This isn’t how we hoped things would turn out, but unfortunately, we were never able to find a sustainable business model that justifies the (considerable) expense of running the site. Because of the large number of developers who have come to depend on our services, we’ve kept things running for as long as we possibly could, but unfortunately, there[‘s] no practical path forward from here.

During this time I was also very involved in the startup community around Boulder. I was a die hard regular at #BOCC, attended Ignite, helped organize events for Boulder Startup Week, and made regular appearances at a litany of other startup and tech events. If you met me during this time, you would have never known how awful I truly felt. I regularly espoused how amazing things were. How excited and grateful I was for my job. How wonderful it was to be a proxy to what the engineers I worked with were building. Sure the hours were long and things felt cobbled together, but startup life, right? Work hard, play hard! I dare not confide that it had been months since I had experienced play, let alone rest.
As companies experience booming sales growth, business risks decrease, while their ability to raise debt increases. During the growth phase, companies start seeing profit and positive cash flow, which evidences their ability to repay debt. The corporations’ products or services have been proven to provide value in the marketplace. Companies at the growth stage seek more and more capital as they wish to expand their market reach and diversify their businesses.

The federal certifying authority will not certify your property to the extent it appears you will recover (over the property's useful life) all or part of its cost from the profit based on its operation (such as through sales of recovered wastes). The federal certifying authority will describe the nature of the potential cost recovery. You must then reduce the amortizable basis of the facility by this potential recovery.
Soapstone was an underdog from the start. Even as a known quantity, it was going to have to wrestle with the slow process of qualification at big carriers. The recession certainly didn’t help. And it seems to me (and one source from outside Soapstone agrees) that while Soapstone wasn’t entirely wrapped up in PBB-TE (Provider Backbone Bridging – Traffic Engineering), the stall in that technology’s ascent was a contributing factor, too.
Stacey Lastoe started writing short stories in the second grade and is immensely grateful to have the opportunity to write and edit professionally. Her work has appeared in YouBeauty, Refinery29, A Practical Wedding, Runner's World online, and The Billfold among other publications. She enjoys running and eating in equal measure and lives with her husband and dog in Brooklyn. All three of them are avid New York Mets fans. Say hello on @stacespeaks.
…we most definitely committed the all-too-common sin of premature scaling. Driven by the desire to hit significant numbers to prove the road for future fundraising and encouraged by our great initial traction in the student market, we embarked on significant work developing paid marketing channels and distribution channels that we could use to demonstrate scalable customer acquisition. This all fell flat due to our lack of product/market fit in the new markets, distracted significantly from product work to fix the fit (double fail) and cost a whole bunch of our runway.
Instead of deducting development costs in the year paid or incurred, you can elect to treat the costs as deferred expenses and deduct them ratably as the units of produced ores or minerals benefited by the expenses are sold. This election applies each tax year to expenses paid or incurred in that year. Once made, the election is binding for the year and cannot be revoked for any reason.
First of all you should concern yourself with the question how you want to change the world. Research into a problem and find the best solution for potential user and clients who might have interest in your idea. Beside stock this phase requires something that is called the minimum viable product (MVP). This means that a new product is pared down to a minimal version. Nevertheless this version should be that developed, that at least it can be released. After figuring out if the product goes down well with the public, the set of features can be completed.
The Beta version of your product/service is the pre-release version you give your target audience to test out the look and feel of your service. This is the testing water for major/minor changes, and the final chance to improve your final product before actually releasing into the market. Beta testing is usually done for services provided typically online.
