1.5 Years of Percolate

I haven't written a ton about starting Percolate, partly because I don't want this to become a place where I just promote what I'm up to and partly because I've been so busy I haven't had a lot of time to write (as I'm guessing you've noticed). Well, now I'm on a train and I forgot my Verizon card at my last meeting and I decided it would be a good chance to get some things down. These are a bunch of random thoughts, as much for my own safekeeping as sharing. Before I start, a bit of an update on Percolate: We have 15 people, our own office and a healthy roster of Fortune 500 clients. James (my co-founder) and I started the company last January (2011). Alright, onto the thoughts … Milestones One of the funny things about starting a company (and growing it) is the milestones you set for yourself (or discover as you go). There's the obvious ones (first employee, first client, first check in the bank), but then there's the less obvious ones like first office (alright, maybe that's an obvious one) and first employee who relocated to come work for you (we passed that one recently). Every time we hit one of these it's a moment to reflect and think about how crazy the whole process of starting a company really is. Co-Founders I've written this before, but it bears repeating. I can't imagine EVER starting a company without a co-founder. I can't recommend it highly enough to anyone thinking about being an entrepreneur. As far as choosing your co-founder I think there are a bunch of factors that has led to a really strong relationship between James and myself, including: A lot of respect for each other, clear roles (but also enough respect that when we move outside those roles it's accepted) and an ability to disagree and be stronger for it (I wrote a short post about this but I think it's hugely important, if you can't argue productively with your co-founder, you shouldn't start a company with them). There are lots of others, but those top my list. Change There is a fundamental difference between being a person running a company and being an employee. As the one in charge your singular goal is to keep the company evolving (at least it's true of a technology startup). Stasis equals death. You want your company to look totally different tomorrow than it does today. If you're an emplooyee, you often want the opposite: You like where you came to work and you want that company to stay the same. I'm not sure how to resolve this disconnect and I never recognized it until starting Percolate. Recruiting, Marketing & Press All three of these happen all the time. They don't ever stop and we're going to make sure they remain that way even when the team performing these roles moves past just James and myself. A Little Disagree Is a Good Thing Teams shouldn't always agree about everything. Having different perspectives is ultimately what's going to force things to be stronger. Understanding the roles different folks on the team play (and helping them understand those roles) is really important. Active Management I never did a whole lot of managing before I got to Percolate. I thought it was pretty fine to let people do their job and support them when they needed it. James introduced a bunch of ideas to me around being more active and it's a strategy we've been trying to live as much as possible at Percolate. We set quarterly goals with each employee and meet at the end of the three months to grade them together. We have weekly meetings and do monthly surveys of employee satisfaction. None of this stuff is perfect and hopefully it will all evolve (especially as we continue to grow), but it has really helped me understand the value of a more active management approach. I'm sure there's lots more, but that's what's coming to mind right now. Hope this is somewhat helpful/interesting.