We want to talk about our own experience in building our startup . We will try, perhaps not in the most structured form, to express our thoughts on what to do, what should not be done, and other other near-startup joys. Some of the tips may seem commonplace, but with all of the following, we came across personally and want to help you not to repeat our mistakes or to adopt what we managed to do well.

In general, a startup starts with an idea and a team.

Regarding the idea: it is not worth spreading a thought on the tree - we came up with an idea, we carefully thought it over and do it, otherwise it may turn out that you will be dragged from side to side and it will be difficult to dwell on something specific. We decided for a long time what we would do: Indore factory navigation, a guide in Moscow for foreigners, or a guide to the shopping center, and one idea came from another, and so on. They chose a good idea - stop and do it, otherwise you can always wind up the “things”, having lost the original thread.
Founders team: do not call people who don’t need it to the team, even if you can convince them and they will follow you. Look for people ready for hardship and hard work, not chatter. When you share the shares of an “unkilled” project, it’s not always honestly equal. Divide by conscience, but again - this is not necessarily even. If you see that someone is messing up, moreover through his own fault, dispose of him as soon as possible. Otherwise, then you will have a snowball of mutual claims and grievances, and parting will be even more unpleasant.
For those who want to join the startup team: don't be greedy. Do not claim your share claim before you have done anything. Do something useful and you will definitely be appreciated. One of our colleagues simply began to help us without talking about a share. At the right moment, this conversation surfaced by itself, and now it is the third largest shareholder of the company. On the other hand, we often come across people speaking first about the share, and then about what they are ready to do. With such you are not on the way.

So, the idea was invented, the team is assembled. Need an investment.

Were multiple witnesses to the opposite, but, nevertheless, we write from personal experience: go to the investor with a confident prototype. It is much easier to attract investment by showing something in business, rather than describing future millions in words.
Do not underestimate the "presentation skill", the goalkeeper is a half-team, the "peecher" is half the attracted investor.
We are also annoyed by questions like “What if Google invests $ 100,000,000 in your analogue?” Nevertheless, prepare an answer in advance.
Never say “I don’t know” about your startup. Before you raise money, you know everything!
Make a business plan for at least a couple of years. Everyone understands that this is written with a pitchfork on water, nevertheless, the investor should understand the vector. It is not worth it to prove that it makes no sense to conjecture that everything will still change a thousand times. Don't even stutter about it. You will explain it as soon as he invests the money. A good investor knows this very well.
Do not waste time with insecure investors: if you are dynamically involved, spend your time developing a product or talking with a new investor, otherwise you will lose more time. If the investor is interested, the money should be in your pocket for a maximum of 2 months, and all agreements have already been signed and all plans have been discussed.
Look for investors who have enough money for new rounds or who can really help in attracting these rounds. A bad option is to take from the investor, say, $ 100,000, knowing that he will not give you more money and will not help.
The investor should be close to you humanly. Do not take money from people you don’t like, even if the money is really needed.

Well. Our congratulations. You got the investment! It's time to expand (recruit) the team.

The main rule is simple: hire professionals. If a student comes to you, albeit with burning eyes, but knowing nothing, do not take him. Hire the most qualified specialists possible without paying much attention to your salary. Miser pays twice. Hire as few people as possible. Here, as in programming, complexity grows non-linearly. You can’t find the frames for a long time - look for more.
Try to look for people smarter than yourself. We understand, some may find this an impossible task, but still try.
Be vigilant with people chatting non-case at an interview. Even the most charming talker must first of all be well able to do his job.

Good job. You have a great team! Now you need to make them work.

Prepare specifications in advance. Write not only screenshots, but also text with a rather detailed description of the functionality.
Plan 2 steps ahead. The programmer you hired gets a lot of money and timeshits like “waiting for a task from the manager” are not at all in your interests.
For less well-paid employees, set the process and follow it. Programmers are your rock stars, look for each approach individually. (I quote myself: “The programmer is above the process” (c) I :)).
An important rule: clearly set the task, performance criteria and deadline. Strictly ask for the result.
Do not write unnecessary documentation to anyone. Write the right one. That is, it should be surprisingly, imperceptibly, frighteningly small.

You are doing great, the project is in full swing. But why do they mess?

Dismiss employees who do not suit you as soon as possible. Otherwise, you will pay a bad shot, it will be uncomfortable for you to work, and he will also leave at the most inopportune moment. If in communication with an employee the feeling “something is not right” persists, it is most likely better to fire him and find one with whom everything will be “like that”.
Raise your salary yourself, and not when asked to, do it above the market. Do not wait for a statement to be placed on the table. Let's get the bonus. Give presents. He wants to sit at home - let him sit at home. There is no work through the fault of management - let it go home and timeshit for 8 hours. Your programmer is not required to be proactive. It is imperative that he be responsible, honest and write excellent code.
If the work is not particularly visible and nobody checks it, they will not do it. Do not blame your "content managers" for this. Set a task, deadline and ask clearly. As soon as you say: “Fill in”, 50% of office traffic will go to Vkontakte, and not only to music from it.
Give employees responsibility, let them feel their importance and your trust.
Well, do not lose heart in spite of everything - this is the most important thing.

A very small but very important point.

Buy fruits, cookies, candy bars and chokopai, and let them always be in general availability. The programmer then does not run into the tent for a snack, but simply reaches out and takes them from the next table. It will cost you a penny, and the programmer’s concentration and concentration will be saved in a million.