Startups

I’ve had 4 legal battles since starting my business. Could I have avoided them? Probably. But to be honest, I didn't have the funds to pay a proper lawyer, or the network of founders to ask the right questions to. I don't want that to happen to you. Here are 5 clauses I put in my contracts that might help you protect your work, your business and most importantly.. your sanity ↓ #1 Non-cancellable, non-refundable contracts. This shouldn’t even be an issue if you qualify your clients properly. BUT if someone signs, onboards, and then ghosts? We still get paid. And so should you 🤗 #2 Immediate or short payment terms Most businesses accept 30-to 90-day payment terms. I don’t. You wouldn’t work for 3 months without pay—so why should your business? Cash flow is your business’s lifeline. Protect it. #3 While we’re on payment terms… Your contract should include: → Interest on late invoices. → A clause that stops work if invoices aren’t cleared. → A guarantee that if a client delays the project, you still get paid. Your time isn’t free! #4 Your IP stays YOURS. Anything we bring into the agreement at Klowt stays ours. Anything we create for you is yours. Simple. I once ran a training session, and the client recorded it—then tried to sell it behind a paywall. Now, our contract states a £10,000 fine per breach. (And for that particular case, per breach = per view. 😅) #5 Don't work with d*ckheads. This isn't a legal clause, more legal... advice? 🤣 If someone is giving you red flags in any way at the beginning of your relationship, do not work with them. This could include but not limited to: - Focusing on immediate ROI. - Cost or discounts being a primary concern. - Pushing for work to kick off before contracts or payments. - Reaching out at inappropriate times - or in inappropriate ways. - Delaying initial payments. Legally binding contracts are a good insurance policy, but they're lengthy and expensive to implement if you actually have to go to court. So the best LEGAL advice I can give you as a 2x founder is, don't work with d*ckheads. And learn from my mistakes. It's a lot cheaper than learning from your own... trust me 😂. Was this helpful? 💜 I write a 2x weekly newsletter for founders and freelancers on topics like this. Join us here: https://lnkd.in/ejDbD94R

I started my first venture at 21 and sold it in a multi-million-dollar transaction when I was 26. Today, I’m building my second venture, GreyLabs AI, where we’ve raised millions in capital and are scaling fast. Across this journey, here are 10 learnings that have stayed with me: 1. Startups fail on Day 1, not when they run out of money - if the founding team isn’t right. You need shared vision + complementary skills. 2. Sell first, build later. Don’t waste years building what no one wants. Get customer buy-in before writing code. 3. Focus on a small market. At GreyLabs AI, we’re laser-focused on the India BFSI. Shiny distractions exist everywhere, but focus wins. 4. High-impact individual contributors matter. In the AI era, such people can drive more value than larger teams. 5. Hire a strong law firm. Bad contracts (customers, vendors, shareholders, even cofounders) can destroy your business. 6. Customers > Investors. Be frugal, get paying clients, and build proof. Investors follow traction - otherwise, you’ll only get "advice". 7. Control your spending. Many founders start spending mindlessly after raising money. Waste money today, and money will waste you tomorrow. 8. Culture beats perks. My first startup was bootstrapped, with limited benefits. But no toxic managers, genuine care, and empathy earned us a 4.6 rating on Glassdoor (75+ reviews, all organic). 9. Undercommit, overdeliver. Never oversell. Promise only what you can deliver - and then exceed expectations. 10. Stay grateful. To your team, customers, investors, and family. None of this happens alone. Startups are tough, but with the right principles, they’re also the most rewarding journeys one can take. #startups #business #entrepreneurship

