Settling down in NYC before the mayhem starts in few days.
Ordinary guy / Getting hands dirty / read more
My favorite piece (Slide #16) - You should not have BD people in your company at the start. It’s a huge negative indicator. You should have a sales person, you should have a quota driven, pipeline driven, card carrying, bag carrying sales person who’s willing to fly to the ends of the Earth and get you your 10 customers every quarter.
By the time Sandberg left Google, there were no more doubts about that company’s ability to turn Web traffic into cash. The achievement was so emphatic that Sandberg and her colleagues used to worry about the other extreme, which they called “success disaster,” a fairly common fate among tech start-ups. “You can’t underestimate the intensity and complexity of being a leader in an organization that’s undergoing hypergrowth,” says Adam Freed, Google’s former director of product management and one of Sandberg’s friends from her Harvard days. “Sheryl had to make decisions very quickly based on reasonable but imperfect data. The annals of business history, especially in Silicon Valley, are littered with the wreckage of companies that started to experience hypergrowth and mismanaged it. But Sheryl was able to see way down the highway, very quickly, to judge what the outcomes of her decisions would be.”
Read more: http://www.vogue.com/feature/2010/04/sheryl-sandberg/
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Full report embedded below:
via Scribd.com
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"...This year, we’re expanding our Engineering, Analytics and Sales teams and will continue to round out our Product and Marketing teams, probably growing from 600 employees today to over 800 by the end of the year..." Read more: http://blog.linkedin.com/2010/04/19/linkedin-hiring/
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Courtesy of Which 'Wich | Courtesy of Chad EttmuellerThis jaw-dropping sandwich actually dislocated Chad Ettmueller's jaw. On the right, Chad can be seen with his daughter and his jaw in a sling.
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