It is vital to begin by establishing company requirements and defining the criteria for success. Companies vary in what they produce and how they sell it. Once these requirements and criteria are defined, work can begin on establishing a channel for the product to flow through and information relevant to the product can be made available centrally to all those who are relevant to its lifetime in the market. Shortcomings in existing processes can also be highlighted here and those areas necessary for gaining or maintaining a competitive advantage identified.
If you get a lease for business property, you may recover the cost of acquiring the lease by amortizing it over the term of the lease. The term of the lease for amortization purposes generally includes all renewal options (and any other period for which you and the lessor reasonably expect the lease to be renewed). However, renewal periods are not included if 75% or more of the cost of acquiring the lease is for the term of the lease remaining on the acquisition date (not including any period for which you may choose to renew, extend, or continue the lease).
The growth effort referenced above is the beginnings of the Growth Stage; during this stage the company endeavors to grow sales.  It is usually financed by follow-up financing from angel groups, super angels, larger angel groups, angel syndicates and VCs as part of Series A, and as such this growth which began late in the Early Stage extends into the Mezzanine stage.
For start-up or organizational costs paid or incurred after September 8, 2008, an accompanying statement is not required. Generally, for start-up or organizational costs paid or incurred before September 9, 2008, and after October 22, 2004, unless you choose to apply Regulations sections 1.195-1, 1.248-1, and 1.709-1, you also must attach an accompanying statement to elect to amortize the costs.
If you choose to immediately expense a portion of your business startup costs, you should make the election to do so on the first business tax year. However, if you were unaware of the election or chose not to take it when you filed your first return, you might have some recourse. If it's less than six months from the date your first return was due, you can amend the return and make the election. Write "Filed pursuant to section 301.9100-2" on top of the amended return to alert the IRS of the change.
We exposed ourselves to a huge single point of failure called Facebook. I’ve ranted for years about how bad an idea it is for startups to be mobile-carrier dependent. In retrospect, there is no difference between Verizon Wireless and Facebook in this context. To succeed in that kind of environment requires any number of resources. One of them is clearly significant outside financing, which we’d explicitly chosen to do without. We could have and should have used the proceeds of the convertible note to get out from under Facebook’s thumb rather to invest further in the Facebook Platform.
Sometimes the VCs want to install a new CEO of their own choosing. Usually the claim is that you need someone mature and experienced, with a business background. Maybe in some cases this is true. And yet Bill Gates was young and inexperienced and had no business background, and he seems to have done ok. Steve Jobs got booted out of his own company by someone mature and experienced, with a business background, who then proceeded to ruin the company. So I think people who are mature and experienced, with a business background, may be overrated. We used to call these guys "newscasters," because they had neat hair and spoke in deep, confident voices, and generally didn't know much more than they read on the teleprompter.
Startup went up in flames when our lead Series A investor backed out the day before Christmas (we had previously raised just under $1m). When that investor bailed at the very last minute the other investors scattered, end of company, everybody is laid off (we were pushing it cash wise, but we were done with docs and due diligence so we were just waiting on a wire).
You can elect to deduct a limited amount of reforestation costs paid or incurred during the tax year. See Reforestation Costs in chapter 7. You can elect to amortize the qualifying costs that are not deducted currently over an 84-month period. There is no limit on the amount of your amortization deduction for reforestation costs paid or incurred during the tax year.

