Skip to main content

Jeremy Gollehon

Jeremy Gollehon's Public Library

    • Ideally, your child will receive a W-2 for work performed; otherwise, it is a good idea to keep excellent records from jobs that don’t provide a W-2: babysitting, yard work, mothers’ helpers, entrepreneurial endeavors, etc. Your records should include:

       
      • Type of work
      •  
      • When the work was done
      •  
      • For whom the work was done
      •  
      • How much your child was paid
  • For example, if your daughter earns $3,000 at a summer job, you can let her spend her money as she wishes and you make the $3,000 IRA contribution with your own money. You might also offer to contribute a percentage of what your child earns, such as 50% (your child earns $3,000 and you contribute $1,500). Whatever approach you decide to take, the IRS doesn’t care who makes the contribution as long as it does not exceed your child’s earned income for the year.

  • So what can you do to build a company full of loyalists instead of a company full of mercenaries? First you must lead. If you think you are a good leader, get better. If you think you are a great leader, you can get better. Get coaching and focus on becoming the best leader you can be.

     

    Second, build a mission driven company. Make sure you are doing something that matters. If all you are doing is trying to make money for yourself, then all your employees will try to do is make money for themselves.

     

    Third, invest in values and culture. Matt’s post is a good starting place for some tips on how to do that.  Build a welcoming home and put comfortable furniture in it. I mean that metaphorically of course. But the office does matter too.

     

    Finally, think about being somewhere other than the Bay Area or NYC. Yes, they are great places to start companies, find talent, and get investment. But they are also places where others start companies, get investment, and find your talent. It’s a ratrace, a treadmill, and it’s grueling. If you can avoid it, you owe it to yourself to try.

  • A market network often starts by enhancing a network of professionals that exists offline. Many of them have been transacting with each other for years using fax, checks, overnight packages and phone calls.

     

    By moving these connections and transactions into software, a market network makes it significantly easier for professionals to operate their businesses and clients to get better service.

  • People matter. With complex services, each client is unique, and the professional they get matters. Would you hand over your wedding to just anyone? Or your home remodel? The people on both sides of those equations are not interchangeable like they are with Lyft or Uber. Each person brings unique opinions, expertise and relationships to the transaction.
  • A market network is designed to acknowledge that as a core tenet — and provide a solution

4 more annotations...

  • People with migraine, particularly frequent or chronic migraine, often worry that these difficulties thinking represent permanent changes in the brain. The research shows that cognitive dysfunction is reversible and does not last after all the stages of the migraine are over.

  • People remember what they talked about more than they remember what you talked about, so be sure to mention something that the interviewer said to you in each of your handwritten thank-you notes.

  • It doesn’t necessarily have to be the VP of Sales (especially in companies with more than 30 people); a successful senior sales rep would suffice. And to be clear: The product manager still owns the product, and has to own both short-and long-term thinking about that product. But if you’re growing a company, you have to sell something, and now. Having salespeople in the room helps brings that urgency. The union of product management and sales done right produces so much more than they ever did before.

  • Competitors. You are not alone. No one in enterprise IT believes you built the one and only product that does most of what you do. Coming to an enterprise sales engagement with a detailed understanding of competitors shows respect and acknowledgement of reality. There are two types of competitors you need to understand fully. First, you need to be versed in the current marketplace competitors and how you compare to them. Often the best tool to view this is a classic “magic quadrant”—just be forewarned you have to substantiate claims carefully and be prepared for the “fans” of competitors to confront you (and be prepared for your competitors to sell against your characterization). If you’re doing this right, you are not creating new comparison criteria but using incumbent/competitor criteria as a starting point. Second, you need to be versed in how the enterprise is already addressing (or trying to address) the problem space. This is just as much a competitor—in enterprise software the easiest product to buy is the one you’ve already got in place and no one gets fired for doing that. While you might be negative towards your market competitors, it is incredibly important to be respectful of implemented competitors or homegrown solutions even if some in IT might mock their own choices.
  • Replacement. The very last step in the partnership with an enterprise customer is replacing an existing system. I purposely put this last because most every product person thinks that when you have a new product the first line of sales is to explain what the customer can replace or decommission if they buy the new product. Every IT person knows that this is exactly the very last thing you do and that the long tail on usage for any implemented system before actual replacement, no matter how inevitable. This is important to internalize in terms of building a partnership because every running system has a champion or advocate who bought and deployed the system so a poor selling technique is to challenge that person too early. If you play everything correctly, someday you will be the system that keeps running long after it should—that’s something to keep in mind!

  • A natural person who exercises investment discretion over his or her own account is not an institutional investment manager.
  • If it is determined the registered investment advisor meets the reporting requirements of this section, it must file Schedule 13D within 10 days of becoming a 5% beneficial owner. Schedule 13D must then be updated promptly when changes occur.
  • annual basis. Schedule 13G must be filed when a qualified institutional investor exceeds 5% of a class of outstanding registered equity securities provided they hold the securities due to their normal course of business and not to affect change or influence control of the issuer. Schedule 13G is actually combined with Schedule 13D.

  • Rather than going that rule of thumb route, I would urge you to consider getting closer to a single stream flow on individual things that the software needs to do and employ the “Three Amigos” model that George Dinwiddie explains in Better Software, November/December 2011.  Here, we get the BAs, QAs, and developers at the start to write automated tests that serve as the functional requirements for the work to be done.  If we keep the rate of production of these collaboratively-developed tests in line with the actual rate of production that satisfies the tests, we never have to fear that we have something off balance.  If we find, perhaps with a Kanban analysis, that we can’t produce enough tests to keep our developers happy with enough work to do, we may find that we don’t have enough BA types or enough QA types available for us, and can adjust accordingly.

     

    And, yes, there will always be a place for QA exploratory testing on integrated code.  But that should be automated as well into regression suites that are automated and repeatable.

  • If we are prepared to update the software instantly the potential consequences of bug sliding through testing won't be as big.

  • When people feel like they have no sense of direction, no purpose in their life, it’s because they don’t know what’s important to them, they don’t know what their values are.
1 - 20 of 4426 Next › Last »
20 items/page

Highlighter, Sticky notes, Tagging, Groups and Network: integrated suite dramatically boosting research productivity. Learn more »

Join Diigo