwide was actually much worse than what was communicated across channels. My next step was to conduct a vast survey with 300 people and 100 companies to understand the behaviors and opinions about climate change. This was the final straw. After this, I was beyond convinced that addressing climate change needed a different approach. I quit my job and founded Plan A. What do you love about your team, and why are you the ones to solve this problem? The Plan A team consists of 40+ experts in climate data science, tech, business, design, and more. We gather some of the brightest minds such as our CTO and ML expert Oliver Spragg as well as our CEAO Vamsi Akuraju (ex Climate-KIC, WWF, Potsdam Institute). What I love most about our team is that we are so many like-minded people who share the same mission and vision day in and day out. We all want to tackle climate change by helping companies on their way to becoming truly sustainable. It’s this high level of cross-functional expertise combined with our passion and devotion to the cause that makes me confident we will be successful. If you weren’t building your startup, what would you be doing? There is so much evidence - and it’s ever-growing - that climate change is by far the biggest challenge of our time and that we have incredibly little time left to take action and turn the tide. That is why there would have been no alternative scenario for me - I would have founded and started building Plan A anyway. At the moment, how do you measure success? What are your core metrics? Within our company and throughout our teams we have various OKRs, KPIs, and metrics we want to deliver on to be successful. Our vision as a company, however, is that we want to empower organizations of all sizes to build a sustainable world. Therefore, two key metrics need to be mentioned here: The number of clients we can support in decarbonizing their activities across scopes 1, 2, and 3, as well as the number of carbon emissions they have reduced by using our SaaS platform. What’s most exciting about your traction to date? What is really exciting is that we have successfully supported more than 100 organizations from various industries around the world with our software and consultancy services to achieve their sustainability goals and reduce a significant amount of CO2 emissions. Through our information and education campaigns, we have reached, educated, and engaged over 1,000,000 people - from individuals to employees and directors to private, non-governmental, and governmental organizations. What technologies are you currently most excited about, and most worried about? And why? What really fascinates me is artificial intelligence and its many applications. I think AI is both a curse and a blessing because it can be used for good but also for the exact opposite. In the fight against climate change, AI is irreplaceable and a crucial part of our SaaS. What drew you to get published on HackerNoon? What do you like most about our platform? Hackernoon luckily found us. What I like most is the community, the valuable stories and insights, and the exchange. Vote for Plan A as the . startup of the year, Berlin

'Climate Change is By Far the Biggest Change of Our Time': Lubomila Jordanova, CEO Plan A

In terms of attracting new employees, startups have a tremendous edge. In contrast to large corporations, startups can provide employees with the opportunity to become highly wealthy by participating in the company's ownership. You may learn more about early-stage startups' equity distribution techniques by reading this article. Startup Equity Distribution Plan When it comes to the startup equity distribution plan, there are as many perspectives. Before signing any equity split agreement, it's usually a good idea to seek the opinion of professionals. Keep reading to know a few valuable pointers. What is Startup Equity? Ownership interest in a company is generally referred to as . Businesses usually use stock as a form of equity. While it is possible to own equity in any asset, this is not always the case. When you start a business, you should know how equity shares are classified and who receives what. startup equity Types of Startup Equity There are several ways a startup's owners might reward their employees and investors with premium pricing and other incentives based on their equity interest in the company. The common types of startup equity are listed below: Convertible Debt Notes A convertible debt note is a method of securing a loan from an investor by using the company's equity as collateral. The convertible note promises to either pay back the loan with interest or grant discounted equity during a subsequent financing cycle. In either case, investors receive their money back, plus interest, or a lesser price for a stake in the company. In order to obtain much-needed capital without having to give up any stock for a long time, this is a popular method for new enterprises. After a convertible loan note has been in place for 12 to 18 months, the company should undertake a Series A financing round in which investors can purchase discounted ownership in the company. Incentive Stock Option As a reward to employees, companies offer Incentive Stock Options (ISOs), which allow them to purchase shares of stock at a reduced price and avoid paying capital gains taxes. As ISO profits are treated as capital gains rather than regular income, they receive a tax advantage. Stock options that do not meet the Internal Revenue Code's standards to be referred to as ISOs are called Non-Qualified Stock Options (NSO). These profits are taxed as income rather than capital gains. How does Startup Equity Work? Employees and investors are typically given a stake in the company in exchange for their contributions. It is determined by criteria such as the timing of the equity distribution, the level of participation and commitment, and the company's current worth. Founders, on average, receive the greatest initial equity. Stakeholders deserve to have a share in their company's success, which is why startup equity is so important. Early investors also generally receive more equity than others who join the firm later because their investments are larger in relation to the company's initial valuation. It's also common for early employees to have a larger stake in the company than those who join later in the process. In addition to fundraising stages, equity distribution is tightly linked. Your financial situation inevitably shifts as you proceed through funding rounds, and in almost every case, how you allocate equity shifts as well. Things to Consider Before Splitting Startup Equity An equity split between the company's founders, investors, and employees can be a difficult task to do. The following is a list of things to keep in mind while determining the correct equity split for your new business. - Co-founders and employees may be ready to accept a lower wage because they feel their ownership part in the company will be worth more in the future. Among the best examples is Nike's logo designer, who was paid around $35 a share of the company's equity, which is now worth almost $640,000. Replacement of salary - As a thumb rule, the person who came up with the company's primary value proposition is entitled to the most stock. However, this isn't always the case. The value of a good idea does not outweigh the value of actual, physical contributions of capital and sweat equity. The idea to split equity between two or more co-founders should be based on earlier developmental efforts contributed by each of them. As an example, one of the co-founders of Instagram ended up obtaining a 40% stock position because he was the creator of a company. Another co-founder came on board later and was given a 10% ownership in the company, and the balance was dispersed among investors and staff. A reasonable equity split - The stages of a startup determine the share percentage. It is customary for co-founders and early employees of a startup to receive a higher share of the company's ownership (Before series A funding, seed round) as compensation for their work and risk-taking in the company's early stages. Stage of a startup - A vesting schedule is generally recommended regardless of how equity is allocated among co-founders. The equity split agreement specifies in detail when and how co-founders might exercise their stock option rights under a vesting schedule. An effective vesting schedule can help prevent a startup firm from being collapsed by the departure of one of its co-founders, who may take a significant chunk of the company's worth with them. Vesting schedules How to effectively split equity in a startup? In the early stages of a new company, the founders possess all of the company's equity. As long as you are the only founder, you have full ownership of the business. More individuals investing their time and money means more likely you will have to divide up the company's stock and give some of it away to those who have supported you. In some cases, you may want to grant a non-founder or financial backer an equity part in your company. A common example is when employees are compensated with equity rather than wages or salaries. The below brief explains how to split equity effectively. Founders Entrepreneurs who start a company with two or more co-founders face the challenge of dividing startup equity by role fairly and evenly. At this early stage, most likely, you still hold all of the company's equity. Splitting this among the founders before handing a stake to investors is a good idea. Each founder should receive a fair share even if their investment does not match that of the other co-founders in the ideal situation. When beginning a new firm, it's not only about how much money each founding partner contributes. Other factors to consider include, but are not limited to: Each entrepreneur adds a unique set of skills and knowledge to the company. One partner's contribution of tangible assets or equipment The amount of time that each party devotes to the startup venture It's reasonable for entrepreneurs to demand compensation for all of these variables. Investors In order to award equity to third-party investors, you need to have a firm foundation on how to distribute equity to founders who have reached an agreement on its division. The amount of equity you're ready to sell must be determined at every stage of investment, from the seed round through Series A, B, and C. An equity stake in your company is exchanged for money from investors. Again, the quantity of stock received by each investor should reflect the amount invested. Well-known investors may try to cut the price or increase their equity stake because of their experience, unique knowledge, and/or success in the past. Accepting a cheaper offer is up to the majority of stakeholders; however, consider how other investors may feel if they discover you have paid more for their part of the company. Whenever you transfer equity to a new outside investor, consider how much of your original investment is being lost. For example, ensure that the company's founders have at least a 51% ownership in the company's equity. Employees Employee stock and vesting schedules might well be necessary at some point in a new company's life cycle. Typically, this is defined as: The primary founders of the company. First-time hires (the first 25 hires by the startup) Soon-to-be-hired staffers (the 26th and subsequent individuals to be hired) They can have a huge impact on your company's success because they are the first ones to walk in. There is a chance that they can bring unique expertise or access to markets that you otherwise would not have. However, you may not be able to afford to pay your first staff a salary due to a lack of established income or cash flow. You can avoid this problem if you give your first employees a stake in your company's long-term success through a stock offer. A common technique to figure this out is to compare the current value of your firm to the value it will hypothetically be worth when a new hire joins you. This increased value determines how much equity you can provide to that person and yet break even on hiring them. Even though you give away some stock, you can still make a profit if you give them less than the break-even point. However, an equity share provides them with a genuine interest in ensuring that your company succeeds to the fullest potential extent. Conclusion We hope you found this post helpful in figuring out how to split your shares in a way that doesn't insult anyone and doesn't get misplaced. 90% of the time, individuals agree on how the company's future profits will be split, preventing any potential issues as startups grow swiftly and unpredictably.

How to Effectively Plan a Startup Equity Distribution?