A month ago, half way through my angel funds raised from family members, I decided to review the progress I’ve made and figure out what still needs to happen to make this a viable business. I was also actively pursuing raising VC funds with the help of a very talented and well connected friend. At the end, I asked myself what are the most critical resources I need to be successful and the answer was partners and developers. I’ve been looking for both for about a year and was unable to find the right people. I realized that money was not the issue.

"Uh-oh" moment: Eighteen months later, he hit a wall. "You're hopeful to the end, but we were flat out of money and couldn't meet payroll," he says. Huh tried raising more money, but the dot-com crash was in full effect, and there was none to be had. For two weeks, he says, he could barely leave his room. "These investors had put a fortune on their faith in me, and you feel like you should have rewarded their faith," he recalls. "You feel like you can't do another company again."


Joelle Pang entered the tech scene back in 2008 when fashion e-commerce was on the rise in Asia. Seeing the opportunity to disrupt retail, she started her first venture and exited the business in 2013, after growing the business from scratch to becoming Singapore’s leading online fashion platform catering to professional women. She went on to start her second mobile tech startup, and also spearheaded regional growth and go-to-market strategies for Honestbee and Wantedly.
A few years back at a YCombinator dinner, Paul Graham and the other partners drew a great diagram depicting the life of a new product. The main discussion is here: http://news.ycombinator.com/item?id=173261. It captures a viscerally truthful thing about the life of a new company- first you’re excited, then you’re not, and if you stick with it, you just might make it work. It could take years. But you may fail too, you never know until you do it.
A taxpayer may elect to deduct a portion of startup costs in the tax year in which the active conduct of the business to which the costs relate begins and to amortize the portion of the startup costs not deducted over a 180-month period under Sec. 195(b)(1)(A). A taxpayer is deemed to make the election to deduct and amortize startup costs unless it affirmatively elects to capitalize startup costs by attaching a statement to the taxpayer's timely filed tax return, including extensions, for the tax year in which the active conduct of the business begins (Regs. Sec. 1.195-1(b)). The deemed election to deduct and amortize startup costs or the affirmative election to capitalize them is irrevocable (Regs. Sec. 1.195-1(b)).
I put the lower bound at 23 not because there's something that doesn't happen to your brain till then, but because you need to see what it's like in an existing business before you try running your own. The business doesn't have to be a startup. I spent a year working for a software company to pay off my college loans. It was the worst year of my adult life, but I learned, without realizing it at the time, a lot of valuable lessons about the software business. In this case they were mostly negative lessons: don't have a lot of meetings; don't have chunks of code that multiple people own; don't have a sales guy running the company; don't make a high-end product; don't let your code get too big; don't leave finding bugs to QA people; don't go too long between releases; don't isolate developers from users; don't move from Cambridge to Route 128; and so on. [8] But negative lessons are just as valuable as positive ones. Perhaps even more valuable: it's hard to repeat a brilliant performance, but it's straightforward to avoid errors. [9]
Keep in mind that not all products follow a bell-shaped life cycle pattern as shown in the diagram above. Researchers have identified over a dozen different Product Life Cycle patterns. For example, a fashion fad becomes popular quickly, peak early, and decline very fast. Fads don't usually last long because most of them don't satisfy a strong need.
I launched my first company in 2006. I started dating my girlfriend, now wife in 2005. She has been through my whole entrepreneurial journey and we've experienced the roller coaster ride that start-ups / entrepreneurship can take you on. What I love about this book is that Brad & Amy have been through what we have experienced, are experiencing and so much more. I can relate to many of the stories that are shared and am thankful to be educated on what may lie ahead. Through this book they share practical advice and unfiltered real life insights that are extremely relevant to helping my wife and I live a fulfilled and balanced life. I also appreciate this book because it gives perspectives from both the entrepreneur and the significant other of the entrepreneur. This book therefore is a helpful resource for not only myself, but my wife as well. As a husband you want your wife to be happy....as an entrepreneur you want your business to be successful. This book helps significant others of entrepreneurs better support them throughout their entrepreneurial journey and helps entrepreneurs stay aware of how to optimize their relationship and life so that they can have their "entrepreneurial cake" and eat it too...with the person they love. I give this book two thumbs up!!!
While there’s no secret formula to relationship success in the world of the entrepreneur, Brad and Amy have found ways to make navigating this territory easier during their over twenty years together. Startup Life is a well-rounded guide filled with examples and advice that can help you avoid the missteps that many people in this situation make, and succeed in both your personal and business life.

Contrary to existing procedures, he ordered the instrumentation system, which included telemetry, visibility, and the transmitters for communications, to be turned on last, just before reentry, rather than first. The call was a calculated risk. Without the instrumentation system, the crew and controllers would not know for certain if the cold startup had been successful until the last possible moment before reentry. However without the change, the capsule would have exhausted its battery supply before splashdown. The procedure was a success, and the crew was recovered safely.

