Paradoxically, this cultural environment exists at the same time as everyone in Norway is trying to orient the economy around entrepreneurship. We always want to see everything as super positive! Everyone’s idea should be applauded and many startups should, according to this thinking, be financially supported by the government. This is true even when sometimes it might be a better to be more critical of Norwegian founders who are clearly not developing a viable business. Norwegians are not known for being overly polite, but when it comes to bad startup ideas they still shower praise. As a result, I see a lot of very smart people working on very bad ideas for far too long here in Norway. That means good talent gets locked up when it could be doing something much more impactful.
I've heard many people tell those who have failed to "just forget about what happened" and that the "past is the past." First, your brain doesn't work that way, especially after putting so much effort into what you tried. Second, you don't want to forget, because there were lessons in that experience that you should remember so you don't make the same mistakes again. Think about why and how the startup failed without just blaming yourself or, even worse, deciding it was everyone else's fault.

If you have the financial means, take some time off. Travel and eat good food and make a few new friends or find some new lovers. If you’re completely wiped out financially from living the life of a founder, do what it takes to stabilize things quickly. That might mean consulting, or even worse, taking a cushy corporate job. Do whatever it takes to rebuild a foundation for yourself. I recommend doing this before jumping back into startup life. Without a pause and chance to reset your batteries you may find yourself in the same situation again far too soon.


According to the board, a 44 Million SEK ($5.4M) discrepancy was uncovered. The “Company has used lenders’ capital in violation of their instructions, or, without their permission.” Due to the extreme nature of the uncovered misdeeds, Swedish police have been contacted. Members of the previous management team have been placed on suspension during the investigation. The misconduct was said to be “likely in place since the TrustBuddy platform began operation”.
The single page farewell letter the company website has been reduced to says, “For the past 3 years, our mission here at Plastc was to build and deliver the most technically ambitious smart card on the planet. After making enormous leaps in development, product innovation and progress towards our goal, Plastc has exhausted all of its options to raise the money it needs to continue.”
Pretty Young Professional was founded by four colleagues at McKinsey, a global consultancy firm, who noticed the lack of resources for young women in the world of entrepreneurship. It had a simple vision, to provide a weekly newsletter and cultivate a community for young female entrepreneurs. All four were coworkers, friends even, who shared a similar passion and vision. A meeting was held; positions and equity were decided amongst themselves and written on a notepad. And that’s when the trouble began.

It’s OK if your solution is clunky - what matters is that you deliver your Value Proposition and you learn the basics of your customers’ problems before you automate. By being a part of the solution personally, you’ll be able to experience your customers’ problems first hand and you’ll get to see what pain points matter the most for them. Plus, you’re not spending a lot of time and money on building an automated solution you don’t know will work yet. But you are serving customers.


