Blog Entries

The DevOps Movement

Every company should understand the development and operations (DevOps) movement. Even if your startup isn’t building software, software is still relevant to your business. All companies are therefore software companies. Below are some of the lessons shared at the DevOps session during Denver Startup Week.

So let’s start with the basics. What’s the definition of DevOps?

In essence, DevOps is a word used to describe an optimization process that gets your applications from developers into production (operation) as efficiently as possible. It’s a cross-disciplinary approach that blends development and operations to take the best of both and integrate these disciplines (dev and ops) into the mindset of your team.

As such, there are two necessary components of DevOps – cultural and technical. And, they reinforce one another – you need automation tools to be able to implement DevOps (technical), and you also need to embrace the right mindset and be open-minded (cultural).

  • Culture. For DevOps to work properly, your ops team and dev teams must be in constant communication with each other – better yet sitting together and working together hand in hand on every problem. Go out for beers with each other, and establish rapport to build trust. This will help build a working relationship that is focused on solving problems, reducing friction and avoiding the blame-game when problems arise.
  • Technical.  From a technical perspective, successful DevOps teams can benefit from collaboration tools like Fog and Chef – orchestration tools to enable those two teams to work together and speak the same language. There are also ticketing tools like JIRA (which our team uses), that both dev and ops team members can use to collaborate on defects and enhancements.

The reason why both culture and technical systems are important is that together they enable both groups to have “skin in the game” when it comes to the various phases of product development. If dev has no skin in the game during the post-launch stage (where ops typically has to be on call) – then you can’t do DevOps effectively. Part of the cultural challenge is making development care about operations blowing up, and vice a versa.

After culture and technical tools, the next piece of the puzzle for successful DevOps is deployments. There are many theories on deployment – continuous integration, continuous deployment, a hybrid methodology, etc. It all depends on the application you’re building or supporting. But, the bottom line is that DevOps is about solving business problems and creating a great experience for your customers. And for a better customer experience, we need to closely involve the ops teams in the product development process (scrum, testing, customer demos, etc.), and vice versa, to help developers understand the ops mindset. This forces the often separate groups to come together and have the same amount of skin in the game. As a result, dev and ops feel more involved in the process and are both holistically “bought in” together.

The ultimate goal of DevOps is to roll out a process where any developer, anywhere, can manage and administer the product infrastructure and code. Implement a policy and process that encourages your ops people to code too – they can and should do more than just SSH (Secure Shell protocol) into boxes and fire things up. Cross-pollination of teams is another way to mix things up; send an ops guy to work on the dev team for a while and an ops gal to drink the dev Kool-Aid–you will be surprised at what comes out of it.

What’s next for DevOps?

One of the biggest problems going forward is the rising complexity of choice. It’s rare these days to own every element and every process within your data center. Most companies are outsourcing a larger chunk of operations (even caches are going the way of SaaS). With such a spread out architecture, it is a challenge to grow and build a framework when there are so many different interfaces (scripts, GIT push etc.) and processes. This leads to the natural next question – how do we enforce security and policy across dashboards we don’t control? Policy enforcement has very serious compliance implications.

But startups don’t care about compliance law.

When does DevOps start to matter for a startup?

Sooner than you may think. You will quickly get to a point where you have to put everything on Heroku and your bill is $15,000/month and you don’t have any customers. Then you “grow-up” and transition to AWS, then to a hybrid cloud, and ultimately you hire someone to save you money – now that’s where importance of DevOps begins to emerge.

The potential of the dilution of the idea.  Another threat facing the future of DevOps is an investment in the movement without really understanding the movement. Just because you cleverly give someone a DevOps engineer title, doesn’t mean that suddenly that person knows how to do DevOps.

The expansion beyond just dev and ops. QM/QA (Quality Management/Quality Assurance) is also increasingly important in the DevOps world – quality automation and overseeing the build process to make sure its meeting QM standards is just as important as the development and the post-launch management. QA/QM will be incorporated into the DevOps movement too – and perhaps the name will settle on a steady-state called DevQops.

Now that we’ve provided you some context and a framework for what DevOps is, our next blog will explore some tips and tricks to help build a successful DevOps team and make the movement work for you. In the meantime, as always, feel free to reach out to the cooks at Baked & Branded if you want to continue this conversation. We are here to help.

And if you’re still hungry for more, check out this awesome tech talk on DevOps by Gene Kim of NewRelic.