The return we prepare for you (our proposed assessment) will lead to a tax bill, which, if unpaid, will trigger the collection process. This can include such actions as a levy on your wages or bank account or the filing of a notice of federal tax lien. If you repeatedly do not file, you could be subject to additional enforcement measures, such as additional penalties and/or criminal prosecution.
The Social Radio began as a side project … raised money as a startup, and then became side project again when we couldn’t scale it. We didn’t see it getting big enough to have the impact we had hoped for, so we stopped updating the apps as our lives and jobs became busy, but people kept using them and we believed in the product, so we kept the apps running. But we have reached a point where the cost of running the apps cannot be covered, and we couldn’t get enough support to keep it running.

“One of Moz’s most frustrating, most consistent, most pernicious failures under my leadership was obsession with the new. Rather than be comfortable with steady improvements to our products, I was always pursuing the next feature, tool or problem we could tackle. And the more that philosophy spread and became part of the company’s culture, the worse we did. We’d launch a new feature or product, market it, then quickly forget about supporting and upgrading it in favor of moving on to the next thing. We had broken and neglected features no one knew how to support.


About twice a year-- in late spring and again in early winter-- a steady stream of resumes come in over the transom from college seniors and MBAs.  We haven't (publicly) posted a job in several years, so I can only assume these eager beavers are attracted to the perceived glamour of consulting mixed with the excitement of the startup world, and this has somehow triangulated them to our doorstep.

We’ve spent the past six years working hard to build a product that is engaging for users, reduces symptoms, and has a sustainable business model. After some trial and error in the direct to consumer and employer spaces, we ultimately pursued a strategy of alignment with traditional healthcare insurance companies. Healthcare moves very slowly and we made the mistake of misjudging the time it would take to achieve sustainable revenue through this approach.
The organization costs of a partnership or corporation are generally not deductible until the business liquidates (Wolkowitz, 8 T.C.M. 754 (1949)), but, as with startup costs, a partnership or corporation may elect to deduct up to $5,000 of organization costs and amortize the remainder of its organization costs over 180 months beginning in the month the entity begins business. The regulations deem a corporation or partnership to have made this election (Regs. Secs. 1.248-1(d) and 1.709-1(b)(2)) unless the entity affirmatively elects to capitalize the organization costs by attaching a statement to a timely filed return, including extensions, for the tax year in which the entity begins business. The partnership or corporation must reduce the $5,000 maximum deduction (but not below zero) by the amount of the total organization costs over $50,000 (Secs. 248(a)(1) and 709(b)(1)(A)). Example 5 shows the tax treatment of organization costs for a corporation that incurred more than $50,000 but less than $55,000 of organization costs.
You generally cannot deduct or capitalize a business expense until economic performance occurs. If your expense is for property or services provided to you, or for your use of property, economic performance occurs as the property or services are provided, or the property is used. If your expense is for property or services you provide to others, economic performance occurs as you provide the property or services.
Although the cost of depreciable property cannot be treated as a startup expense, no clear guidance exists as to whether depreciation can be calculated and treated as a startup expense. As mentioned previously, Sec. 195 includes in the definition of startup expenses only those expenses that would have been deductible if they had been paid or incurred in the operation of an already existing active trade or business. Sec. 167(a) allows depreciation to be claimed on property used in a trade or business or for the production of income. The startup period of a business does not seem to meet the criteria of Sec. 167(a). During the startup period, it appears that depreciation cannot be deducted or deferred and treated as a startup expense under Sec. 195.
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The payroll tax credit is an annual election made by a qualified small business specifying the amount of research credit, not to exceed $250,000, that may be used against the employer portion of social security liability. The credit is the smallest of the current year research credit, an elected amount not to exceed $250,000, or the general business credit carryforward for the tax year. The election must be made on or before the due date of the originally filed return (including extensions). An election cannot be made for a tax year if an election was made for 5 or more preceding tax years. The election made by a partnership or S corporation is made at the entity level.