Plan A didn’t work but maybe a Plan B can? This really is a topic that I have been hit with by many individuals and also one that has been running through my head lately which I’d like to share. In whatever you just have a backup plan you “Plan A” might not be much more dominant then your “Plan B”. Before we get started for those who don’t know me and for those who never reached to the bottom of my article for whatever reason: Here is a little background info about me so you can have a general knowledge of what I’m about to say and about what I really do. I’m 16 years old | Programmer |CEO of Documented Press| Content Marketer If you’re interested in following up with me check my site: https://jdombele.wixsite.com/jayson If you’re interested in my PitchUs startup please check this link below: https://jdombele.wixsite.com/pitchus Want news about politics,business,tech and more? https://documentedpress.wordpress.com/ If that is not enough information about me — well thank you for having the interest in getting to know me because today I will share much about me. I’m a junior in a Chicago high-school striving to launch a startup that would dent the world and leave a mark of positivism. While I’m working on my startup I previously launched Documented Press (if you yet don’t know — it’s a news media organization which allows you to hear from voices people find “unknown” or “unworthy”) which was launched January 31,2016. Documented Press itself has attracted 18,000+ viewers over the last two years. I am looking forward to pursuing being a programmer (well, like I already am but I want to be a known programmer or have it like my job) and I also want to work in the sector. business I sometimes say I already am in the business sector even tho I run a non-profit organization but my name doesn’t really surface people minds and that’s what I’m looking forward to changing. But, I also need to remember that I’m a student and school is also important. There was so much bias I encountered when I was entering the programming sector about how everyone just codes all day and not really do much and business owners tend to work so long — But, That’s not really going to lead you to success. As a matter of fact, that was one problem that led me to juggle my grades at the very end of the semester. By the way if you looking forward to starting up a company and you don’t have the materials or the “official guide” to starting up. Go to PitchUs official page and subscribe to my newsletter so you can get up to date for app release. https://jdombele.wixsite.com/pitchus Lately, thoughts been running through my head such as “Which university I should attend?”, “How can I transfer college credits to my potential university?” , “How high do I want my SAT score?” and much more other questions. And I been sitting down to really think about how I should plan that out. But, I told myself the matter of success only comes when you giving full effort even to the backup plan! This is how I personally planned everything for my life for I can say 1 & 1/2 year: Start writing Medium articles about things I learned, my experiences, advice, and pitch in my . startup As I move forward I will be working on my app PitchUs (which was previously known as ShareME). On the side I will be focusing in school and keeping my grades up. Now if PitchUs works I will collaborate all my articles which will include all the values I used to make my startup successful. And, if PitchUs fail I will still make a book on what I learned about creating a startup and reasons why I failed and how to prevent the same mistakes. Assuming that PitchUs failed I can use my university as a backup to bring in a higher profile in education to get a job, get more experienced and work on another startup in after hours. (Shout out to my dad for that idea). In the long run, I want to build my audience on every platform I use regardless of any situation because when my startup is released I have a higher chance to gather high levels of traction. One key you need to put in mind is this: Don’t make obvious mistakes Understand that having a backup is a smart way of playing the game. You never know that backup plan can whine up being your main plan throughout execution. Thank you for reading my article! Feel free to leave a comment or learn much more about me below!! If you missed my last article: Out-execute & adapt or you set to fail More about Myself: I’m 16 years old | Programmer |CEO of Documented Press| Content Marketer If you interested in following up with me check my site: https://jdombele.wixsite.com/jayson If you interested in my PitchUs startup please check this link below: https://jdombele.wixsite.com/pitchus Want news about politics,business,tech and more? https://documentedpress.wordpress.com/ // I am currently looking for an editor for my article so if you interested please shoot me an email! jdapple4357@gmail.com // Follow Me: | TWITTER LINKEDIN | YOUTUBE | INSTAGRAM Any questions, business inquiries or concerns please feel free to email me @: jdapple4357@gmail.com

Don’t despise a Plan B because it can become your Plan A

The global number of businesses bought and sold in 2014 was than the year before. As entrepreneurs that started their companies in the boom of the 70s and 80s are starting to retire, this number is set to grow even more in 2015 in 2016. 11% higher Does that mean that it is difficult to sell your in this period? Probably not. The amount of capital in the form of equity is rising and there are plenty of parties that are acquiring. However, the competition is a little higher and, to get the best deal, it is better to prepare for it. business So how do you achieve a successful exit? and what does it mean anyway? An exit is when you manage to show the right value for what you have done — reflected in your company. This does not mean oversell, this means make the company and present it at it’s full potential. Indeed, if you don’t do this, you are underselling, allowing a newcomer to take over the company, make those little changes and maybe even resell it straight away. successful So there are actions that can be taken beforehand that can prepare the company to the sale and can allow you to bring it to the highest potential. Of course, the longer you prepare for an exit, the more actions you will be able to undertake. [That is why you should think about exit from the very beginning… but that is for another post ] In general, there are shorter term actions that can be taken even some months in advance. Create a company that succeeds without you The main thing, which is sometimes overlooked, is to create a company that can function and succeed even when you are taken out of the picture. This is easier said than done, and a lot of entrepreneurs underestimate how much of the company success is tied to them personally. They sometimes hold all the relationships, they have created a reputation of trustworthiness for themselves (that could not be reflected on the company as a whole), and sometimes they just do most of the jobs that nobody else can do. If you are about to remove yourself from the company, it is better to iron out these things first. Make sure to pass your connections to somebody who is going to stay, make sure that your knowledge is transferred, and put people in a position to thrive in doing what you did, maybe even more than yourself. Invest in your brand Buyers of your company will not know everything you know about your business. To attract the best ones and to properly present the maximum value of your company, a simple action that you can undertake is invest in your brand. Again, if you remove yourself as a founder, and the company becomes a stand-alone, it will not be able to rely on your reputation. It has to have a stand-alone reputation, and that is it’s brand. Quick actions that can be taken are, for example, renaming it if the name was tied with yours, start communicating at company level instead of personal level, like ‘We at company X do this’ instead of ‘I do this’ and start reinforcing this separation within the company. Increase efficiency Do you know how most of the Private Equity Funds make their money? They buy into companies, take actions to improve efficiency and then sell their participation at a premium, usually a hefty premium. So why not take some lessons from them and take those actions before somebody else takes them? Of course, efficiency can never be 100%, but sometimes, especially as a business matures, certain things get looked over and grow into easy-to-eliminate inefficiencies. Slow computers, moving the factory closer to the marketing office, replacing some costly but outdated machinery; These things are usually delayed actions because they do not bring immediate revenues and they are costly. However, they are going to bring the company closer to it’s full potential, thus increasing the likelihood of a potential exit. Track value improvements All these actions are fine, and intuitively they lead to a better exit outcome. They are also good general practices if you are just running the company and you have not thought about exits so far. However, it is much easier to improve things if you can track this improvement. Generally, especially in financial terms, you can look at indicators for efficiency. Do marketing surveys for branding and give different titles to your key employees to make sure that the company can function without you. But how do you know if these actions are ‘working’? All these actions are going to reflect on one and only metric, how much your company is worth. All these actions are going to increase how much the company is worth and thus bring the transaction value closer to its full potential. So it’s important to keep track of it, and make sure that these actions are actually reflected in a value increase. You can use different ways to track company value, you can create your own spreadsheet, talk to consultants, or (of course) try out Equidam. Remember, the best way to make the exit more successful is to make the company more successful and these are just some of the actions that can be undertaken to grow your value, bring it closer to its full potential, and get an exit as successful as possible for all the hard work that went into building the company. Originally published at www.equidam.com on May 15, 2015.

