NewCo took Boulder by storm last week and the team at InspiringApps enjoyed participating in the varied presentations around town. We were encouraged at QuickLeft to be intentional about diversity, and glad to see others such as Pivotal Labs committed to lean methodologies. We also enjoyed a tour at eTown, got recruiting tips from Turning the Corner, and one of us even tried brussels sprouts for the first time at the Made in Nature session!
Not only did we learn about our neighbors and the cool and innovative things they’re working on, but we also hosted a session in our office. Our CEO, Brad Weber, presented “8 Lessons Learned in 8 Years of Making Mobile Apps.” As Brad shared a few pivotal stories from our history, he drew out key concepts and provided some salient wisdom for any entrepreneur or business leader:
Don’t partner when you can hire. Although starting alone can feel daunting, hiring may be a better way to begin. A partnership is a serious and long-term relationship and, as the team at TechStars also noted, it’s important to know as much about a potential co-founder as one does about a potential life partner.
Hire with an eye toward the future – but not the distant future. Resources are limited in the early days, so it’s important to be thoughtful about what skills can take the company to the next horizon.
Building a team of employees is hard work, but worth it. Using contractors seems to offer the promise of less risk, but it has its own set of challenges. Investing in an all-employee team can lead to better cohesion, mutual commitment, and lots of fun!
There is value in working under one (leaky) roof. Flexible out-of-office hours are a key part of our culture, but we gain a lot by also having one space in which to collaborate together.
Without project management, there is chaos. It’s tempting to forego the overhead of project management, but a client-based business benefits greatly from such leadership.
Lean is a better approach to development. A desire to get things just right causes many companies to invest too much and wait too long to release a product. Using small, iterative steps enables a company to be more nimble – and gain better market feedback along the way
Align costs and revenues to bid projects. Instead of fixed bids, we often found it better to use high-level estimates for the whole project, then time and materials for a given sprint.
It’s a delicate balance between product work and custom development work. Client work pays the bills, but it can’t drive all the priorities in resource allocation. Maintaining steady progress toward other goals (in our case, product development) is required to keep the momentum going.
If you’d like to learn more details about what Brad shared, contact us and we’d be happy to share.