Vencha

This is a fascinating insight from Williams F1 Team Principal James Vowles. “𝗡𝗼 𝗼𝘁𝗵𝗲𝗿 𝗽𝗹𝗮𝗰𝗲 𝗰𝗮𝗻 𝘆𝗼𝘂 𝗰𝗵𝗮𝗹𝗹𝗲𝗻𝗴𝗲 𝘆𝗼𝘂𝗿𝘀𝗲𝗹𝗳 𝗲𝘃𝗲𝗿𝘆 𝘄𝗲𝗲𝗸, 𝘁𝗼 𝘁𝗵𝗲 𝗮𝗯𝘀𝗼𝗹𝘂𝘁𝗲 𝗹𝗶𝗺𝗶𝘁 𝘆𝗼𝘂’𝗿𝗲 𝗰𝗮𝗽𝗮𝗯𝗹𝗲 𝗼𝗳” While Williams may not be living up to their historic levels, this level of drive to challenge their own process, make a tweak, make a change must be unbelievably empowering to that team. The message here is clear, don't wait and see but challenge and discover what you can change for incremental gains and insights. The same is true in tech, you don't know what you don't know. Vencha we've banged the door on challenging your Thesis, diving into what you customers pains are and why they're really buying from you. Well worth a watch on the High Performance Podcast

𝗗𝘆𝘀𝗳𝘂𝗻𝗰𝘁𝗶𝗼𝗻𝗮𝗹 𝘁𝗲𝗮𝗺𝘀 𝗮𝗿𝗲 𝘁𝗵𝗲 𝗻𝗼𝗿𝗺, 𝗻𝗼𝘁 𝘁𝗵𝗲 𝗲𝘅𝗰𝗲𝗽𝘁𝗶𝗼𝗻. Teams have to be able to disagree and resolve issues and feel comfortable in doing so. Often team members closest to the issue are brushed to one side in favour of a senior voice. This is normal but often resolves little and kicks the can down the road. Most teams struggle with trust, conflict, commitment, accountability, and results. Why is that? Because building a cohesive team is hard work. It requires: → Vulnerability → Healthy debate → Clear decision-making → Peer-to-peer accountability → Shared goals But the payoff is worth it. Functional teams: → Deliver better results → Retain top talent → Navigate challenges with agility → Enjoy their work You can't afford to settle for dysfunction. Invest in your team. Start with trust. The rest will follow. Visual from Chris Tottman Vencha Richard Blundell

𝗔𝗿𝗲 𝘆𝗼𝘂 𝗹𝗲𝗮𝗱𝗶𝗻𝗴 𝗮 𝗴𝗿𝗼𝘄𝗶𝗻𝗴 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀? Discover the leadership transitions vital for each stage of growth 🚀 As a founder, you must identify where you are in your business journey. Then, adapt your leadership style accordingly. Here are the key leadership transitions to consider: 🌱 Start-up stage In the START-UP phase, you're the Brave Warrior. Here, it's all about being single-minded, brimming with personal confidence, and thriving on adrenaline. Your day? An animated whirlwind of activity, moving mountains with sheer will. But beware, for this intensity can sometimes morph into impatience and intolerance. 🚧 Scale-up stage Transitioning to SCALE-UP, you embody the Considered Architect. This phase demands a calm, systems-oriented approach. You're the planner, the unflappable strategist, meticulously crafting every move. A high EQ leader, you foster a harmonious and effective team. However, the risk? Getting too bogged down in details, losing sight of the bigger picture. 👑 Grown-up stage In the GROWN-UP phase, you ascend as the Wise Monarch. Your role transcends mere management; you're a visionary, a strategist, a beacon of inspiration. With a commanding presence, you're politically astute, adept at future-proofing the business. But even monarchs have their follies - a tendency towards arrogance or detachment from ground realities. - - - - Remember: This is not just a transformation; it's a revelation. It requires introspection, adaptability, and a deep understanding of not just your business, but also of yourself. What kind of leader are you? Visual from Chris Tottman Vencha Harry Tottman