How to Plan a Successful Exit for your Business

Imagine discovering an investment that goes up 50% on average each year with occasional big drops that you can buy for even further gains. Would you buy it? No. What if that asset went up 10% on average each year? Would you buy it? Yes. Chances are, you already have. I’m talking about Bitcoin. You pay a high price for a cheery consensus That may sound weird. Stupid, even. Who would turn down a 50% opportunity in exchange for a 10% opportunity? The US stock market only gives you 7% annualized. I agree. Yet, that’s what people do when they buy Bitcoin during bull markets like today’s. They don’t buy Bitcoin for $16,000, $32,000, $48,000, or $64,000. Instead, they buy it for $80,000 or more. They heard some people got ridiculously rich with Bitcoin and think they can do it, too. Two years ago, maybe. That was during the depths of a wretched crypto bear market. Now? One Bitcoin is worth more than the average US worker’s annual salary. Bitcoin’s market cap is almost $2 trillion. Most people can’t afford to buy enough Bitcoin to get rich, and those who already have Bitcoin don’t have enough upside to see the massive multiples necessary to retire their bloodlines. A letdown, if you want it to be You won’t find such realistic expectations on social media or the email solicitations you get from other crypto gurus. Some tell you “banana zone will send prices to the moon” and “S2F” predicts a $500,000 bitcoin in 2025. Others admit the chance to get rich with Bitcoin has passed, but tell you you need to buy smaller cryptos with bloated market caps and massive selling from insiders. Nobody will pay $2,500 for a newsletter subscription or spend 50 hours reading investment blogs for a 50% annualized return, even though that beats most traders and every professional fund manager. They’ll gladly pay as much or more for five altcoin picks that will make you $5 million or a secret strategy to make a quick fortune. Only one outcome is realistic, but you pay more for the fantasy. Cryptocurrency is a marathon masquerading as a sprint. They sell you on the sprint, but the real gains come from the marathon. Your best bet This is not what you're supposed to believe. Consensus opinion told you to buy above $50,000 in 2021, sell at $40,000 in 2022, and buy again at $32,000 in 2023. With that approach, a $50,000 investment would have grown to $75,000 by July 2024. That’s a 50% return in three years! Way better than the S&P 500's 16% return over that time. At today’s price of $90,000, you’re at 60% gains. Boom! You still come out way ahead of the S&P 500’s 25% return to date. Feels great, right? Your best financial advisors can barely beat the stock market. You crushed them. You gained 60% in three years! Fun fact: If you had bought Bitcoin blindly, on a fixed schedule, in a fixed amount, regardless of circumstances, you would have bought at an average price of roughly $40,000 for a 123% gain. My plan beat both approaches for a return of 160% over that time. You bought at an average price of roughly $34,000. If you sold when I told you to, you did even better. https://cryptoiseasy.beehiiv.com/p/plan-buying-selling-bitcoin?embedable=true Maybe not rich but pretty, pretty, pretty good While 160% is better than 123%, it's not the huge, life-changing returns you have in your head. You might get that with altcoins, but with 50,000 to choose from, you're going to have to get lucky and get your timing perfect. Mark, past performance doesn’t dictate future results! True, but it’s the only way we can set realistic expectations. Can you get rich with Bitcoin by doubling your money every few years? Yes, if you start with a decent amount of money, stick around for years, buy the big crashes and bear markets, and buy a lot when you buy. In other words, you need time, money, and patience. Most likely, you're getting into crypto now because you want to make money quickly, with as little effort as possible and don't have much capital to invest. No time, money, or patience. The good news? You can beat 50% annualized returns with Bitcoin. How? Wait for better opportunities. Subscribe to my newsletter, Crypto is Easy, so you know when those opportunities come. You'll also get occasional trading opportunities and altcoin reports, as well as access to my plan and everything else you get with your subscription. Timing is everything With Bitcoin, you may not end up with fabulous riches, a garage full of Lambo's, and enough money to build a nuclear bunker, but you'll do better than all of your friends. Wall Street is on board. Trump’s a fan. Bitcoin’s network continues to grow. If you’re patient, you will have tons of upside. It's all about planning properly. That may seem disappointing. It's not what your favorite guru tells you in their email solicitations. But honestly, is it so bad to wait for a happy, easy way to buy into an asset class that has outpaced every other investment of the past 10 years and offers unlimited growth in the future? Mark Helfman publishes the Crypto is Easy newsletter. He is also the author of three books and a top Bitcoin writer on Medium and Hacker Noon. Learn more about him in his bio and connect with him on Tealfeed. Imagine discovering an investment that goes up 50% on average each year with occasional big drops that you can buy for even further gains. Would you buy it? No. What if that asset went up 10% on average each year? Would you buy it? Yes. Chances are, you already have. I’m talking about Bitcoin. You pay a high price for a cheery consensus That may sound weird. Stupid, even. Who would turn down a 50% opportunity in exchange for a 10% opportunity? The US stock market only gives you 7% annualized. I agree. Yet, that’s what people do when they buy Bitcoin during bull markets like today’s. They don’t buy Bitcoin for $16,000, $32,000, $48,000, or $64,000. Instead, they buy it for $80,000 or more. They heard some people got ridiculously rich with Bitcoin and think they can do it, too. Two years ago, maybe. That was during the depths of a wretched crypto bear market. Now? One Bitcoin is worth more than the average US worker’s annual salary. Bitcoin’s market cap is almost $2 trillion. Most people can’t afford to buy enough Bitcoin to get rich, and those who already have Bitcoin don’t have enough upside to see the massive multiples necessary to retire their bloodlines. A letdown, if you want it to be You won’t find such realistic expectations on social media or the email solicitations you get from other crypto gurus. Some tell you “banana zone will send prices to the moon” and “S2F” predicts a $500,000 bitcoin in 2025. Others admit the chance to get rich with Bitcoin has passed, but tell you you need to buy smaller cryptos with bloated market caps and massive selling from insiders. Nobody will pay $2,500 for a newsletter subscription or spend 50 hours reading investment blogs for a 50% annualized return, even though that beats most traders and every professional fund manager. They’ll gladly pay as much or more for five altcoin picks that will make you $5 million or a secret strategy to make a quick fortune. Only one outcome is realistic, but you pay more for the fantasy. Cryptocurrency is a marathon masquerading as a sprint. They sell you on the sprint, but the real gains come from the marathon. Your best bet This is not what you're supposed to believe. Consensus opinion told you to buy above $50,000 in 2021, sell at $40,000 in 2022, and buy again at $32,000 in 2023. With that approach, a $50,000 investment would have grown to $75,000 by July 2024. That’s a 50% return in three years! Way better than the S&P 500's 16% return over that time. At today’s price of $90,000, you’re at 60% gains. Boom! You still come out way ahead of the S&P 500’s 25% return to date. Feels great, right? Your best financial advisors can barely beat the stock market. You crushed them. You gained 60% in three years! You gained 60% in three years! You gained 60% in three years! Fun fact: If you had bought Bitcoin blindly, on a fixed schedule, in a fixed amount, regardless of circumstances, you would have bought at an average price of roughly $40,000 for a 123% gain . 123% gain My plan beat both approaches for a return of 160% over that time. You bought at an average price of roughly $34,000. If you sold when I told you to, you did even better. My plan My plan a return of 160% https://cryptoiseasy.beehiiv.com/p/plan-buying-selling-bitcoin?embedable=true https://cryptoiseasy.beehiiv.com/p/plan-buying-selling-bitcoin?embedable=true Maybe not rich but pretty, pretty, pretty good While 160% is better than 123%, it's not the huge, life-changing returns you have in your head. You might get that with altcoins, but with 50,000 to choose from, you're going to have to get lucky and get your timing perfect. Mark, past performance doesn’t dictate future results! Mark, past performance doesn’t dictate future results! True, but it’s the only way we can set realistic expectations. Can you get rich with Bitcoin by doubling your money every few years? Yes, if you start with a decent amount of money, stick around for years, buy the big crashes and bear markets, and buy a lot when you buy. In other words, you need time, money, and patience. Most likely, you're getting into crypto now because you want to make money quickly, with as little effort as possible and don't have much capital to invest. No time, money, or patience. The good news? You can beat 50% annualized returns with Bitcoin. How? Wait for better opportunities. Subscribe to my newsletter, Crypto is Easy , so you know when those opportunities come. Crypto is Easy Crypto is Easy Crypto is Easy You'll also get occasional trading opportunities and altcoin reports, as well as access to my plan and everything else you get with your subscription . my plan my plan everything else you get with your subscription Timing is everything With Bitcoin, you may not end up with fabulous riches, a garage full of Lambo's, and enough money to build a nuclear bunker, but you'll do better than all of your friends. Wall Street is on board. Trump’s a fan. Bitcoin’s network continues to grow. If you’re patient, you will have tons of upside. It's all about planning properly. That may seem disappointing. It's not what your favorite guru tells you in their email solicitations. But honestly, is it so bad to wait for a happy, easy way to buy into an asset class that has outpaced every other investment of the past 10 years and offers unlimited growth in the future? Mark Helfman publishes the Crypto is Easy newsletter. He is also the author of three books and a top Bitcoin writer on Medium and Hacker Noon . Learn more about him in his bio and connect with him on Tealfeed . Crypto is Easy Crypto is Easy Crypto is Easy Medium Medium Medium Hacker Noon Hacker Noon Hacker Noon bio bio Tealfeed Tealfeed

