Foresight.is is a treasure of resources for early stage teams looking to do financial modeling. There are many other things available, but this one focuses on financial modeling for startups. Taylor Davidson (creator) has made these easy to use and included step by step instructions with videos to keep you on track. These are exactly the types of forecasts and models that I look for and have recommended these to countless teams over the years.
Laura Wu - founder of Shippo - outlines a great post on how founders can come up with their Vision and Strategy
Fred Wilson, Managing Partner of Union Square Ventures
A solid look at the path startups can take either focusing on profits or on growth. As I like to say if you have users or revenue you are set, but this is rarely the case. Fred Wilson has seen both network growth businesses and revenue growth businesses and this is a great view into his thoughts on both.
Sahil Lavingia (CEO of Gumroad) write up his trials and tribulations of raising capital for Gumroad and how he eventually built the company back up to what it is today.
Great overview of how to be a great COO, the archetypes of a COO, and how to best work with a executive team. This is a deep dive into how to make operations your secret weapon.
This is a great 30 question list to vet a startup for prospective investors, but I also think it is a great list for founders to go through to prep for meetings and pitches.
If you loved the SAFE from YC, you will love this simple Series A term sheet from Y Combinator. From Jason Kwon and Aaron Harris, this document provides a very simple way of addressing many of the complicated issues surrounding term sheets from VCs. The article itself is worth a read, as is the document that I expect to see in the near future being used more often.
Tweetstorm of great traits from early stage VC firms and practices
A great writeup from Mark Suster talking about the importance of doing less things, to focus on what is most important. In a world of "too much of everything" this is a way to take a breath and focus.
Great overview of the real impact to the cap table after a SAFE or Convertible Note happens from Fred Wilson. Having seen this first hand it is a tough situation for any founder to be in. The reality is that a financing to keep the company capitalized can mean the difference between success or failure but the impact of such a decision isn't really felt until the next equity round.
In a book called The Outsiders - Eight Unconventional CEOs and their Radically Rational Blueprint for Success, the author William Thorndike asks the question, who have been the best CEOs ever? And what metric should be used to gauge them? Of the 8 chosen CEOs, Warren Buffet of Berkshire Hathaway is the only name I recognized. The other companies included some household names, but most I didn’t recognize: Capital Cities, Teledyne, General Dynamics, TCI, Washington Post, Ralston Purina, General Cinema. Yet, all of these companies witnessed decades of growth and appreciation far above market performance.
An amazing deep dive into management transitions, the handoff of power, motivating a team and setting up OKRs, and the entire management stack that got them to where they are. What Jeff Weiner built is a true north example of building the machine.
Benedict Evans, A16Z Thinker of A16Z
Benedict Evans goes through a presentation in 2015 about mobile eating the world and how its impact is affecting almost all parts of business.
Sam Gerstenzang, Founder of Umbrella
16 things and founder/CEO or PM can learn about Product - Sam takes a deep dive into lessons learned while at Imgur - from product impact advice, managing people/communities, to lessons you can apply to almost any startup.
An incredible visual collection of notes/graphics from female founders conference - each notebook from 2011, 2013, 2014, 2015 describing the talks given, important takeaways, and leadership advice from some incredible founders.
Reid Hoffman, Founder of LinkedIn
Reid Hoffman wants both workers and employers to begin having honest conversations with one another — conversations that admit employment isn't for life, that loyalty only lasts so long as it coincides with self-interest, and that the relationship doesn't have to end when the worker leaves.
I have always been a fan of planning before acting, and conducting a premortem is a great way to make that happen. An even better naming for these is pre-flight (less morbid) but overall a great exercise to do before launching into a project.
An incredible framework from Elad Gil that I have used for years when making career/job decisions. A simple way to pull out what is most important vs. the distractions from making a hard choice.