I’ve crashed startups several times, from tiny bootstrapped projects all the way to big venture-backed journeys. In Silicon Valley this happens many times every day and it’s generally accepted. Today a startup dies but tomorrow its people get quickly snapped up or start something new altogether. The amazingly efficient ways talent and money can recirculate makes Silicon Valley unique – this simply doesn’t exist elsewhere. In the Valley it’s OK to fail; you might even go so far as to say that failure is embraced there. One could literally “fail up” their entire career, getting smarter and stronger with each failure. I certainly have to some extent.
« I use Eloquens for a variety of reasons ranging from real estate modeling to some of the start-up models, to cover the range of potential investments, which the Company I work for examines. We are always looking for different methods or models to ensure we are being thorough in the analysis. Also, we pursue investments in a wide variety of industries and Eloquens has the tools to help us examine those opportunities. I would highly recommend the site to anyone who is involved in business analytics. »
Example 3. Capitalizing expansion costs: Using the same facts as in Example 2, Goodco also incurs legal fees for its attorney to negotiate a lease agreement for its new service location and prepays a two-year liability insurance policy for its new location. These costs must be capitalized under Sec. 263(a). The attorney's fees can be amortized over the life of the lease. The insurance can be deducted in the periods to which it relates.
“There is a dire need for simple, convenient, well-priced life insurance in South Africa and we believed we could use our combined strengths – tech startups, life insurance experience and human-centred design — to build a business that could cut through the noise and deliver super simple life insurance products at disruptively low prices,” he adds.
« We're using Eloquens to host and leverage a growing library of intellectual property assets to attract and convert more leads to clients. Plus, with our philosophy of "standing on the shoulders of giants", we get more visibility into what are some of the best already-existing tools out there and their authors, which saves a tremendous amount of time, and makes it easier to identify and initiate new strategic partnerships. »
During the shake-out phase, sales continue to increase, but at a slower rate, usually due to either approaching market saturation or the entry of new competitors in the marketThreat of New EntrantsThe Threat of New Entrants refers to the threat that new competitors pose to current players within an industry. It is one of the forces that shape the competitive landscape of an industry and helps determine its attractiveness. Other forces are competitive rivalry, bargaining power of buyers, threat of substitutes,. Sales peak during the shake-out phase. Although sales continue to increase, profit starts to decrease in the shake-out phase. This growth in sales and decline in profit represents a significant increase in costs. Lastly, cash flow increases and exceeds profit.
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.
You cannot deduct as a current business expense all the IDCs paid or incurred for an oil, gas, or geothermal well located outside the United States. However, you can elect to include the costs in the adjusted basis of the well to figure depletion or depreciation. If you do not make this election, you can deduct the costs over the 10-year period beginning with the tax year in which you paid or incurred them. These rules do not apply to a nonproductive well.
Ironically, Raghunandan did the exact opposite after TaxiForSure was acquired for a $200 million (around ₹ 1,363 crore now) cash and equity deal. “Because I always felt something was taken away from me, I wanted to find a way back into the startup ecosystem,” he says, alluding to the fact that TaxiForSure failed to secure funding following the 2014 Uber rape case in Delhi, and that forced the company founders, Aprameya Radhakrishna and Raghunandan, to make the tough decision to sell.
The picture of your past is already done. It's time to put it away in your portfolio and pull out a sketch pad to start drawing up what your future is going to look like. When I talk with entrepreneurs who are at a crossroads, I recommend keeping a journal of their thoughts. Start writing down your ideas, feelings and perspectives. Brainstorm around new ideas that your entrepreneurial brain has been plotting.
If you work your way down the Forbes 400 making an x next to the name of each person with an MBA, you'll learn something important about business school. After Warren Buffett, you don't hit another MBA till number 22, Phil Knight, the CEO of Nike. There are only 5 MBAs in the top 50. What you notice in the Forbes 400 are a lot of people with technical backgrounds. Bill Gates, Steve Jobs, Larry Ellison, Michael Dell, Jeff Bezos, Gordon Moore. The rulers of the technology business tend to come from technology, not business. So if you want to invest two years in something that will help you succeed in business, the evidence suggests you'd do better to learn how to hack than get an MBA. [3]
The cost of the depreciable assets can be recovered under Secs. 167 and 168 once active business operations begin (e.g., telephone equipment acquired and used during the startup period is not considered placed in service for depreciation purposes until active business begins). This was the IRS's conclusion in Letter Ruling 9235004. The courts have generally held that the depreciation deduction allowance starts when the intended business begins (Simonson, 752 F.2d 341 (8th Cir. 1985); McManus, T.C. Memo. 1987-457).
Broadly speaking, companies progress through a predictable series of phases called the company life cycle. The life cycle starts with the startup phase, moves into the rapid growth phase, followed by the maturity phase, and finally the last phase is decline. Furthermore, the duration of the individual stages varies widely across industries and differs between individual companies. As a result, the phases differ in terms of characteristics related to profitability and financing needs.
At the time, Lennon and McCartney denied that there were drug references in "A Day in the Life" and publicly complained about the ban at a dinner party at the home of their manager, Brian Epstein, celebrating their album's release. Lennon said that the song was simply about "a crash and its victim", and called the line in question "the most innocent of phrases".[78] McCartney later said: "This was the only one in the album written as a deliberate provocation. A stick-that-in-your-pipe ... But what we want is to turn you on to the truth rather than pot."[80] The Beatles nevertheless aligned themselves with the drug culture in Britain by paying for (at McCartney's instigation) a full-page advertisement in The Times, in which, along with 60 other signatories, they and Epstein denounced the law against marijuana as "immoral in principle and unworkable in practice".[81] In addition, on 19 June, McCartney confirmed to an ITN reporter, further to his statement in a recent Life magazine interview, that he had taken LSD.[82] Described by MacDonald as a "careless admission", it led to condemnation of McCartney in the British press, recalling the outcry caused by the publication of Lennon's "More popular than Jesus" remark in the US in 1966.[83][84] The BBC ban on the song was eventually lifted on 13 March 1972.[85][nb 7]

