“Where is the spirit the surest? At the beginning.” –Paul Klee
There is little in the world that I’ve experienced that’s more exciting and engaging than starting a new business. On every level there are challenges, tasks, and activities that fill the days and imaginations of everyone involved. It’s so much fun to think about that we (my business partner, Jayson Jarmon, and our Business Development Director, Loren Skaggs) used to play a game when we saw a storefront for lease: given a year’s free rent and a little seed money, what would you put into that space, and how would you get the business to sustain itself in a year? In six months? Once your brain starts working that way, it’s hard to get it to stop.
Crucial global issues involving market, customers, and revenue flow are at the top of the list—creating a business plan and model that will sustain the company and allow for growth are the first jobs (and modifying those items as reality meets your projections!). The next challenge is to gather a community to support the venture. Clients and customers, of course, (or in the nature of a business with a long-term payoff, financial supporters) but also advisors (legal, accounting, human resources, real estate, etc.) need to be judiciously brought in. Of course, to support core business functions, you’ll need employees, but not too many at first. I’m a fan of running lean for as long as you can. Depending on your funding and the nature of your business, maybe some support staff—but maybe not. It won’t hurt to have people answering their own phones for a bit.
Watching the business take shape over time is a singular thrill. Seeing your plans and intentions intersect with reality is a fascinating and sometimes scary thing. Assumptions made in the safety of a planning session often need to be revisited quickly, and on the fly, in order to take advantage of previously unrecognized opportunities—or to prevent good money and effort going after bad.
Realism is a good thing to embrace in the early stages of a venture. You can’t start a business without optimism and a belief in the certainty of success, but at the same time, you can’t let that optimism and certainty blind you to the reality of your operations. I tend toward an optimistic, yet conservative approach, and as I expand the business and discuss new directions, I always make sure that there is a bookkeeper to cast an impartial eye on the state of the finances.
As a venture begins to take form, you’ll see the unique personality of the company take shape. This is formed by the nature of the venture, and directed by the company’s leadership, but it is ultimately determined by the temperament of the people who you bring in. In the early days of a company, toxic personalities (no matter how talented they may be otherwise) can infuse the company with that negativity. If it begins early enough, it can be a very difficult thing to recover from.
By the same token, staffing with creative, engaged, and generally happy individuals will seed the company with that positive outlook. This is something that works to the company’s advantage on several levels. First, like attracts like. People recognize a positive work environment, and will want to become a part of it, either as a client or as an employee. It will be easier to attract, hire, and retain good people. Second, clients and partners will recognize and respond to that positivity—you will be the group who people want to work with, and who people speak well of after projects are completed or after they’ve worked with you.
Watching a company move from established business to startup is exciting, and guiding that process is a challenge and a privilege. Reading back over this entry, I realize that I’ve only scratched the surface. Don’t be surprised to see me return to this topic again and again.
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Ben Thompson 
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