📈 What slides do you need in a Raise Deck? Our advice is keep it short and sweet. 💰 Here are the only 10 slides you need in your pitch (according to Guy Kawasaki, Chief Evangelist ): Slide 1 – Title: Make them remember your name. It’s your first handshake. Slide 2 – Problem: Dive deep. If they don’t feel the problem, they won’t see the need. Slide 3 – Solution: Here’s where you shine. Show your product, its benefits, and why it’s a game-changer. But wait, there’s more: Slide 4 – Business Model: How will you make money? Be crystal clear. Slide 5 – Magic: What’s your secret sauce? Tech, patents, a killer demo. And don’t forget: Slide 6 – Marketing/Sales: Your strategy to dominate the market. Slide 7 – Competition: Know your enemies and why you’re better. Slide 8 – Team: Investors bet on jockeys, not just horses. Show them your A-team. Finally: Slide 9 – Financials: Hit them with numbers that make sense. Slide 10 – Status & Use of Funds: Where you are, where you’re going, and how their money helps. There you have it. A pitch deck that doesn't just talk but persuades. What else would you add? Let me know in the comments below! visual from Chris Tottman & Vencha

Fantastic video from Rubén D. This is a critically important video from Peter Thiel and something that we at Vencha have discussed in the past. A young business in a massive market is going to struggle to get the penetration they're looking for and will bounce off prospects who are married to established providers. You have to be something to someone before you're anything to anyone. Paul Watson would ask how you would go about eating an elephant. You can't do it in one go and would have to work in stages. Focusing on something ultra niche drives down the CAC, focuses development and LTV skyrockets. The power here is that this niche loves you and when you expand you can reference these successes and ensure success in your second horizon. The same applies as you broaden your offering. You don't need to be Niche forever but being a big fish in a small pond and loving incrementally to larger ones seem preferable to being a minnow in the ocean. Thanks again Rubén D.

What a brilliant read from Rubén D. with Chris Tottman and Richard Blundell. The book was the first time that Vencha put down decades of thoughts and process onto pages. It was a long process but the end result is a book sold across the world. Driving value to founders and businesses along the way. While it has been a great asset in helping people understand what we do, we know there are out there who have navigated themselves out of choppy water using the book or coming to us to do a Vencha Project. For the book google The Go To Market Handbook for B2B Saas Leaders And for more information message anyone tagged in this post including myself and Paul Watson

The critical part of what Tony is saying is to build something fantastic for a specific type of customer before you worry about moats. Building something too rigid from day one puts hurdles in the way of adaptation, delivery and decision making. When you strike it big and the parts start working in cohesion around a Persona or Industry then moats become more critical. However, in the early days it is critical that you figure that out and deliver value before you pin yourself to something so specific. Chris Tottman #VenchaVideosforFoudners

We think the key here is being absolutely clear about what your purpose is. Whether that's in the pitch deck, website, or sales material it must be abundantly clear what your purpose is and for who. Secondary to that is making the process so simple and impactful that people want to spread the word. When it comes to tech, the further you stray from your north star the harder it gets to convey your message, especially for your perfect customer. #VenchaVideosforFounders

A critically important video here. Paralysis by analysis over small decisions can be paralysing for all board members. Equally, going through heavy discussions over a simple or reversible change shouldn't take too much thought from senior leadership. An example of this might be if a team find some software that can cut out a tedious task that routinely slows them down their manager should have the agency to make that decision. If it doesn't work then it's back to the existing method and you go again. Conversely, if there's a suggestion to overhaul your CRM completely there should be time and care taken in making that decision. What happens to the customer data, what's the worst case scenario, what's the potential downside etc etc. For founders its important to give managers the keys to some budget to allow them to make decisions but also the confidence to bring things up to the senior level when there maybe a chance they're making a one way decision. Chris Tottman #VenchaVideosforFounders

Hugely Valuable post from Chris Tottman We see dozens of companies dead set on VC money on their terms. This can quickly unravel when Investors start asking for the Why's. Why now, Why at this valuation, Why on these terms etc etc. These questions aren't unreasonable but as a Founder it is critical that you have the answers for the why's before you get in front of potential investors. Doing so gives investors confidence you've got a 360 view on your business and its trajectory as well as freeing up time to talk about you, your team and your product. #BrainDumps