Stop Thinking You’ll Get Rich With Bitcoin

আপনি বিটকয়েন দিয়ে ধনী হবেন তা ভাবা বন্ধ করুন

Hören Sie auf zu glauben, dass Sie mit Bitcoin reich werden

Deja de pensar que te harás rico con Bitcoin

Arrêtez de penser que vous deviendrez riche avec Bitcoin

यह सोचना बंद करें कि आप बिटकॉइन से अमीर बन जाएंगे

ビットコインで金持ちになれると考えるのはやめよう

비트코인으로 부자가 될 수 있다고 생각하는 것을 멈추세요

Pare de pensar que você ficará rico com Bitcoin

Перестаньте думать, что вы разбогатеете с помощью биткоинов

Bitcoin ile Zengin Olacağınızı Düşünmeyi Bırakın

Hãy ngừng nghĩ rằng bạn sẽ giàu có với Bitcoin

不要再想着用比特币致富

This year, MicroStrategy bought over $700 million in Bitcoin. That’s on top of more than $6 billion acquired in prior years. Not bad for a company that’s barely profitable and loses money in most quarters. Its most recent earnings presentation laid out a plan to buy another $42 billion in Bitcoin. https://www.microstrategy.com/press/microstrategy-announces-third-quarter-2024-financial-results-and-announces-42-billion-capital-plan_10-30-2024?embedable=true Doesn’t that sound absurd? It makes hardly any money. Where will it find enough to buy $42 billion worth of Bitcoin? It won’t. It doesn’t need to. It’s not spending its own money. It’s spending its investors’ money. An asset with no intrinsic value More precisely, it plans to sell $21 billion in stock and raise $21 billion through debt offerings. This is the same approach it took to get the $7 billion in Bitcoin it already has. Investors, not Microstrategy, paid for that Bitcoin. https://x.com/MarkHelfman/status/1805197499310723581?embedable=true You might say that’s pretty shady. A corporation is dumping stock on speculators and gaming the financial system for cheap credit. Guess what? That’s how the system works. Bonds are crowdsourced loans. Often, it’s easier to get money from Boomers and their financial planners than banks. What about equity? It’s free money for corporations, literally conjured out of thin air and priced at the market’s opinion of the company’s worth. Stocks do only three things: Give corporations a cheap source of funding for business activities and executive compensation.
Give corporate executives an easy way to manipulate the public’s perception of the company’s value with buybacks to artificially raise stock prices and dividends/splits to reward shareholders.
Give shareholders a way to game the tax system. They pay less on capital gains than income and protect their profits in tax-advantaged savings accounts. You buy bonds because your financial advisor says they’re a safe way to beat the returns you get on a savings account. You buy stocks because you think you can sell them to somebody else in the future for more than you paid for them. Flipping the script MicroStrategy is a break-even business at best, but it figured out a secret: People think equity has value, but it doesn’t. MicroStrategy trades that equity for bitcoin. Its, er, strategy, depends on selling equity for Bitcoin and waiting for its price to go up. When Microstrategy puts those Bitcoins into its treasury, they count it as an asset on the balance sheet. When Bitcoin’s price goes up, Microstrategy’s balance sheet grows. The business becomes more valuable. As a result, its stock looks more attractive. Speculators can justify buying its bonds and inflated shares. Can’t lose As long as Bitcoin’s price goes up, MicroStrategy doesn’t need profits, revenue, cash flow, or anything else to boost its share price. It can run its business into the ground. Its assets will make the balance sheet look good. The best part of that plan? People will still buy shares of MSTR stock because of the book value! Is it sustainable? In theory, MicroStrategy never has to sell its Bitcoins. It can borrow against its treasury, sell more shares, or take out more debt. In reality, MicroStrategy will have to sell or trade its Bitcoins at some point. Eventually, people will realize they don’t need to buy MicroStrategy stock to get exposure to Bitcoin. They’ll switch to Coinbase stock or the Bitcoin ETFs to gamble on Bitcoin’s price. Once that happens, Microstrategy will lose a vital source of funding and won’t have enough profits to make up for it. Banks and bond buyers will stop giving it money. It will have to sell some Bitcoins or go out of business. If it goes out of business, creditors or trustees will sell the bitcoin as part of the bankruptcy process. Even if all goes swimmingly, shareholders may force Microstrategy’s CEO, Michael Saylor, to sell some Bitcoins and invest the profits into the business. A man, a plan, a scam, macsanal Panama Yes, the stock market is a massive subsidy for corporations and corporate officers. But it’s a scam that the US government has incentivized people to buy into with retirement funds and private savings. It kicks back income in the form of dividends and buybacks. Those businesses do have a value, even stock prices never reflect that value, only what somebody’s willing to pay for the chance to sell their shares at a higher price in the future. The question is, will Bitcoin’s price go up long enough to justify Michael Saylor’s strategy? And, if it does, what will that say about the “intrinsic value” of the rest of the stock market? Mark Helfman publishes the Crypto is Easy newsletter. He is also the author of three books and a top Bitcoin writer on Medium and Hacker Noon. Learn more about him in his bio and connect with him on Tealfeed. This year, MicroStrategy bought over $700 million in Bitcoin. That’s on top of more than $6 billion acquired in prior years. Not bad for a company that’s barely profitable and loses money in most quarters. Its most recent earnings presentation laid out a plan to buy another $42 billion in Bitcoin. a plan to buy another $42 billion https://www.microstrategy.com/press/microstrategy-announces-third-quarter-2024-financial-results-and-announces-42-billion-capital-plan_10-30-2024?embedable=true https://www.microstrategy.com/press/microstrategy-announces-third-quarter-2024-financial-results-and-announces-42-billion-capital-plan_10-30-2024?embedable=true Doesn’t that sound absurd? It makes hardly any money. Where will it find enough to buy $42 billion worth of Bitcoin? It won’t. It doesn’t need to. It’s not spending its own money. It’s spending its investors’ money. An asset with no intrinsic value An asset with no intrinsic value More precisely, it plans to sell $21 billion in stock and raise $21 billion through debt offerings. This is the same approach it took to get the $7 billion in Bitcoin it already has. Investors, not Microstrategy, paid for that Bitcoin. https://x.com/MarkHelfman/status/1805197499310723581?embedable=true https://x.com/MarkHelfman/status/1805197499310723581?embedable=true You might say that’s pretty shady. A corporation is dumping stock on speculators and gaming the financial system for cheap credit. Guess what? That’s how the system works. Bonds are crowdsourced loans. Often, it’s easier to get money from Boomers and their financial planners than banks. What about equity? It’s free money for corporations, literally conjured out of thin air and priced at the market’s opinion of the company’s worth. Stocks do only three things: Give corporations a cheap source of funding for business activities and executive compensation. Give corporate executives an easy way to manipulate the public’s perception of the company’s value with buybacks to artificially raise stock prices and dividends/splits to reward shareholders. Give shareholders a way to game the tax system. They pay less on capital gains than income and protect their profits in tax-advantaged savings accounts. Give corporations a cheap source of funding for business activities and executive compensation. Give corporate executives an easy way to manipulate the public’s perception of the company’s value with buybacks to artificially raise stock prices and dividends/splits to reward shareholders. Give shareholders a way to game the tax system. They pay less on capital gains than income and protect their profits in tax-advantaged savings accounts. You buy bonds because your financial advisor says they’re a safe way to beat the returns you get on a savings account. You buy stocks because you think you can sell them to somebody else in the future for more than you paid for them. Flipping the script Flipping the script MicroStrategy is a break-even business at best , but it figured out a secret: at best People think equity has value, but it doesn’t. People think equity has value, but it doesn’t. MicroStrategy trades that equity for bitcoin. Its, er, strategy , depends on selling equity for Bitcoin and waiting for its price to go up. strategy When Microstrategy puts those Bitcoins into its treasury, they count it as an asset on the balance sheet. When Bitcoin’s price goes up, Microstrategy’s balance sheet grows. The business becomes more valuable. The business becomes more valuable. As a result, its stock looks more attractive. Speculators can justify buying its bonds and inflated shares. Can’t lose Can’t lose As long as Bitcoin’s price goes up, MicroStrategy doesn’t need profits, revenue, cash flow, or anything else to boost its share price. It can run its business into the ground. Its assets will make the balance sheet look good. The best part of that plan? People will still buy shares of MSTR stock because of the book value! People will still buy shares of MSTR stock because of the book value! Is it sustainable? Is it sustainable? In theory, MicroStrategy never has to sell its Bitcoins. It can borrow against its treasury, sell more shares, or take out more debt. In reality, MicroStrategy will have to sell or trade its Bitcoins at some point. Eventually, people will realize they don’t need to buy MicroStrategy stock to get exposure to Bitcoin. They’ll switch to Coinbase stock or the Bitcoin ETFs to gamble on Bitcoin’s price. Once that happens, Microstrategy will lose a vital source of funding and won’t have enough profits to make up for it. Banks and bond buyers will stop giving it money. It will have to sell some Bitcoins or go out of business. If it goes out of business, creditors or trustees will sell the bitcoin as part of the bankruptcy process. Even if all goes swimmingly, shareholders may force Microstrategy’s CEO, Michael Saylor, to sell some Bitcoins and invest the profits into the business. A man, a plan, a scam, macsanal Panama A man, a plan, a scam, macsanal Panama Yes, the stock market is a massive subsidy for corporations and corporate officers. But it’s a scam that the US government has incentivized people to buy into with retirement funds and private savings. It kicks back income in the form of dividends and buybacks. Those businesses do have a value, even stock prices never reflect that value, only what somebody’s willing to pay for the chance to sell their shares at a higher price in the future. do The question is, will Bitcoin’s price go up long enough to justify Michael Saylor’s strategy? And, if it does, what will that say about the “intrinsic value” of the rest of the stock market? Mark Helfman publishes the Crypto is Easy newsletter. He is also the author of three books and a top Bitcoin writer on Medium and Hacker Noon . Learn more about him in his bio and connect with him on Tealfeed . Crypto is Easy Crypto is Easy Medium Medium Hacker Noon Hacker Noon bio Tealfeed

