Pat Phelan over on his blog mentions Ooma and its founder Andrew Frame. Frame has a hell of a resume which Pat linked to on the Entrepreneurship Education Resources website from Stanford.

The site is a fantastic resource for videos and podcasts from Silicon Valleys (and beyond) top talent, take a look.

Frame and one of the directors of Draper Fisher Jurvetson, a VC investor in Frames company Ooma are recorded giving a hour long talk titled “Adventures of a Startup CEO: No Guts No Glory, 10 Lesson for building a successful start-up” which I’ve paraphrased below:

Warren Packard - DFJ
Andrew Frame - Ooma

1. Pick the big markets
It’s very, very difficult to start a company, why would you pick a small market. Idea started in a market, despite the technical background. Ooma are targeting telecoms - large market, low bar for innovation. 100 billion dollars in residential calls in the US alone.

2. Recruiting
Always actively seeking talent. Their hires were superstars in their last jobs. First get them out to lunch/breakfast, then get them in the building and pitch them. Slow process. Took several meetings to get the Yahoo Head of Customer Care in for example, try to get them emotionally attached. Don’t offer contract too soon, wait until they’re ready to close. Remove the risk before they sign. All of his executive team signed as soon as the offer was made. Talk about the numbers after getting them hooked. They should be willing to join on the opportunity alone. Employee fifteens fulltime job is to sit on LinkedIn every single day looking for staff. They have org charts for all the different companies and end up taking happy people from their current jobs. Recruiting gets easier once good talent is seen to be on-board.

3. Organisational Design
Important to get right from the start. Product management in the middle of everything. Product management controls the process. They are driven by the market and the ideas pool which everybody can contribute to. People need to know how they fit into the organisation. Lots of collaboration but clear demarcation concerning decisions.

4. Board Construction
When choosing a VC, try get a pro-entrepreneur firm, who understands the issues start-ups face. As long as the company is trending in the right direction. Get experienced CEOs. They’ve seen it before. Need to establish personal relationships with everybody on the board. Open, direct board conversation. Safe environment to talk about the ‘ugly’ [information]. You need to talk about the world as it is rather than the one that you wish that it is.

5. Alignment
How do maintain alignment as the company grows. Everything is governed by the company ‘playbook’. The playbook is revised each year by the leadership team offsite. Start with the vision - shared vision from among the leadership team which they also use to keep alignment in the company. Ask yourself where do you want to be in two years and try to get group buy-in. Six strategic imperatives in their playbook. If they meet all six of their strategic imperatives then they’ve reached their vision. Each strategic imperative is broken down to three or four strategic objectives. Each strategic objective has a set of tasks with an owner and a due date. All the tasks necessary. Now you have a self managing system. Simple Red/Amber/Green (RAG) tracking of tasks which are discussed at weekly meetings. Very clear to see how people are performing.

6. Mis-hires
Every successful CEO says their biggest mistake was waiting too long to fire a bad hire, especially in the leadership team. Best case scenario is a few million dollars, at worst the company will die. When you identify a bad hire, mightn’t be that they are bad, just not the right fit for the company, it’s vision. You have to move quick. Using the already agreed upon playbook it’s easy to communicate a problem. You don’t just fire someone. Praise publicly, criticise privately. Be open with your communication. When you have a bad situation, you need to act fast.

7. Build for scalability
First you need a leadership team that can scale. If they can scale, then the company can scale. Four questions each executive is asked - if you don’t meet these four then you don’t get in.

1. Do you have start-up experience? An exec with only big company experience might struggle in a start-up experience.
2. Do you have big company experience? An exec with only start-up experience mightn’t be able to scale the business.
3. Have you experienced a massive success? You need to know what that feels like.
4. Have you experienced a massive failure? You need to have felt ‘gravity’ and the bad times.

8. Product Development
Ooma is strict with the engineering department particularly not having control over where the product is going. Bad experience in a company where the engineers build something ’supercool’ but didn’t sell after four years of working on it. The product management role there was trying to keep up with what was going on so the PR department could be kept informed. The opposite of what was supposed to happen. In Ooma, you need to have a process. The requirements cannot change after their signed off. You won’t nail the specs 100% first time but fairly close.

9. Intellectual capital
Believes marketing is an intellectual exercise. Traditionally customer acquisition is seen as function of marketing spend but now there are lots of examples of companies getting market share with great products and not a lot of marketing. Examples of intellectual capital are things like designing ‘virality’ into the product. Creative strategy better than the standard press release.