Every startup can be distilled into a simple equation. And until you can express yours as one, you don’t fully understand your business. Having this equation gives you a map for understanding your biggest growth drivers, your key inputs and outputs, and once your teams are aligned, and the equations operationalized, you’ll experience a huge force multiplier—because every team will be focusing their energy on the same (high-leverage) levers. I teamed up with Dan Hockenmaier to flesh out the detailed equations for the eight most common tech business models: 1. Bottom-up B2B SaaS with seat-based pricing 2. Bottom-up B2B SaaS with usage-based pricing 3. Top-down B2B SaaS 4. B2C subscription 5. B2C free (ads) 6. B2C marketplaces 7. B2B marketplaces 8. DTC/e-commerce How to make the most of this post: 1. Create your own business’s math formula, with inspiration from a formula below 2. Have a discussion with your team about how your business grows through the lens of this formula 3. Identify the highest-leverage lever(s) within your formula, and put more resources behind it 4. Identify one new lever you haven’t invested in, and experiment with it 5. Turn the formula into a full-fledged growth model (something we’ll explore in a future post) 👇 https://lnkd.in/g3zdkAMa

Everyone says they’re looking for outlier founders — until they meet one. The founder with no industry background, no flashy technical pedigree, no Stanford PhD, and no time at a unicorn. The one who doesn’t “fit the pattern.” But the pattern most VCs use to evaluate founders has almost nothing to do with outcomes. In Europe, 55% of unicorn founders had ZERO experience in the industry they disrupted. Two-thirds weren’t technical. The majority had under 10 years of work experience. Just 10% had worked at a unicorn. Oxbridge and the usual credential circuits barely registered. And yet these were the people who built the most valuable companies in the region. The signal wasn’t in the CV. It was in the momentum. What actually stood out? Prior startup exposure and having built something before — successful or not. Founders who’d seen chaos up close. Who knew how to get from zero to one. Investors still over-index on polish and “founder-market fit.” But the founders worth backing are the ones with scars, not slides. If the résumé looks too good, it’s probably not the real edge. The best bets often walk in disguised as a risk.

Nonprofits, if I had to build corporate partnerships from scratch today, here’s the real playbook: 1. Stop begging. Start collaborating. Your opening line to a company should never be: “We’re looking for sponsors.” Instead, it should be: “We’re building a movement around [cause]. Want to co-author the story?” Shift your posture from “needing help” to “offering opportunity.” 2. Ditch the gold-silver-bronze garbage. Create partnership experiences that feel custom-built: Fund an innovation lab Co-host a thought leadership series Launch a branded scholarship program Make them the hero of a tangible impact, not a logo on a step-and-repeat. 3. Play offense on LinkedIn If you’re waiting for CSR managers to stumble onto your website, you’ve already lost. Connect with CSR, ESG, HR, and Marketing leads at 50 dream companies. Post 3–4 times a week showing WHY your mission matters to their brand narrative. Share wins with attribution: “Thanks to partners like [Company], we [result].” Visibility builds familiarity. Familiarity builds trust. Trust builds checks. 4. Build a Corporate Advisory Council. Invite 5–10 execs from different companies to join a “founding circle.” No donation required upfront. What you’re asking for: • Their insights • Their network • Their pride of ownership Once they feel bought in, the dollars will follow. 5. Make it ridiculously easy to say yes. No 17-page decks. No committee calls. No 90-day “we’ll get back to you” limbo. Your ask should be crystal clear: “We have a $25,000 project funding gap.” “Here’s what you’ll get in return.” “Here’s how your brand will be celebrated.” Simplicity wins deals. Period. 6. Follow up like a human, not a robot. No “just circling back” emails. No “checking in on my proposal” DMs. Send them micro-wins: “Just wanted to share, we hit 100 youth served this month!” “This story made me think of your team’s values.” Stay top of mind without being top of inbox spam. In 2025, partnerships are won by building narratives, not asking for charity. You’re not selling sponsorships. You’re offering legacy. Act accordingly. Want to learn how we’re helping nonprofits land $25K–$250K partnerships without begging? Comment “Build” or DM me. We’re opening a private training soon.

