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How We Secretly Lose Control of Our Startups
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Assume Everyone Will Leave in Year One
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When Our Ambition is Our Enemy
Are Startups in a "Silent Recession"?
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Michelle Glauser on Diversity and Inclusion
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Committees Are Where Progress Goes to Die
More Money (Really Means) More Problems
Why Most Founders Don't Get Rich
Investors will be Obsolete
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We Can't Grow by Saying "No"
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Wait a Minute before Giving Away Equity
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SMALL is the New Big — Embracing Efficiency in the Age of AI
The 9 Best Growth Agencies for Startups
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A Steady Hand in the Middle of the Storm
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How to Recruit a Rockstar Advisor
Why Having Zero Experience is a Huge Asset
My Competitor Got Funded — Am I Screwed?
The Hidden Treasure of Failed Startups
If It Makes Money, It Makes Sense
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$10K Per Month isn't Just Revenue — It's Life Support
The Ridiculous Spectrum of Investor Feedback
Startup CEOs Aren't Really CEOs
Series A, B, C, D, and E Funding: How It Works
Best Pitch Decks Ever: The Most Successful Fundraising Pitches You Need to Know
When to Raise Funds
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Should I Regret Not Raising Capital?
Unemployment Cases — Why I LOOOOOVE To Win Them So Much.
How Much to Pay Yourself
Heat-Seeking Missile: WePay’s Journey to Product-Market Fit — Interview with Rich Aberman, Co-Founder of Wepay
The R&D technique for startups: Rip off & Duplicate
Why Some Startups Win.
Chapter #1: First Steps To Validate Your Business Idea
Product Users, Not Ideas, Will Determine Your Startup’s Fate
Drop Your Free Tier
Your Advisors Are Probably Wrong
Growth Isn't Always Good
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Can Entrepreneurship Be Taught?
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Staying Small While Going Big
Investors are NOT on Our Side of the Table
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Actually, We Have Plenty of Time
Quitting vs Letting Go
How Startups Actually Get Bought
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Startup Financial Assumptions
Why Every Kid Should be a Startup Founder
We Only Have to be Right Once
If a Startup Sinks, Founders Go Down With it
Founder Success: We Need a Strict Definition of Personal Success
Is Quiet Quitting a Problem at Startup Companies?
Founder Exits are Hard Work and Good Fortune, Not "Good Luck"
Finalizing Startup Projections
All Founders are Beloved In Good Times
Our Startup Culture of Entitlement
The Bullshit Case for Raising Capital
How do We Manage Our Founder Flaws?
What If my plan for retirement is "never retire"?
Startup Failure is just One Chapter in Founder Life
6 Similarities between Startup Founders and Pro Athletes
All Founders Make Bad Decisions — and That's OK
Startup Board Negotiations: How do I tell the board I need a new deal?
Founder Sacrifice — At What Point Have I Gone Too Far?
Youth Entrepreneurship: Can Middle Schoolers be Founders?
Living the Founder Legend Isn't so Fun
Why Do VC Funded Startups Love "Fake Growth?"
How Should I Share My Wealth with Family?
How Many Deaths Can a Startup Survive?
This is Probably Your Last Success
Why Do We Still Have Full-Time Employees?

We All Fake it ‘Til We Make it

Wil Schroter

We All Fake it ‘Til We Make it

Faking it as a startup is pretty much what being a startup is all about.

As first-time <a href=“https://www.startups.com/library/expert-advice/founder-vs-ceo”>Founders, we just don't realize that it's the norm. Instead, we worry ourselves about not being a big enough company, not having a full staff, or not having a proven product.

Well, guess what? If we're just starting out, we fake everything!

Our Fake Website

"But wait, won't people find out that all we have right now is a cheap landing page that my cousin created and just a couple of products available?"

Yes, and they generally won't care. When is the last time you deliberated on the corporate structure of a company before making a purchase? Probably never. Most customers assume there is some level of functionality and deliverability in our product because that's generally how companies operate.

As a startup, so long as we CAN deliver on what we're proposing, how we package it to the world is less important. So yeah, our Web site can look like a bigger, more established company, even if we're still working another job, so long as when someone hits the "buy" button, they get exactly what we proposed.

Our Fake Staff

In the early days, we’re the CEO, CFO, CMO, and Global Director of Answering Every Frickin Email Our Company Gets. There's no big staff, there's no org chart. It's just us handling every operation until one day, hopefully, we build enough of a company that we can afford to have someone else pick, pack and ship our product.

Once again, our customer doesn't care. Will they be put off that the Founder is answering their tech support questions? Absolutely not. Worst case, we can give ourselves a nickname to "look bigger" but guess what — every Founder runs support for a ridiculously long time. It's OK.

Our Fake Credibility

"But how are we going to convince customers that we're a legit business when the two of us have never run a company like this?"

Guess what — no one has run a startup until they have. So we're all "Fake Credible" until we prove otherwise. Despite what some may think, very few Founders are coming from an industry where they did "exactly this job" in their previous life. That's often because we're typically inventing new products for customers that don't exist yet.

So how do we fake it? We deliver to anyone that will listen, then ask them to support our claims. That often starts with getting family, friends, and colleagues to buy in, then using that social proof to get their friends to buy-in. We bring Advisors on board and use their social proof. We give away our products to customers just to get their testimonials. We basically do whatever we can for whoever will agree to establish our credibility as we go.

We all start from zero — that's really the point. Everything we work on is "fake" until we make it real. That's our job as Founders, and no one gets a free pass.

In Case You Missed It

I’m Killing Myself. How is Everyone Else Finding Work/Life Balance? We're supposed to believe that we can build a world-changing startup from nothing while simultaneously traveling to exotic places and enjoying our "best life". For most of us, that just doesn't add up. What's blowing us up, though, is how we approach the problem.

You Are NOT Your Startup (podcast) Wil and Ryan discuss why founders should separate themselves from their Startups, the lack of predecessors to guide young founders, what else to focus on besides building the business, and maintaining individuality.

How to Mix a Family and a Startup. How do we create a proper balance between growing our family and growing our startups? Do we have to swim in a sea of guilt through this entire journey or is there some other way to get ahead?

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lewis brown

What isn't stated is that you have to solve a real problem with a unique solution that is eminently defensible. And that you have proof points as to why you can do this better than others. And that you know how to make it a business (business model). Yes, you can "fake it" to some degree, but you have to have done enough real work to convince the money people it can work. And another thing that is not stated, is that pre-revenue, pre-product companies are a very narrow niche of investors.

Reply10 months ago

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