How MicroStrategy Exposes the Absurdity of the Stock Market

The number one challenge a product manager faces is prioritization. You make choices every day. How many times have you heard PMs say “data-driven” when asked about making roadmap decisions? This data-driven approach is easier said than done. More often than usual, the problem is not a dearth of great ideas. Prioritization is all about how to choose ‘what’ to build ‘when’ and ‘why’. Shouldn’t it be as simple as sifting through customer feedback, picking the most innovative and ‘seemingly cool’ ideas and start implementing? What makes this process so difficult? Why is prioritization difficult? Every product has a feedback loop, some more mature than others. Your customers provide you their ‘wish-list’ of features, your sales team has a set of requirements, they wished the product fulfilled in order to make better sales, you engineering team comes up with a list of tasks that are needed to make the product more resilient and your designers have these great ideas for a better, more intuitive UX/UI. It is these branches of feedback loop and the emerging competing opportunities that make it extremely difficult to decide what to build next. You wish you could build anything and everything from the above list, however, capacity in terms of resources (people, time, budget) to deliver is always limited. In addition, once you release a product, you inherently promise incremental predictable value, release after release and being able live up to that promise is extremely important in order to sustain customer trust. What does a PM need to prioritize? Prioritization happens at different levels. On a goals level, one has to prioritize on the metrics, the OKRs (objectives-key-result) and the KPIs (key performance indicators to evaluate and track progress toward the objectives.
At the strategy level, one has to prioritize on the high- level initiatives for the product.
On an architectural level, one has to prioritize on the platform technologies, scalability considerations, interoperability challenges etc.
At the release level, one has to prioritize on the sprints, features, user stories, epics and bugs. At all these levels, prioritization is performed using a combination of data, instinct and a consensus amongst stakeholders, which makes it even harder to define that standard magic formula that can be applied to all prioritization exercises. So how do you approach this? Before we dive into the best model to approach prioritization, there are a few non-prescriptive the techniques that I personally incorporate into my product planning. Product Vision As clichéd as it may sound, everything begins with the product vision. Once you have your product strategy defined, you plan a series of events that need to happen in order to achieve it. This plan is basically a detailed description of what has to happen within the product and what capabilities you hope to build. All prioritization decisions should then reflect that plan and be in constant check with your product vision. Every roadmap review and planning session should track progress toward achieving this vision and what would be the next steps or milestones to get you closer to the vision. In Marie Kondo’s words, When the ultimate goal is “Joy”, constantly ask yourself “Does it spark joy?”. Similarly, everything on the backlog should drive your product strategy forward and hence we need to ask, “Does this support the product strategy?” Customer Mindset Everyone is aware of Amazon’s 14 leadership Principles, the first of which is ‘customer obsession’. “The number one thing that has made us successful by far is obsessive compulsive focus on the customer as opposed to obsession over the competitor” — Bezos Now, I am not saying, what worked for Amazon, will or should work for your product. But keeping the customer at the center of every planning and prioritization exercise is key to ensure you are building things in the right direction. Also, beware as you do this, because customers will always want more, always ask for a new shiny feature the competitive product may have launched, however, it is your job to go beyond this ask into uncovering the actual need to solve a problem. You really need to go deep into revealing the real vs perceived value. What is a required vs a good to have capability? Does developing this new feature or set of features benefit a significant addressable customer segment? Impact What are the drivers for your business objectives and what impact does this feature have on moving the needle on those. Your eventual goal is to be profitable, however, for any company the typical business objectives are one of the following, depending on the stage of the product: New customer acquisition
Increase product engagement
Increase revenue from existing customers (up-sell)
Expand product into other markets/regions/parts of the customer org.
Customer retention In each roadmap planning session (however often you may perform it — quarterly or bi-annually), evaluate how you are doing on each of the above business objectives. Risk As a PM, you are responsible for every aspect of the product, not just shipping features out the door. Awareness of competitors, legal adherences, compliance, technical feasibilities, security, privacy etc. are crucial considerations while prioritization. You need to ask the tough questions, once released, can it be supported and maintained? If it fails, can we handle the consequences?
It is also important to have a common understanding amongst stakeholders of what is non-negotiable. For example, a social media product has to prioritize features that de-risk user privacy over say, working toward a new video chatting feature. A healthcare product has to prioritize efforts that make the product adhere to HIPAA guidelines vs building a new chatbot for customer service. Thus, it is important to incorporate a risk measurement exercise into your roadmap planning process.
In addition, as you think more about the execution phase, identifying dependency risks and mechanism to unblock them should be considered in prioritization and estimation. What techniques can I use to prioritize? There are several frameworks that can be applied to prioritization: The MoSCoW (must, should, could, won’t) method allows you to categorize your list of requirements or ideas into the sets of critical, high-priority, desirable and future. The KANO model, helps to understand the customer’s perspective on product features by assessing their satisfaction by identifying the basic, expected and attractive attributes of the product. The RICE scoring model combines factors of Reach, Impact, Confidence and Efforts. I am a very visual person and what I personally use for prioritizing roadmap initiative is the ‘Story Mapping’ method. This allows me to map features and user stories against ‘time’ and ‘necessity’ and cutting off the list to plan the MVP and subsequent releases. First you lay out the activity buckets (which are major attributes) for your product along the horizontal axis. The vertical axis represents the criticality in terms of how important the user stories are. Groups of user stories qualify as one activity. In order to define releases, you then mark a cut-off horizontal line, selecting stories that have fall into the same criticality level. This visualization technique provides a clear picture of incremental product iterations and provides stakeholders a visual map of an end-to-end product version in each release. Below is an example from Jeff Patton’s User Story Mapping. Of course there are many more frameworks out there, depending on the maturity stage and complexity of the product. No framework is perfect and the best way to create your own secret sauce for prioritization is to adopt, modify, test and test again to ultimately get to what works for you. And lastly, always remember to keep the key principles of product vision, customer mindset, impact and risk measurement as you plan your product roadmap. The number one challenge a product manager faces is prioritization. You make choices every day. How many times have you heard PMs say “data-driven” when asked about making roadmap decisions? This data-driven approach is easier said than done. More often than usual, the problem is not a dearth of great ideas. Prioritization is all about how to choose ‘what’ to build ‘when’ and ‘why’. Prioritization is all about how to choose ‘what’ to build ‘when’ and ‘why’. Shouldn’t it be as simple as sifting through customer feedback, picking the most innovative and ‘seemingly cool’ ideas and start implementing? What makes this process so difficult? Why is prioritization difficult? Why is prioritization difficult? Every product has a feedback loop, some more mature than others. Your customers provide you their ‘wish-list’ of features, your sales team has a set of requirements, they wished the product fulfilled in order to make better sales, you engineering team comes up with a list of tasks that are needed to make the product more resilient and your designers have these great ideas for a better, more intuitive UX/UI. It is these branches of feedback loop and the emerging competing opportunities that make it extremely difficult to decide what to build next. You wish you could build anything and everything from the above list, however, capacity in terms of resources (people, time, budget) to deliver is always limited. In addition, once you release a product, you inherently promise incremental predictable value, release after release and being able live up to that promise is extremely important in order to sustain customer trust. What does a PM need to prioritize? What does a PM need to prioritize? Prioritization happens at different levels. On a goals level, one has to prioritize on the metrics, the OKRs (objectives-key-result) and the KPIs (key performance indicators to evaluate and track progress toward the objectives. At the strategy level, one has to prioritize on the high- level initiatives for the product. On an architectural level, one has to prioritize on the platform technologies, scalability considerations, interoperability challenges etc. At the release level, one has to prioritize on the sprints, features, user stories, epics and bugs. On a goals level, one has to prioritize on the metrics, the OKRs (objectives-key-result) and the KPIs (key performance indicators to evaluate and track progress toward the objectives. OKRs At the strategy level, one has to prioritize on the high- level initiatives for the product. On an architectural level, one has to prioritize on the platform technologies, scalability considerations, interoperability challenges etc. At the release level, one has to prioritize on the sprints, features, user stories, epics and bugs. At all these levels, prioritization is performed using a combination of data, instinct and a consensus amongst stakeholders, which makes it even harder to define that standard magic formula that can be applied to all prioritization exercises. So how do you approach this? So how do you approach this? Before we dive into the best model to approach prioritization, there are a few non-prescriptive the techniques that I personally incorporate into my product planning. Product Vision Product Vision As clichéd as it may sound, everything begins with the product vision. Once you have your product strategy defined, you plan a series of events that need to happen in order to achieve it. This plan is basically a detailed description of what has to happen within the product and what capabilities you hope to build. All prioritization decisions should then reflect that plan and be in constant check with your product vision. Every roadmap review and planning session should track progress toward achieving this vision and what would be the next steps or milestones to get you closer to the vision. In Marie Kondo’s words, When the ultimate goal is “Joy”, constantly ask yourself “Does it spark joy?”. Similarly, everything on the backlog should drive your product strategy forward and hence we need to ask, “Does this support the product strategy?” product strategy Marie Kondo’s Customer Mindset Customer Mindset Everyone is aware of Amazon’s 14 leadership Principles , the first of which is ‘customer obsession’. 14 leadership Principles “The number one thing that has made us successful by far is obsessive compulsive focus on the customer as opposed to obsession over the competitor” — Bezos “The number one thing that has made us successful by far is obsessive compulsive focus on the customer as opposed to obsession over the competitor” — Bezos Now, I am not saying, what worked for Amazon, will or should work for your product. But keeping the customer at the center of every planning and prioritization exercise is key to ensure you are building things in the right direction. Also, beware as you do this, because customers will always want more, always ask for a new shiny feature the competitive product may have launched, however, it is your job to go beyond this ask into uncovering the actual need to solve a problem. You really need to go deep into revealing the real vs perceived value. What is a required vs a good to have capability? Does developing this new feature or set of features benefit a significant addressable customer segment? Impact Impact What are the drivers for your business objectives and what impact does this feature have on moving the needle on those. Your eventual goal is to be profitable, however, for any company the typical business objectives are one of the following, depending on the stage of the product: New customer acquisition Increase product engagement Increase revenue from existing customers (up-sell) Expand product into other markets/regions/parts of the customer org. Customer retention New customer acquisition Increase product engagement Increase revenue from existing customers (up-sell) Expand product into other markets/regions/parts of the customer org. Customer retention In each roadmap planning session (however often you may perform it — quarterly or bi-annually), evaluate how you are doing on each of the above business objectives. Risk Risk As a PM, you are responsible for every aspect of the product, not just shipping features out the door. Awareness of competitors, legal adherences, compliance, technical feasibilities, security, privacy etc. are crucial considerations while prioritization. You need to ask the tough questions, once released, can it be supported and maintained? If it fails, can we handle the consequences? It is also important to have a common understanding amongst stakeholders of what is non-negotiable. For example, a social media product has to prioritize features that de-risk user privacy over say, working toward a new video chatting feature. A healthcare product has to prioritize efforts that make the product adhere to HIPAA guidelines vs building a new chatbot for customer service. Thus, it is important to incorporate a risk measurement exercise into your roadmap planning process. In addition, as you think more about the execution phase, identifying dependency risks and mechanism to unblock them should be considered in prioritization and estimation. Awareness of competitors, legal adherences, compliance, technical feasibilities, security, privacy etc. are crucial considerations while prioritization. You need to ask the tough questions, once released, can it be supported and maintained? If it fails, can we handle the consequences? It is also important to have a common understanding amongst stakeholders of what is non-negotiable. For example, a social media product has to prioritize features that de-risk user privacy over say, working toward a new video chatting feature. A healthcare product has to prioritize efforts that make the product adhere to HIPAA guidelines vs building a new chatbot for customer service. Thus, it is important to incorporate a risk measurement exercise into your roadmap planning process. In addition, as you think more about the execution phase, identifying dependency risks and mechanism to unblock them should be considered in prioritization and estimation. What techniques can I use to prioritize? There are several frameworks that can be applied to prioritization: The MoSCoW (must, should, could, won’t) method allows you to categorize your list of requirements or ideas into the sets of critical, high-priority, desirable and future. MoSCoW The KANO model , helps to understand the customer’s perspective on product features by assessing their satisfaction by identifying the basic, expected and attractive attributes of the product. KANO model The RICE scoring model combines factors of Reach, Impact, Confidence and Efforts. I am a very visual person and what I personally use for prioritizing roadmap initiative is the ‘Story Mapping’ method. This allows me to map features and user stories against ‘time’ and ‘necessity’ and cutting off the list to plan the MVP and subsequent releases. ‘Story Mapping’ First you lay out the activity buckets (which are major attributes) for your product along the horizontal axis. The vertical axis represents the criticality in terms of how important the user stories are. Groups of user stories qualify as one activity. In order to define releases, you then mark a cut-off horizontal line, selecting stories that have fall into the same criticality level. This visualization technique provides a clear picture of incremental product iterations and provides stakeholders a visual map of an end-to-end product version in each release. Below is an example from Jeff Patton’s User Story Mapping . User Story Mapping Of course there are many more frameworks out there, depending on the maturity stage and complexity of the product. No framework is perfect and the best way to create your own secret sauce for prioritization is to adopt, modify, test and test again to ultimately get to what works for you. And lastly, always remember to keep the key principles of product vision, customer mindset, impact and risk measurement as you plan your product roadmap.