you mention disruptive factors such as “5. Acknowledge the mid-life career change (aka crisis)” but other events (personal: divorce, ill health, death), or changing macro-economic influences can have a profound effect. We buttress ourselves with aspirations and dreams, forgetting completely the things outside our control. Not all people born in a given year will reach a happy retirement after a long, well planned productive career. Not all businesses grow and prosper.
If you use the cash method of accounting, you generally report income when you receive payment. You can’t claim a bad debt deduction for amounts owed to you because you never included those amounts in income. For example, a cash basis architect can’t claim a bad debt deduction if a client fails to pay the bill because the architect's fee was never included in income.
Again, the particular value ranges will vary, depending on the company and, of course, the investor. But in all likelihood, start-ups that have nothing more than a business plan will likely get the lowest valuations from all investors. As the company succeeds in meeting development milestones, investors will be willing to put assign a higher value.
The cost-to-duplicate a software business, for instance, might be figured as the total cost of programming time that is gone into designing its software. For a high-technology start-up, it could be the costs to date of research and development, patent protection, prototype development. The cost-to-duplicate approach is often seen as a starting point for valuing startups, since it is fairly objective. After all, it is based on verifiable, historic expense records.
This isn’t how we hoped things would turn out, but unfortunately, we were never able to find a sustainable business model that justifies the (considerable) expense of running the site. Because of the large number of developers who have come to depend on our services, we’ve kept things running for as long as we possibly could, but unfortunately, there[‘s] no practical path forward from here.
Declines are almost inevitable in an industry. If product innovation has not kept pace with other competing products and/or service, or if new innovations or technological changes have caused the industry to become obsolete, sales suffer and the life cycle experiences a decline. In this phase, sales are decreasing at an accelerating rate. This is often accompanied by another, larger shake-out in the industry as competitors who did not leave during the maturity stage now exit the industry. Yet some firms will remain to compete in the smaller market. Mergers and consolidations will also be the norm as firms try other strategies to continue to be competitive or grow through acquisition and/or diversification.
Many challenges in the world of ebooks remain unsolved, and we failed to create a sustainable platform for reading. Unfortunately, it is not possible to sell books on Apple’s platform at a competitive price. We also considered the book subscription model but did not find it to be a viable option for us. Finally, even if all users paid for the app, it would not provide the necessary resources to sustain and develop it.
Of the two versions, the one where you get a lot of customers fast is of course preferable. But even that may be overrated. The idea is to get there first and get all the users, leaving none for competitors. But I think in most businesses the advantages of being first to market are not so overwhelmingly great. Google is again a case in point. When they appeared it seemed as if search was a mature market, dominated by big players who'd spent millions to build their brands: Yahoo, Lycos, Excite, Infoseek, Altavista, Inktomi. Surely 1998 was a little late to arrive at the party.
Sandy Botkin CPA, Esq. is the principal lecturer for the Tax Reduction Institute of Germantown, Maryland. Sandy is a best selling author of “Lower Your Taxes:Big Time” and “Real Estate Tax Secrets of the Rich.” He lectures throughout the U.S. on tax reduction techniques for small business professionals.  You can access his web site for more information, including lots of free financial tools, by going to www.sandybotkin.com. You can also access his free blog at www.facebook.com/loweryourtaxes and his free videos at http://www.2012taxdeductions.com/
…I define startups as companies that don’t have control of their own destiny because they rely on investor cash infusions to operate. When asked, “How’s business?”, I always replied “I don’t have a business yet, we’re still a startup.” Startups are vulnerable to market financing conditions and events such as what we experienced. This year, 2017, was a particularly harsh year for hardware startups. Additionally each day carried the potential of a new existential threat, from product to supplier to market to financing to people to regulatory to competitive.
Negative career thoughts have been linked to depression, increased job avoidance behavior and low job satisfaction, and decreased employment seeking status. Further, negative career thoughts have demonstrated relationships to career indecision, career indecisiveness, sense of coherence, and emotional intelligence within a career decision-making context.  Staying positive is a powerful tools in any career development process.