10. Mentorship
Very important to give and receive mentoring advice. Lots of ways to successfully lead. Frame has a mentor named Keith Krach who was the youngest VP in General Motors - head of the robotics division at 26. He started and sold several businesses including Ariba.
Saw him at a talk and begged him to help him out. Believes that if you show passion and enthusiasm they’ll more than likely help out.

Commentary and Q&A
WP - 75% of their decision process goes into assessing the entrepreneur themselves.

WP - How did you come up with concept for Ooma and when did you decide to do something about it?
AF - It seems to occur over a long time, it’s an evolution. The idea started as something very boring, keep figuring it out. Focused on the market first and came up with a ‘base case’ but it had a lot of holes (from the VCs). You need to take that feed back, not take it personally, and keep going. You need to stick with the idea, hardening it and eventually it will happen.

WP gives an example of Mike Campbell and his Ultimate Arena product which allowed gamers to compete against each other for money. Problem was the great gamers were just stalked the novices and eventually the novices didn’t play anymore. The assets Ultimate Arena had was access to some great gamers so they changed Ultimate Arena to XFire which is an network for gamers. The entrepreneur wasn’t invested in the particular product itself, he was invested in helping gamers have a more enjoyable experience. The vision evolved a lot over time.

WP - What percentage of your time is spent recruiting?
AF - Probably 15-20%. He interviews every single potential employee for a ‘cultural’ fit. They need to be hungry, excited about the product, see the position as more than a job. You need to make sure the person is driven. Has rejected people because of their ‘negativity’ towards their previous jobs.

WP- Not everything works. You could have a great team and still not make it. Would bet on the team again in a heartbeat.

AF - Celebrate each success quickly.

In doing some prep work for the Paddys Valley trip I put together a list of the more well-known venture capitalists using Google Maps: VC’s in the Valley

The list of VCs in San Francisco, Palo Alto and Menlo Park used in the map above is here:

• 3i
• Accel Partners
• Acorn Ventures, Inc.
• Alta Partners
• August Capital Management, LLC
• Battery Ventures
• Benchmark Capital Management Co., LLC
• Bessemer Venture Partners
• Canaan Partners
• Crosspoint Venture Partners
• Draper Fisher Jurvetson
• El Dorado Ventures
• Institutional Venture Partners
• Integral Capital Partners
• InterWest Partners
• Jumpstart Ventures LLC
• Lightspeed Venture Partners
• Mayfield Fund
• Menlo Ventures
• Mohr, Davidow Ventures
• Morgenthaler
• Panorama Capital, LLC
• Partech International
• Redpoint Ventures
• Scale Venture Partners
• Selby Venture Partners
• Sequoia Capital
• Sierra Ventures
• Sigma Partners
• TPG Ventures, Inc.
• Trinity Ventures
• U.S. Venture Partners
• Vision Capital
• Vista Equity Partners, LLC
• Walden International Investment Group
• WaldenVC

As an aside searching for the companies using Google Maps was very unreliable, often a completely inaccurate address was presented so I had to double check with each sites contact details.

Technorati Tags: david copithorne, paddysvalley, san francisco, silicon valley, VC, venture capital, waveson

it@cork have been doing an excellent job in Cork so it was no surprise that they managed to get Jerry Kennelly, of Stockbyte fame, to speak at their ‘Midsummer networking event’ last night.

For those of you who don’t know the story Kennelly, a former photojournalist, setup a photographic image company in Kerry in 1996. He grew it to become the third largest stock photography supplier in the world eventually selling the company for $135M to Getty Images.

At the time of the sale, he had 100% ownership of the company having bought out the VC share (approx 30%) beforehand (that’s a story I’d like to have heard). So Kennelly can afford to be brutally honest, and he is. Not long after the sale I heard Kennelly describe the banks in Ireland as ‘bastards’ on live radio. Often said in private, rarely said so publicly.

His family started a newspaper business (still running) in Kerry when he was a child which is how he got into the photo-journalism business. He realised that technology was radically changing the media world. After understanding the money that had been made from VHS he correctly bet that digital photography on CDs was the way to go.

Possibly like a lot of others I had heard about the company but just assumed that Stockbyte were a clearinghouse for stock images which they bought from freelance photographers. Turns out that the majority of Stockbytes then portfolio was created internally. They had teams of photographers and art directors who planned for months photo-shoots in locations all over the world. A huge amount of planning went to each photo-shoot since they were so costly but the more interesting aspect of that was how customer driven they were. As a company much smaller than existing competitors they were shameless in trying to engage their customers and getting feedback from them. He and his team were very, very focused on giving their customers what they wanted and making their lives easier.