The Product Manager’s Decision Making Dilemma

Дылема прыняцця рашэнняў менеджэрам па прадуктах

Dilema rozhodování produktového manažera

Das Entscheidungsdilemma des Produktmanagers

El dilema de la toma de decisiones del gerente de producto

معضل تصمیم گیری مدیر محصول

O dilema da toma de decisións do xestor de produto

Dilema pri donošenju odluka voditelja proizvoda

プロダクトマネージャーの意思決定のジレンマ

Icyemezo cyumuyobozi wibicuruzwa Gufata Dilemma

தயாரிப்பு மேலாளரின் முடிவெடுக்கும் குழப்பம்

Önüm dolandyryjysynyň karary Dilemma

پروڈکٹ مینیجر کا فیصلہ سازی مشکوک

Facing 2025 Cybersecurity Head-On: Why Ignoring Tech Optimization Could Cost You More Than Data

If free money sounds suspicious to you, then you’re doing a good job of taking care of your funds. But fear not, because, in this case, crypto airdrops are a totally legit marketing tool. They’ve been around for years, and they keep coming. Many cryptocurrency projects actually give away a portion of their coins to gain adoption and recognition among users. That’s exactly what an airdrop is, indeed: a method used by cryptocurrency projects to distribute free tokens to a group of users, often as part of a marketing or community-building strategy. It typically works by sending tokens directly to users’ wallets based on certain criteria, such as holding a specific coin or completing tasks like social media engagement. Airdrop’s Purpose & Types Crypto airdrops are used to distribute tokens widely and quickly, helping projects build an initial ownership base. When tokens are owned by many people, the project becomes more stable, as its value isn’t concentrated in the hands of a few. Airdrops also serve as a strong marketing tool, drawing attention to the project as people are often eager to receive free tokens. This excitement helps increase awareness and brings new users into the ecosystem. Airdrops can also be used to reward loyal community members. By offering tokens to existing supporters, development teams foster a sense of appreciation, encouraging these users to stay engaged with the project and reducing the likelihood of them selling off their holdings. This approach helps maintain the token's price and strengthens community loyalty over time. Not all airdrops are the same, though, and their intended effectiveness could vary. There are several types of airdrops, each serving a different purpose. Standard airdrops require users to sign up, offering a straightforward way to receive tokens. Bounty airdrops, on the other hand, require users to perform specific tasks like promoting the project or contributing to its development. Lastly, holder airdrops reward existing supporters who already own a certain cryptocurrency, often without needing them to take any further action. Some Downsides Airdrops can be a great way to boost awareness and attract users to a crypto project, but they come with several challenges --especially for the team behind the projects and its loyal community. One significant downside is the sell pressure they create. Since recipients get tokens for free, many are quick to sell them off rather than hold them for the long term. This sudden increase in sell pressure can drive down the token’s price, hindering the project’s market stability and long-term value. Another issue is the potential for users to exploit the airdrop process. Some participants may create multiple accounts or fake activities to maximize their rewards while contributing little to the project. This not only skews the token distribution but also wastes resources that could have been better spent on genuine supporters. Additionally, airdrop hunters often have no loyalty to the project. Their goal could be only to collect tokens and sell them immediately, rather than becoming active members of the community. This can make it difficult to build a dedicated user base and achieve sustainable growth. As we can see, the effectiveness of airdrops is debatable, as they often attract short-term users. However, they remain a useful complementary tool for generating initial interest and bringing attention to new crypto projects. How to Participate in a Crypto Airdrop To participate in a crypto airdrop, the first step is to meet the eligibility criteria set by the project. These requirements can vary and may include, as we’ve mentioned, simple actions like signing up or more involved tasks such as promoting the project on social media. Regardless of the specific conditions, you’ll always need a crypto wallet compatible with that specific platform to receive the tokens. In most cases, when an airdrop is announced, pay attention to two important dates: the snapshot and the distribution. The snapshot is when the project team records the list of wallets that qualify for the airdrop, so you’ll need to ensure you meet all requirements by that time. The distribution date is when the tokens will be sent to your wallet, marking the completion of the airdrop process. Staying up to date with your favorite networks on social media could help you to discover new airdrops. However, it’s important to always stay cautious. Only follow official instructions (from official accounts) to avoid potential scams, and keep in mind that you may have tax obligations on any tokens you receive. Even if the token’s value drops, taxes may still apply, so it’s wise to plan ahead. Additionally, remember that cryptocurrencies can be volatile, so airdropped tokens may fluctuate in value significantly. Obyte Distribution Over the years, Obyte has had several types of airdrops trying to help with the distribution and adoption of its native currency GBYTE and the private coin Blackbytes (GBB). Instead of an Initial Coin Offering (ICO) or a similar crowd sale, GBYTEs started their journey by being distributed for free to Bitcoin (BTC) holders who chose to participate between 2016 and 2017. Around 645,341 GBYTEs (more than 64% of the total supply) were distributed this way to foster adoption. In the following years, other “bounty airdrop” programs were added to welcome more users, and some of them are still available. Currently, you can earn free GBYTEs in Obyte by verifying your personal information through attestations. This process allows you to confirm details like your real name, email, or GitHub account using chatbots in the Obyte wallet. Depending on the type of attestation you complete, you can earn between $8 and $79 in GBYTEs as a reward. These attestations also provide access to various applications within the Obyte ecosystem. Another way to earn some free GBYTEs is by participating in our Telegram quiz. By answering multiple-choice questions about Obyte correctly, you can earn at least $0.02 in GBYTEs, paid as a textcoin. It’s an easy way to learn about Obyte while gaining small rewards. Now, if you’re interested in doing a bit more work, we also have a Grants Program available for open-source projects that enhance our ecosystem. Everyone is welcome to participate! Featured Vector Image by Freepik If free money sounds suspicious to you, then you’re doing a good job of taking care of your funds. But fear not, because, in this case, crypto airdrops are a totally legit marketing tool. They’ve been around for years, and they keep coming. Many cryptocurrency projects actually give away a portion of their coins to gain adoption and recognition among users. That’s exactly what an airdrop is, indeed: a method used by cryptocurrency projects to distribute free tokens to a group of users, often as part of a marketing or community-building strategy . It typically works by sending tokens directly to users’ wallets based on certain criteria, such as holding a specific coin or completing tasks like social media engagement. That’s exactly what an airdrop is, indeed: a method used by cryptocurrency projects to distribute free tokens to a group of users, often as part of a marketing or community-building strategy Airdrop’s Purpose & Types Crypto airdrops are used to distribute tokens widely and quickly, helping projects build an initial ownership base. When tokens are owned by many people, the project becomes more stable, as its value isn’t concentrated in the hands of a few. Airdrops also serve as a strong marketing tool, drawing attention to the project as people are often eager to receive free tokens. This excitement helps increase awareness and brings new users into the ecosystem. Airdrops can also be used to reward loyal community members. By offering tokens to existing supporters, development teams foster a sense of appreciation, encouraging these users to stay engaged with the project and reducing the likelihood of them selling off their holdings. This approach helps maintain the token's price and strengthens community loyalty over time. Not all airdrops are the same, though, and their intended effectiveness could vary. There are several types of airdrops , each serving a different purpose. Standard airdrops require users to sign up, offering a straightforward way to receive tokens. Bounty