Most founders want to scale their company. But no one teaches you how to do it after you’ve found product–market fit. So let me break it down based on what I’ve seen work inside the fastest-growing brands: 1️⃣ Processes Beat Hustle In the early days, you can sprint your way through everything. But to scale, speed = systems. If something works, document it. Then delegate it. If you don’t build repeatability, you’ll become your own bottleneck. 2️⃣ Distribution Over Product At scale, the best product doesn’t win. The best-known one does. You need traffic, eyeballs, and demand on tap. That means: – Paid media that scales – Organic that compounds – Partnerships that open new doors 3️⃣ People Are Multipliers Hiring gets harder as you grow. The cost of one wrong hire? Months of momentum lost. Bring in people who: – Make decisions without hand-holding – Scale themselves through others – Fit the stage you’re in, not just the resume 4️⃣ Let Go to Grow You can’t scale AND control everything. Let go of the landing page. The inbox. The ops calls. Scale only happens when you create leaders, not just helpers. 5️⃣ Cash Is King (Still) Most founders scale too fast—and run out of oxygen. Tidy unit economics > flashy growth.

In 66 months, I helped grow Gong from $200k ARR to $7.2B in valuation and worked alongside some of the planet's best sales leaders. Here's the 6 biggest lessons I learned: 1. Overinvest in great marketing early on. I’m still shocked at how few startups do this. Sales with no (effective) marketing early on to pave demand and provide air-cover is a brute-force way to build. 2. Measure twice, cut once when hiring leaders. Your first leadership hires will have cascading effects on your company that ripple through many years. Their fingerprints will weigh heavy on everything from your sales motion, to company culture, to the people they hire, whether you want it to or not. Even after they’re gone. Recruit and hire accordingly. 3. Beat the hell out of what’s working. Finding what works in growing a startup is like drilling for oil. You’re going to drill a number of "wells" and come up dry. But soon, you’ll find one to go DEEP with. Drill it for all it’s worth. Don’t screw around trying to find too many other oil wells when you haven’t even maxed out your best one. 4. Hire salespeople who thrive on ambiguity. Not just those who CAN do that, but those who LOVE to do it (because they'll be doing this for a while as your market evolves). Do this, and you’ll accelerate your learning curve to a repeatable sales motion. Hire entrepreneurial reps. 5. Inject risk into the business as you scale. As you scale, your “portfolio” of growth initiatives should contain more and more risk. It's as if you're a fund manager. Early on, find what works and cling to it. But as you grow and you’re able to rely on several well-established growth vectors, start to introduce risk into your portfolio. Examples: Experimenting with channel partnerships, international, new segments of the market or use cases. 6. Realize the "growth at scale" playbook is different than the "scale up" and "startup" playbooks. What got you to $50M or $100M will not get you to the next level by itself. The path to $100M, and going beyond that (“growth-at-scale”) are two very different situations demanding different means of growing. Early on, nothing matters but (the right) customer acquisition, controlling churn, and making your product absolutely amazing. But if you’re going to continue growing at a fast rate, several other methods have to start firing: high net dollar retention (NDR), multi-product and multiple streams of ARR, going hard and fast on international expansion, and crossing the chasm into “low tech” industries. This list is non-exhaustive. For those of you who have ridden that tornado, what would you add? P.S. Turn "open opps" into paying customers at any phase of growth with these 10 closing motion scripts: https://lnkd.in/gtxYd9Vs

What if the best networking strategy had nothing to do with “networking” at all? Back in 2014, I started a group called “Delhi Internet Mafia”. To learn from and share insights with founders based out of Delhi. I would cold email founders to show up for the catchup. Vijay Shekhar Sharma of Paytm showed up for one of them. I remember being blown away by his energy, his ambition and his clarity. We stayed in touch. A few years later, Paytm invested in my startup nearbuy. If it weren’t for that group, we may have never raised money from Paytm. 3 ways to build genuine relationships: 1/ Do not try to impress. Be impressed. People can see through your attempts to impress them. But what people can truly be attracted to is your interest in them. Genuine interest. 2/ Engage meaningfully. If engaging offline, ask questions out of pure curiosity. To truly understand. If engaging online, don’t just comment “Great post!” - add insight or ask smart questions. 3/ Give before you ask. That could be sharing feedback on their work, amplifying their content, or connecting them to someone useful. You can never fail with authenticity and trust.