Startup Marketing – How do you know it’s working?

Last week we talked about specific tools your startup can use to begin your early stage marketing programs. This week we’re going to cover how you build analytics and feedback loops in to measure your progress and fiddle the nobs on your process.

The main thing you need to figure out in your startup marketing approach is -

How do you know when your startup marketing is actually working?

Here are a few suggestions we’ve come up with to tackle this question from a process perspective and ensure that your startup marketing is able to evolve appropriately:

  • Analytics through a cross-disciplinary approach. Look at the Obama 2013 campaign – the campaign director managed the creative team and the analytics team simultaneously, which allowed a great deal of synergy to flow between each discipline (incidentally, we are big proponents of the cross-disciplinary approach including the DevOps movement). The idea during the Obama campaign was to constantly test creative, vary, and analyze all in-house. You can also do this by using the Google Analytics app – just make it a habit to check everyday to see how you’re doing so that you can react accordingly. And remember, correlations do not equal causation—-so don’t step on to the “jump to conclusions mat” too quickly (a reference to Office Space for all you movie buffs out there). Keep in mind sample sizes and test cases, variance, etc. Don’t just pivot on a dime with only 10 responses.
  • More data is not always better. A big problem with Big Data is that it is paralyzing. Make your data actionable. Build test cases with hypotheses and outcomes (agile web design stories). At some point you have to do something, so decide in advance what you will do if that trigger comes. “If I don’t get any email signups in a week, I’m going to change the CTA on my landing page” – and then actually make changes. In other words, think in advance of the actions you will take once specific triggers are reached and specific goals are hit around your startup marketing analytics program. This will help ensure that your startup marketing is able to evolve appropriately.
  • It’s not all about numbers. Another way to say this is Quality can be more important than Quantity, and so it’s important to dig in to the statistics at a low-level. Yelp is fascinating – look how much time some people spend writing reviews. If you’re a small business owner with Yelp reviews, often it’s not actually about quantity but about quality of a single post or comment. You shouldn’t be afraid of negative comments and reviews you may receive as a result of executing your startup marketing tactics, because these are what you’re going to learn the most from – the quality of these can often be better than the hard metrics, just don’t get too hung up on them.
  • Turn big problems into smaller ones. If you feel stuck on a big task – break it down into smaller and smaller chunks until you can do the sub-tasks at a granular level. It sounds dumb and obvious this technique is super helpful and will help you start to tackle those daunting tasks.
  • Tracking your time doing your startup marketing is tedious but important. Ben Franklin kept track of his time…so should you! Track your time in 5 minute increments and then log it. Then you will realize how much time you’re wasting on certain things and how long certain things really take – and you can continue to fiddle the startup marketing nobs. A good productivity tool can and will actually change your behavior and help you to work smarter.
  • Avoid big builds and big programs with a “big bang” approach. Although this is more of a product development tip, I thought I’d throw it in here because all startup marketers should ALSO be clamoring for this. Trying to anticipate problems before they happen is a waste of time. As a marketer, you should be OK with imperfection and look at is as a way to engage your target audience and garner feedback. When they see you listened to them in the next build, they will be wowed!

From a startup marketing process level, these big picture concepts should get you started. But what about implementation…especially if you don’t have a lot of money.

In that case, here are some strategies you can implement on the cheap to fine-tune your startup marketing process, especially if you’re a growth hacker – trying to do a lot of startup marketing with a little.

  • Free trials. One great way to accomplish this is through free trials. If you sign up for trials, take advantage of the high-touch support teams – especially for free trials offered by startups who care about your feedback. This can sometimes lead in to an extended trial or more features for free, or a reduced price.
  • Free tools. This may sound obvious, but there are actually quite a lot of free tools you can take advantage of for your startup marketing program that can do the job 99% of the time. For example, Google Analytics is the way to go until you’re at an Omniture level….which you won’t need until you are well-funded. Don’t get hung up on needing to have the absolute best (or have whatever it was you used when you had your day job) – just use what is cheap and functional, even if it’s not pretty.
  • Ferret out UI weakness. Consider using heat map technology to track the web actions of your users. You can do this through Google Analytics in real-time mode, but there are actually specific tools out there that are more robust as purpose-built, such as MouseFlow. Through this tool, you can watch video commentating live of people actually using your product (live feedback) – it’s painful (and often laborious, especially when they’re not getting certain aspects). But it’s extremely elucidating.