airdrops, on the other hand, require users to perform specific tasks like promoting the project or contributing to its development. Lastly, holder airdrops reward existing supporters who already own a certain cryptocurrency, often without needing them to take any further action. Not all airdrops are the same, though, and their intended effectiveness could vary. several types of airdrops several types of airdrops Some Downsides Airdrops can be a great way to boost awareness and attract users to a crypto project, but they come with several challenges --especially for the team behind the projects and its loyal community. One significant downside is the sell pressure they create. Since recipients get tokens for free, many are quick to sell them off rather than hold them for the long term. This sudden increase in sell pressure can drive down the token’s price, hindering the project’s market stability and long-term value. Another issue is the potential for users to exploit the airdrop process. Some participants may create multiple accounts or fake activities to maximize their rewards while contributing little to the project. This not only skews the token distribution but also wastes resources that could have been better spent on genuine supporters. This not only skews the token distribution but also wastes resources that could have been better spent on genuine supporters. Additionally, airdrop hunters often have no loyalty to the project. Their goal could be only to collect tokens and sell them immediately, rather than becoming active members of the community. This can make it difficult to build a dedicated user base and achieve sustainable growth. As we can see, the effectiveness of airdrops is debatable, as they often attract short-term users. However, they remain a useful complementary tool for generating initial interest and bringing attention to new crypto projects. How to Participate in a Crypto Airdrop To participate in a crypto airdrop, the first step is to meet the eligibility criteria set by the project. These requirements can vary and may include, as we’ve mentioned, simple actions like signing up or more involved tasks such as promoting the project on social media. Regardless of the specific conditions, you’ll always need a crypto wallet compatible with that specific platform to receive the tokens. In most cases, when an airdrop is announced, pay attention to two important dates: the snapshot and the distribution . In most cases, when an airdrop is announced, pay attention to two important dates: the snapshot and the distribution The snapshot is when the project team records the list of wallets that qualify for the airdrop, so you’ll need to ensure you meet all requirements by that time. The distribution date is when the tokens will be sent to your wallet, marking the completion of the airdrop process. Staying up to date with your favorite networks on social media could help you to discover new airdrops. However, it’s important to always stay cautious. Only follow official instructions (from official accounts) to avoid potential scams , and keep in mind that you may have tax obligations on any tokens you receive. Even if the token’s value drops, taxes may still apply, so it’s wise to plan ahead. Additionally, remember that cryptocurrencies can be volatile, so airdropped tokens may fluctuate in value significantly. potential scams potential scams Obyte Distribution Over the years, Obyte has had several types of airdrops trying to help with the distribution and adoption of its native currency GBYTE and the private coin Blackbytes (GBB) . Instead of an Initial Coin Offering (ICO) or a similar crowd sale, GBYTEs started their journey by being distributed for free to Bitcoin (BTC) holders who chose to participate between 2016 and 2017. Blackbytes (GBB) Blackbytes (GBB) Around 645,341 GBYTEs (more than 64% of the total supply) were distributed this way to foster adoption. In the following years , other “bounty airdrop” programs were added to welcome more users, and some of them are still available. Currently, you can earn free GBYTEs in Obyte by verifying your personal information through attestations. This process allows you to confirm details like your real name, email, or GitHub account using chatbots in the Obyte wallet. In the following years In the following years Currently, you can earn free GBYTEs in Obyte by verifying your personal information through attestations . through attestations through attestations Depending on the type of attestation you complete, you can earn between $8 and $79 in GBYTEs as a reward. These attestations also provide access to various applications within the Obyte ecosystem. Another way to earn some free GBYTEs is by participating in our Telegram quiz . By answering multiple-choice questions about Obyte correctly, you can earn at least $0.02 in GBYTEs, paid as a textcoin. It’s an easy way to learn about Obyte while gaining small rewards. Now, if you’re interested in doing a bit more work, we also have a Grants Program available for open-source projects that enhance our ecosystem. Everyone is welcome to participate! Telegram quiz Telegram quiz Grants Program Grants Program Featured Vector Image by Freepik Featured Vector Image by Freepik Freepik Freepik

Educational Byte: What Is a Crypto Airdrop or How to Earn Free Money

بايت تعليمي: ما هو Airdrop للعملات المشفرة أو كيفية كسب أموال مجانية

Навучальны байт: Што такое Crypto Airdrop або Як зарабіць бясплатныя грошы

শিক্ষাগত বাইট: একটি ক্রিপ্টো এয়ারড্রপ কী বা কীভাবে বিনামূল্যে অর্থ উপার্জন করা যায়

Εκπαιδευτικό Byte: Τι είναι το Crypto Airdrop ή πώς να κερδίσετε δωρεάν χρήματα

Byte educativo: ¿Qué es un airdrop de criptomonedas o cómo ganar dinero gratis?

教育バイト: 暗号通貨エアドロップとは何か、または無料でお金を稼ぐ方法

Билим берүү байт: Crypto Airdrop деген эмне же кантип бекер акча табуу керек

Educational Byte: Inona ny Crypto Airdrop na ny fomba hahazoana vola maimaim-poana

Боловсролын байт: Crypto Airdrop гэж юу вэ эсвэл яаж үнэгүй мөнгө олох вэ

تعلیمي بایټ: کریپټو ایرډراپ څه شی دی یا څنګه وړیا پیسې وګټئ

Byte Educativo: Imataq Crypto Airdrop utaq Imaynatataq Gratis Qullqita Ganana

I-Byte yeMfundo: Yintoni i-Crypto Airdrop okanye Uyifumana njani imali yasimahla

In my current and previous startups, I’ve experienced firsthand the profound impact of timing, both good and poor, and how shifting conditions can dramatically change a business’s trajectory. I’ve seen how timing can influence our outcomes and learned what we did to mitigate its effects. I’ll share examples from my previous companies: my current startup, Withluna.ai, was launched at the beginning of 2023 amid widespread budget cuts and downsizing across tech startups and companies. In 2011, Namshi.com (a Rocket Internet venture) was one of the first large-scale e-commerce platforms in the GCC countries, an emerging market with limited experience in online shopping. To founders and product leaders: while the product, team, and market are all crucial, timing often has an outsized impact on whether a startup succeeds or fails. Poor timing affects sales and traction, shortens runway, and, if unaddressed, can break even the strongest startups. Because timing is often overlooked, I wanted to share my experience and perspective on this critical topic. Why does startup and product timing matter? In his well-known TED talk Bill Gross identified timing as the #1 factor impacting startup success, surpassing team and execution. Similarly, Marc Andreessen has said that the right startup idea will eventually succeed, but it’s a “massive question of timing”: a16z on timing. Startup founders can identify proxies for assessing timing, such as: Market readiness: is the market ready for your product? At Namshi’s inception, many users called to ask about our physical shop location or how to shop online, indicating unfamiliarity with e-commerce.
User behaviour and trends: these can create unique timing opportunities. For example, the shift to remote work during COVID-19 created perfect conditions for Zoom’s growth.
New regulations: regulatory changes can either enable opportunities or present significant obstacles. Understanding these shifts is essential to timing strategy. In their article “Why startup timing is everything”, NfX introduced the “Critical Mass Theory of Startups”, which suggests a tipping point where a product or market undergoes rapid transformation. This critical mass is reached when three minimum preconditions align: Economic impetus


Enabling technology


Cultural acceptance This framework helps founders visualize the timing landscape: Countless startups have had similar ideas, but the when, the timing of their launch, played a decisive role in their success or failure. How can founders assess and mitigate timing? Start small and test market readiness: launch an MVP or pilot to gauge interest without overcommitting. Try to win early paying customers, who are a stronger indication of demand than a large volume of non-committed feedback.