For 13 years, I’ve been on the frontline of the B2B data wars. Here are the 5 strategies startups can use to defeat larger incumbents in their battle for market share: BACKGROUND: When I was VP at ZoomInfo they outflanked D&B by going after SMB. When I was President/COO at Apollo I saw them build a self-serve PLG engine to take that very same SMB segment from ZoomInfo. In the coming years, some B2B data startup will do to Apollo what they did to ZoomInfo, and ZoomInfo did to D&B. That is the nature of the beast. Here are the 5 ways I've seen new companies defeat incumbents: 1. Capture Attention Better Than Your Competition -  Only companies with the ability to cut through the noise succeed -  No matter what you do, there are likely over 20 teams doing the same -  Lower the search cost for the buyer. Nurture a community, develop a memorable brand, think about market virality early on, invest in an Inbound flywheel 2. Just Be Different - There’s always room to innovate - Innovation can be in GTM or packaging (doesn't have to be product) Example (Packaging): ZoomInfo differentiated from D&B by selling a self serve tool for $5K/year; when most data vendors were selling data dumps for $100K+/year. Apollo differentiated from ZoomInfo by selling a self serve tool for $99/user/mo to SMB; when others were selling $25K/year plans to enterprise. Example (GTM): ZoomInfo innovated in GTM with efficient inside sales teams as opposed to D&B’s field sales staff. Apollo innovated with PLG for the data business as opposed to ZoomInfo’s inside sales team 3. Refuse To Copy Your Dominant Competitor - Most entrepreneurs have so much respect for the dominant competitors that all they can think of is playing catch up and aim for feature parity - By the time you copy a feature, the dominant player will build 5 more and the gap widens - Instead, craft your own path. Identify an audience that your competitor is ignoring and roadmap that will make you look distinct 4. Relentless Focus On Optimizing The Low End Of The Market - Most disruption comes from the low end of the market - Zoominfo went after the SMB, which D&B was willing to forego without a fight - As the ZoomInfo business grew, they moved upstream and Apollo went after the low end of the market that ZoomInfo did not care as much about anymore - It’s only natural that Apollo will find going upstream more attractive as the business scales, paving way for a NewCo to acquire the SMB market once again 5. Be the best at something and don't try to be good at everything - Every team can be exceptionally good at something - Identify what your superpowers are - Is it Product, Sales, Marketing, CS? - Double down on your strengths, ignore your weaknesses - Do more of what you are good at to create a competitive edge TLDR: 1. Learn how to capture attention 2. Be different 3. Don't copy your competitor 4. Focus on low end of the market 5. Be the best at something P.S. Have questions? AMA in the comments. 👇

"Talk to customers" is classic startup advice. But not enough folks teach you how to talk to users in a way that gets you actual insights. Since launching Decagon and raising $100M over 3 rounds, we’ve learned a lot, especially about GTM. Here's how we've adapted our customer conversations to go beyond surface-level excitement and uncover real signals of value. We benchmark around dollars when discussing product features. Why? Because it’s easy to run a customer interview where the customer seems thrilled about a new idea we have. But excitement alone doesn’t tell you if a piece of feedback is truly valuable. The only way to find out is to ask the hard questions: → Is this something your team would invest in right now? → How much would you pay for it? → What’s the ROI you’d expect? Questions like these don’t allow for generic answers—they'll give you real clarity into a customer's willingness to pay. For example: say you float a product idea past a potential user. They're stoked by it. Then you ask how much they'd pay for said product—and the answer is $50 per person for a 3-person team. Is that worth building? It might be, depending on the outcome you're shooting for. But if your goal is to build an enterprise-grade product, that buying intent (or lack thereof) isn't going to cut it. If you'd stopped the interview at the surface-level excitement, you might have sent yourself on a journey building a product that isn't viable. By assessing true willingness to pay you can prioritize building what users find valuable versus what might sound good in theory. Get to the dollars as quickly as you can. It’s an approach that has helped us align our roadmap with what customers truly need and ensure we’re building a product that has a measurable impact.