I attempted to subdue those fears by working a lot. A lot. There were nights when I would ride my bike home at 9 p.m. or 10 p.m., only to open my laptop again and continue working after I got home. I spent time over weekends logged in making sure our help desk was empty or in the office trying to finish the project I hoped would make me feel secure there. I would kill my alarm and open my email with one swift motion each morning. I still couldn’t really explain what I was doing. Or what my role was.
We joined Startup Autobahn for a multitude of reasons, the most important being the opportunities that it has afforded us. As an Israeli startup we have been looking towards the German automotive landscape as the leaders in innovation. We think Startup Autobahn has enabled us to not only begin the conversation with Daimler, Porsche, ZF, BASF and HPE but to truly move from starting conversation to actionable progress in form of real world pilots. We are looking forward to meeting with meaningful contacts with Startup Autobahn’s partners and leveraging their leadership to lead to new opportunities for GuardKnox. At the end of the day, the results of the program will be the main catalyst which will bring business and mutual long term cooperation in between GuardKnox and the partners.
· Drink. No blackouts required, but just a couple of holy-shit-that-sucked cocktails with good friends from other worlds. I listened to my photographer, finance, and food friends–many are entrepreneurs, so I mostly listened to what they were doing. The tech startup world can be an insular little thing and it was healthy to get out of that and get other inputs. And your friends know who you are and will probably give you some good Stuart-Smalley-in-the mirror reinforcement.
“Before your A round, you are selling both the founding team and the vision of what a company in this market opportunity can actually achieve,” said Travis Connors, the Co-Founder, and General Partner at Building Ventures, a venture fund specifically targeting opportunities in the built industry. “After you raised the A-round, the question switches to ‘what can this company with this team achieve in this market?’ Investors have to believe in that team’s ability both develop a product that fits that market pain point and grows the company. After you have the money to begin to do that, you have to prove that the team you put together is capable of that.”
It’s important to remember, however, that credit cards are an expensive way of financing a small business, particularly if you have bad credit. That’s because card issuers determine annual percentage rates based largely on your personal credit scores. And research has shown that small businesses that rely heavily on credit card financing typically fail.
The middle-eight that McCartney provided for "A Day in the Life" was a short piano piece he had been working on independently, with lyrics about a commuter whose uneventful morning routine leads him to drift off into a dream.[25][not in citation given] McCartney had written the piece as a wistful recollection of his younger years, which included riding the 82 bus to school, smoking, and going to class.[26][27] This theme – the Beatles' youth in the north of England – matched that of "Penny Lane" (a street in Liverpool) and "Strawberry Fields Forever" (an orphanage behind Lennon's house), two songs written for the album but were released instead as a double A-side single.[28]
To elect to amortize research and experimental costs, complete Part VI of Form 4562 and attach it to your income tax return. Generally, you must file the return by the due date (including extensions). However, if you timely filed your return for the year without making the election, you can still make the election by filing an amended return within 6 months of the due date of the return (excluding extensions). Attach Form 4562 to the amended return and write "Filed pursuant to section 301.9100-2" on Form 4562. File the amended return at the same address you filed the original return.
But the more we moved down the path, the more I realized the complexities involved with selling answers. Knowledge is a tricky thing to sell, because even experts disagree on some answers. What’s worse, most people think they know more than they really do. Look at how many idiots think they know stocks, or programming, or even business. Nearly everyone thinks they can give good management tips. It is difficult to sell something so… confusing, and we realized it would lead to problems down the road. Yahoo, and most of the other sites, fix this by having people vote on the best answer, but we couldn’t post answers in public because that would take away our residual incentives. And anyway, I’m not convinced in the “wisdom of crowds” for anything beyond general knowledge. It doesn’t work for domain specific stuff.

In 2010, Goldberg founded another company with his friend Bradford Shellhammer, his Socialmedian cofounder, Nishith Shah, and Shah's wife, Deepa. They created Fabulis, a social network for the LGBT community that pivoted to become a daily-deals site. Fabulis finished the year with only 150,000 users. They told investors, who poured about $1 million into Fabulis' seed round, that they needed to shut down.
In the growth phase, companies experience rapid sales growth. As sales increase rapidly, businesses start seeing profit once they pass the break-even point. However, as the profit cycle still lags behind the sales cycle, the profit level is not as high as sales. Finally, the cash flow during the growth phase becomes positive, representing an excess cash inflow.
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