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]


Consumers in the new industry have come to understand the value of the new offering, and demand grows rapidly. A handful of important players usually become apparent, and they compete to establish a share of the new market. Profits usually are not a priority, as companies spend on research and development or marketing. Business processes are improved, and geographical expansion is common. Once the new product has demonstrated viability, larger companies in adjacent industries tend to enter the market through acquisitions or internal development.
Your existing customers are also an easy path to finding new customers. Unless people are searching Google for your exact solution, you will want to come up with every creative way that enables your customers to tell their friends. You can even borrow a page out of the e-commerce playbook and offer your customer money and/or credit for selling product to people they know. That’s what Scott Wilson did with the Lunatik Rewards App.
The cost of repairing or improving property used in your trade or business is either a deductible or capital expense. Routine maintenance that keeps your property in a normal efficient operating condition, but that doesn’t materially increase the value or substantially prolong the useful life of the property, is deductible in the year that it is incurred. Otherwise, the cost must be capitalized and depreciated. See Form 4562 and its instructions for how to figure and claim the depreciation deduction.

Generally, if the special rules apply, you must use an accrual method of accounting (and time value of money principles) for your rental expenses, regardless of your overall method of accounting. In addition, in certain cases in which the IRS has determined that a lease was designed to achieve tax avoidance, you must take rent and stated or imputed interest into account under a constant rental accrual method in which the rent is treated as accruing ratably over the entire lease term. For details, see section 467.
Spending time fixating on the failure doesn't provide any benefit. In fact, it can make it even more difficult to move on because it is all you are thinking about. What you should be doing is clearing your mind so you can think clearly about what to do next. Find something that can distract you for awhile. It could be taking on a traditional job in someone else's company. Or, it might be the opportune time to take an extended vacation if it's financially feasible. You could also try volunteering for an organization because you are transferring the focus from yourself to another person or group's needs.

For oil and gas wells, your election is binding for the year it is made and for all later years. For geothermal wells, your election can be revoked by the filing of an amended return on which you do not take the deduction. You can file the amended return for the year up to the normal time of expiration for filing a claim for credit or refund, generally, within 3 years after the date you filed the original return or within 2 years after the date you paid the tax, whichever is later.
Gee...this couldn't have anything to do with the ethics investigation he's facing?The federal ethics watchdog is opening a formal investigation into Liberal MP Raj Grewal after he invited an employer to attend receptions in India during the prime minister’s trip in February.“I have determined that an inquiry under the (Conflict of Interest) Code is warranted,” Ethics Commissioner Mario Dion said in a “confidential” letter to NDP MP Charlie Angus on Thursday, obtained by the National Post. “I am commencing an inquiry and have so informed Mr. Grewal. Thank you for bringing this matter to my attention.” Angus made a formal complaint to Dion at the end of March, after it came to light that Grewal’s office had invited his current employer, to whom he provides “legal services,” to receptions in India attended by Prime Minister Justin Trudeau, members of cabinet and senior government officials. The business relationship itself began after Grewal became an MP, and was disclosed with the ethics commissioner at the time.
“We generated millions in revenue and hundreds of thousands of orders, but the nature of startups is being innovative and venturing into uncharted territory: sometimes you make it, sometimes you don’t. We are proud of what we accomplished along the way: over one million items of clothing dry cleaned, and over 21,000 tons of laundry washed and folded!
Company CEO, Scott Pearson, commented: “Creating a new electrochemistry and an associated battery platform at commercial scale is extremely complex, time-consuming, and very capital intensive. Despite our best efforts to fund the company and continue to fuel our growth, the Company has been unable to raise the growth capital needed to continue operating as a going concern.
An electing large partnership, rather than each partner, generally must figure the depletion allowance. The partnership figures the depletion allowance without taking into account the 65%-of-taxable-income limit and the depletable oil or natural gas quantity. Also, the adjusted basis of a partner's interest in the partnership is not affected by the depletion allowance.

There are, of course, two sides to this coin, with the other involving a risk of expanding too carelessly. While there is no crystal ball and it is very hard to get an idea of what will be the results of your undertakings, you can give yourself the best possible chance of continued success through careful planning. Look at your resources, be realistic about the effort and cost and potential returns, and always keep an expert eye on how expansion might impact the current quality of service you provide your existing customers.
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