Tech Startup Toolkit: How to launch strong and exit big

Essential advice for anyone aspiring to start up a technology company, based on decades of business experience.

In Tech Startup Toolkit, you’ll discover the good, the bad, and the ugly of succeeding with a tech startup. Author Jothy Rosenberg reveals the insights he’s learned from an entrepreneurial career that’s seen both $100 million sales, dramatic failures, and everything in between.

Tech Startup Toolkit gives you concrete, actionable advice on how to:

• Succeed as a first-time CEO
• Pitch and raise money from various types of investors
• Develop a go-to-market strategy
• Create a strong positive culture
• Understand what makes a VC tick
• Write an elevator pitch
• Understand investment deal terms
• Hone and align teams
• Effectively downsize or wind down a company
• Position a company to be acquired

In Tech Startup Toolkit Jothy tells stories from his incredible career that will give guidance and inspiration to anyone who’s ever thought of creating or running a company. Every personal story teaches a vital lesson for any would-be startup founder, ensuring you avoid the pitfalls that end less-prepared companies.

Foreword by Vivjan Myrto.

Purchase of the print book includes a free eBook in PDF and ePub formats from Manning Publications.

About the technology

Why do eight out of ten tech startups fail? Is it inevitable? In Tech Startup Toolkit, nine-time tech startup founder Jothy Rosenberg tells you how to beat the odds. Part memoir and part survival guide, this book delivers battle-tested, unvarnished advice on capital, culture, boards, marketing, and management.

About the book

Tech Startup Toolkit covers everything a new founder needs to ensure a great idea can become a stable tech company that’s ripe for acquisition. In 31 short anecdotes from Jothy’s extensive experience, you’ll learn how to pitch investors, develop a go-to-market strategy, and build the leadership skills that really matter for a great startup CEO. And since forewarned is forearmed, you’ll also find strategies to handle challenges like funding loss, competition, and unpredictable crises like Covid-19 that break lesser startups.

What’s inside

• Succeed as a first-time CEO
• Create a strong positive culture
• Understand what makes a VC tick
• Position a company to be acquired

About the reader

For prospective founders, early-stage teams, and anyone interested in tech entrepreneurship.

About the author

Jothy Rosenberg has been an incorrigible entrepreneur since 1988. Formerly the VP of Borland’s developer division, Jothy has founded and run nine technology startups, two of which had $100 million exits.

Table of Contents

PART 1
1 Scratching the startup itch: How I became an incorrigible entrepreneur
2 What makes you think you are CEO material?
3 A venture-backed turnaround: A dangerous place to be
4 The founding team. Who’s in and who’s not?
PART 2
5 Friends and family, angels, venture capital, or strategic?
6 Angels: Your bridge financing solution
7 The art of pitching to institutional investors
8 Investors aren’t your friends
9 Understand the VC business model. Raise money faster
10 Seed: The first priced round
11 Term sheets: An institutional investor wants to invest in you
12 Due Diligence: An exam you must pass
PART 3
13 Your business model. The beating heart of your business
14 Getting to a minimum viable product with lighthouse customers
15 Product-Market Fit. Making sure the dogs will eat your dog food
16 Go-to-Market: How to make your business viable and grow
17 A formal business plan in ten steps
18 Burn rate and runway—or where is the edge of that cliff?
19 Achieving cash-flow positive: A startup’s Holy Grail
20 Your startup’s valuation: Up, up, up (hopefully)
PART 4
21 Hire slowly—and correctly
22 Beyond foosball: Crafting a positive culture that retains your team
23 Does a startup need both a CEO and COO?
24 Marketing: Too often a startup’s afterthought
25 The right character for sales leader—and when to hire them
PART 5
26 Startup boards: The good, (and how to prevent) the bad, and the ugly
27 Board observers: Observe only please
28 Investor communications. They needn’t be cod liver oil
29 Heaven forbid if you must downsize
30 Heaven forbid if you must wind it up
31 Acquisition: Your financial dream come true
Appendix