I’m not sure if he said it directly but from his talk you understood that he built a fantastic team around him in what sounded like a great working environment. When the deal was done to sell the company one of the first things he did was write all his staff some serious thank-you checks!

Some points from his talk:

• Work in high-margin businesses - it allows you to make mistakes.
• Scale fast and keep it lean.
• Appear bigger than you actually are.
• Put a huge effort into understanding your customer (and getting all your staff to do the same).
• Instincts matter

Not only is it great to see somebody having done so well locally it’s great to see them willing to talk so openly about their own experiences.

Thanks to Donal Manning and Catherine Wall at it@cork for organising the event and Murphys-Heineken Brewery for hosting!

We switched to using Statcounter recently being frustrated a little using Google analytics. Statcounter allows websites to track and understand what visitors to a site are looking at. It’s a great service, I’d be happy to recommend it to anyone.

So, I was pleasantly surprised to see from Frank Fullard (linked to by James Corbett) that not only is Statcounter an Irish company but the founder Aodhan Cullen is up for a BusinessWeek Young Entrepreneur award. Great stuff.

I voted here.

Back in April Conor O’Neill (after reading Jeremy Fain’s blog) put up a post on the Web 2.0 Ireland blog about a trip (for tech entrepreneurs) to Silicon Valley. It’s a great idea and not surprisingly there’s lots of interest.

Damien Mulley had a post recently about the dates which are December 2nd to December 9th (2007). From the post

We’re still getting the itinerary together but we hope to meet various VC and tech people and also have one evening where the Irish companies present to an audience of investors and influencers. Suggestions for the itinerary are more than welcome.

I’m not entirely sure who the ‘We’ are but from the press release, apart from Damien, Conor O’Neill and James Corbett are listed as the organisers.

In fairness to the guys, they’re inviting anyone along who might benefit from the trip, so if you’ve any interest in Silicon Valley take a look at the PaddysValley blog.

Coincidence or not we’ll be arriving on the same day as the French group (who inspired the trip) are leaving.

So lets say you make it into the worlds billionaire list (<1000). Any ideas about spending the cash? How about a boat?

Kevin O'Callaghan, an old sailing buddy from Schull, is one of the two alernating captains onboard the ‘Lone Ranger’, Peter Lewis’ private yacht.

Unlike nearly all other megayachts ‘Lone Ranger’ is a converted ocean-going tug allowing her to travel to places inaccessible to other large yachts. With full fuel tanks it will circumnavigate the world, it only refuels twice a year anyway. It has a crew of 16, a gym, jacuzzi on the upper deck, swimming pool, two forty foot boats on board, a trimaran yacht and a launch, the tender is a 450 HP Delta rib. Interestingly, no helipad!

Kevin is taking her to Norway where the owner will join the ship with the intention of sailing up to the Arctic polar ice pack for July. [Kevin O’Callaghan - Captain ‘Lone Ranger’ below]

A short summary of Peter Lewis, the owner of the ‘Lone Ranger’.

Much better pictures at: yachtmati.com.

Megayacht Ranking 2006:
America: 5th largest
World: 31st largest

The Irish Microsoft Technology Conference (IMTC 2007) was held in Cineworld Dublin yesterday. Not quite the same setup as MIX ‘07 in Las Vegas but it was great venue for a conference, big screens, comfy chairs and Ben & Jerry’s. Three screens held presentations simultaneously so we only got along to a few. Unsurprisingly, a quick hands-up poll suggested that the vast majority of attendees were .NET developers, and that not many non-MS folks had come along.

Tim Sneath was first up with two presentations covering Silverlight 1.0 and Silverlight 1.1 the full titles being “Rich Web Experiences with Silverlight and Javascript for Developers” and “Building Silverlight Applications using .NET”. Tim, like all the other Microsoft evangelists, keep both talks interesting by mostly scripting demos on the fly. Very interactive including some debugging using Firebug on Firefox. Perhaps unsurprisingly, IE7 was noticeably quicker than Firefox for the demos.

Carrie Longson gave a presentation titled “Desiging the Ultimate Experiences with Expression Studio”. It was absorbing to watch a designer at work particularly for developers who often don’t get to see how it all comes together (using Expression tools).

Steve Marx talked about “Exploring AJAX Patterns” but particularly looking at ASP.NET and AJAX together. Steve was quick to point out that the X (for XML) part of AJAX is more often than not ignored then proceeded to work through a juggling demo highlighting the asynchronous aspects in particular.