Dropbox famously launched with an MVP video that attracted 70,000 signups, building the confidence to move forward Focus on early adopters first: target a niche audience likely to embrace your product early. As Peter Thiel puts it, “In order for you to succeed in a competitive environment, you need to do something that others cannot. You need to be 10x better or solving a unique problem which means starting in a very small market.”

Slack launched for tech teams first, refining its value before expanding to a broader market. Be ready to pivot or persevere: if timing feels off, adjust based on feedback or refine your product until the market aligns.

At Namshi, we introduced a “cash on delivery” option to support first-time online shoppers, which ended up being used by more than 75% of our users. Stay updated on trends and external shifts: monitor market trends, regulations, and user behavior to adapt as needed.

Shopify initially launched as an online store for snowboarding equipment. However, when they noticed a demand for e-commerce tools, they pivoted to become a platform for other entrepreneurs to set up their online shops Plan a phased rollout: instead of going all-in at launch, consider a phased rollout that introduces your product gradually, allowing you to build traction and test assumptions as you grow.

Airbnb first targeted conference attendees in specific cities, then gradually expanded as it gained traction. This helped them gather user feedback and led to product and offering adjustments.
At Luna, we are following Airbnb’s founder, Brian Chesky’s mantra, “If you launch and no one notices, you can actually just keep launching,” Many great startups and products were launched too early to too late, impacting their potential for success and leaving them vulnerable to competitors who got the timing right. Persevering without adapting to poor timing can affect your strategy, team morale, and runway, reinforcing the need for timing awareness and mitigation. Whether you’re a founder or a product leader, considering timing as a core factor will greatly increase the quality and impact of your launches. In my current and previous startups, I’ve experienced firsthand the profound impact of timing, both good and poor, and how shifting conditions can dramatically change a business’s trajectory. I’ve seen how timing can influence our outcomes and learned what we did to mitigate its effects. I’ll share examples from my previous companies: my current startup, Withluna.ai , was launched at the beginning of 2023 amid widespread budget cuts and downsizing across tech startups and companies. In 2011, Namshi.com (a Rocket Internet venture) was one of the first large-scale e-commerce platforms in the GCC countries, an emerging market with limited experience in online shopping. Withluna.ai Namshi.com To founders and product leaders: while the product, team, and market are all crucial, timing often has an outsized impact on whether a startup succeeds or fails. Poor timing affects sales and traction, shortens runway, and, if unaddressed, can break even the strongest startups. Because timing is often overlooked, I wanted to share my experience and perspective on this critical topic. Why does startup and product timing matter? In his well-known TED talk Bill Gross identified timing as the #1 factor impacting startup success, surpassing team and execution. Similarly, Marc Andreessen has said that the right startup idea will eventually succeed, but it’s a “massive question of timing”: a16z on timing . TED talk TED talk a16z on timing a16z on timing Startup founders can identify proxies for assessing timing, such as: Market readiness: is the market ready for your product? At Namshi’s inception, many users called to ask about our physical shop location or how to shop online, indicating unfamiliarity with e-commerce. User behaviour and trends: these can create unique timing opportunities. For example, the shift to remote work during COVID-19 created perfect conditions for Zoom’s growth. New regulations: regulatory changes can either enable opportunities or present significant obstacles. Understanding these shifts is essential to timing strategy. Market readiness: is the market ready for your product? At Namshi’s inception, many users called to ask about our physical shop location or how to shop online, indicating unfamiliarity with e-commerce. Market readiness: User behaviour and trends: these can create unique timing opportunities. For example, the shift to remote work during COVID-19 created perfect conditions for Zoom’s growth. User behaviour and trends: New regulations: regulatory changes can either enable opportunities or present significant obstacles. Understanding these shifts is essential to timing strategy. New regulations: In their article “ Why startup timing is everything ”, NfX introduced the “Critical Mass Theory of Startups”, which suggests a tipping point where a product or market undergoes rapid transformation. This critical mass is reached when three minimum preconditions align: Why startup timing is everything Why startup timing is everything Economic impetus Enabling technology Cultural acceptance Economic impetus Economic impetus Enabling technology Enabling technology Cultural acceptance Cultural acceptance This framework helps founders visualize the timing landscape: Countless startups have had similar ideas, but the when , the timing of their launch, played a decisive role in their success or failure. when How can founders assess and mitigate timing? Start small and test market readiness: launch an MVP or pilot to gauge interest without overcommitting. Try to win early paying customers, who are a stronger indication of demand than a large volume of non-committed feedback.

Dropbox famously launched with an MVP video that attracted 70,000 signups, building the confidence to move forward Start small and test market readiness: launch an MVP or pilot to gauge interest without overcommitting. Try to win early paying customers, who are a stronger indication of demand than a large volume of non-committed feedback. Dropbox famously launched with an MVP video that attracted 70,000 signups, building the confidence to move forward Start small and test market readiness: Dropbox famously launched with an MVP video that attracted 70,000 signups, building the confidence to move forward Dropbox famously launched with an MVP video that attracted 70,000 signups, building the confidence to move forward Focus on early adopters first: target a niche audience likely to embrace your product early. As Peter Thiel puts it, “In order for you to succeed in a competitive environment, you need to do something that others cannot. You need to be 10x better or solving a unique problem which means starting in a very small market.”

Slack launched for tech teams first, refining its value before expanding to a broader market. Focus on early adopters first: target a niche audience likely to embrace your product early. As Peter Thiel puts it, “In order for you to succeed in a competitive environment, you need to do something that others cannot. You need to be 10x better or solving a unique problem which means starting in a very small market.” Slack launched for tech teams first, refining its value before expanding to a broader market. Focus on early adopters first: Slack launched for tech teams first, refining its value before expanding to a broader market. Slack launched for tech teams first, refining its value before expanding to a broader market. Be ready to pivot or persevere: if timing feels off, adjust based on feedback or refine your product until the market aligns.

At Namshi, we introduced a “cash on delivery” option to support first-time online shoppers, which ended up being used by more than 75% of our users. Be ready to pivot or persevere: if timing feels off, adjust based on feedback or refine your product until the market aligns. At Namshi, we introduced a “cash on delivery” option to support first-time online shoppers, which ended up being used by more than 75% of our users. Be ready to pivot or persevere: At Namshi, we introduced a “cash on delivery” option to support first-time online shoppers, which ended up being used by more than 75% of our users. At Namshi, we introduced a “cash on delivery” option to support first-time online shoppers, which ended up being used by more than 75% of our users. Stay updated on trends and external shifts: monitor market trends, regulations, and user behavior to adapt as needed.

Shopify initially launched as an online store for snowboarding equipment. However, when they noticed a demand for e-commerce tools, they pivoted to become a platform for other entrepreneurs to set up their online shops Stay updated on trends and external shifts: monitor market trends, regulations, and user behavior to adapt as needed. Shopify initially launched as an online store for snowboarding equipment. However, when they noticed a demand for e-commerce tools, they pivoted to become a platform for other entrepreneurs to set up their online shops Stay updated on trends and external shifts: Shopify initially launched as an online store for snowboarding equipment. However, when they noticed a demand for e-commerce tools, they pivoted to become a platform for other entrepreneurs to set up their online shops Shopify initially launched as an online store for snowboarding equipment. However, when they noticed a demand for e-commerce tools, they pivoted to become a platform for other entrepreneurs to set up their online shops Plan a phased rollout: instead of going all-in at launch, consider a phased rollout that introduces your product gradually, allowing you to build traction and test assumptions as you grow.

Airbnb first targeted conference attendees in specific cities, then gradually expanded as it gained traction. This helped them gather user feedback and led to product and offering adjustments.
At Luna, we are following Airbnb’s founder, Brian Chesky’s mantra, “If you launch and no one notices, you can actually just keep launching,” Plan a phased rollout: instead of going all-in at launch, consider a phased rollout that introduces your product gradually, allowing you to build traction and test assumptions as you grow. Airbnb first targeted conference attendees in specific cities, then gradually expanded as it gained traction. This helped them gather user feedback and led to product and offering adjustments.
At Luna, we are following Airbnb’s founder, Brian Chesky’s mantra, “If you launch and no one notices, you can actually just keep launching,” Plan a phased rollout: Airbnb first targeted conference attendees in specific cities, then gradually expanded as it gained traction. This helped them gather user feedback and led to product and offering adjustments. At Luna, we are following Airbnb’s founder, Brian Chesky’s mantra, “If you launch and no one notices, you can actually just keep launching,” Airbnb first targeted conference attendees in specific cities, then gradually expanded as it gained traction. This helped them gather user feedback and led to product and offering adjustments. At Luna, we are following Airbnb’s founder, Brian Chesky’s mantra, “If you launch and no one notices, you can actually just keep launching,” Many great startups and products were launched too early to too late, impacting their potential for success and leaving them vulnerable to competitors who got the timing right. Persevering without adapting to poor timing can affect your strategy, team morale, and runway, reinforcing the need for timing awareness and mitigation. Whether you’re a founder or a product leader, considering timing as a core factor will greatly increase the quality and impact of your launches.

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