Finally, a question we get a lot related to startup marketing is – “How much does my personal brand matter, and should I work on improving it? Or is this just a waste of time?”

  • Unequivocally yes – you are your brand. For things like Google Authorship (discontinued) the idea was to add credibility to your marketing. With authenticity, your product and your content feels less shady and more authentic. People trust people not machines. Your startup marketing program will be the better for strengthening the personal brands of your team-members.

Hopefully these tips have sparked a few ideas on how you can analyze and manage your startup marketing program going forward. As always, if you feel lost, or just want a sounding board – we’re here to help! Leave a comment below or shoot us an email at

Lessons Learned in Startup Marketing – Part 1

Denver Startup Week

Recently, we attended Denver Startup Week, which inspired us to create a series of blog posts that dig into issues related to getting a startup off the ground – building on the How to Build Requirements for an MVP and our whitepaper on Tips Every First-Time Entrepreneur Should Know. This series specifically focuses on topics and sessions covered at Denver Startup Week, which Baked & Branded was thrilled to be part of. We compiled these notes from the “How to Develop a Marketing Strategy as Startup” session at the event. As always, the room was packed (standing room only) and there was high engagement in the first half when industry pros shared their wisdom (less so in the second half when it became a little sales-pitchy).

Startup Marketing Event - Denver Startup Week

Startup Marketing Event – Denver Startup Week

The key advice given in the session and what we agree with most is:

  • Focus on getting your product out the door – with emphasis on speed of perfection. Your product doesn’t need to be perfect, because you don’t even know what “perfect” is at this point. Avoid perfecting your product. Instead, keep calm and keep shipping.

What does this mean for startup marketing?

It means that you shouldn’t market a product until you actually have one, or at least have a beta program and a concrete delivery date. Of course you can do some preliminary “smoke test” stuff to collect emails etc. and validate your idea  but what good is having a serious and structured marketing program before you have a product (or as least a concrete delivery date of said product)? And while you should be doing some marketing and PR to gain company awareness, don’t get ahead of yourself by sinking money into product marketing campaigns before you have a product to sell. Focus on what matters first, even though it’s tempting to get distracted with gratifying but often useless things like gaining Facebook likes and Twitter followers.

This brings us to our second tip:

  • Be careful with social media – doing it right requires a huge time commitment, so if you can’t keep up with it, don’t bother starting. That being said, if you can launch and run a sustained social media campaign and it is not distracting you from your number one objective of shipping your product, then by all means, tweet away! You can also hire an agency to help you build and sustain a social media effort if it’s not something you can focus on. There are plenty of good reasons to have a social media campaign while you’re building your product, depending on your business objectives.

OK, so now you’ve got the product stuff figured out. Now where do you begin with startup marketing?

  • Writing is the number one most important secondary skill of a startup. Writing takes skill (and hence, practice). You want to get across what you need to say in as few words as possible – think elevator pitch or a back-of-the-napkin overview. Blogging is also essential – to increase search is the obvious reason (SEO), but the less obvious reason is to establish yourself as a thought-leader. Providing your audience with accurate and valuable information, without asking for something in return, builds your credibility and your reputation. The key objective is to take a stance on a topic, rather than simply reporting what other people have already said. You may be wrong or you may be right, but the point is to start a dialogue. You personify the company.

Don’t over-complicate pieces by being too wordy or relying on jargon For example, don’t use the word “utilize” rather than “use” or rely on marketing buzz words like “revolutionary” and “innovative” to describe your company or product. If you can make your point in five words rather than 20, use the five-word version. The simpler you make the idea, the faster someone will understand how you can help them and the more likely they are to buy. Take a look at – this is a great online tool that can help correct your wordiness, passive voice, etc. There are also firms for outsourced blog writing, which some local startups even offer. However, we recommend that you don’t outsource your startup marketing until you have dedicated resources internally to support your plan.

So, you have the writing down. Now what? How should you determine your startup marketing strategy?

  • The best advice is to try, measure, analyze and repeat. Don’t be afraid to try quirky things. Chalkboard signs at bars and restaurants are a perfect example; they will offer an item as a special and if it does well, it gets added to the menu. The medium isn’t important – it’s all about the message. So play around and see what sticks. Don’t be afraid to do something weird. Personally, I have been experimenting lately with ly and, and I’ve had some successes and some failures. Keep a log of everything you try; integrate what works into your repertoire and trash the rest..
  • Challenge your assumptions. Just because something is working, it doesn’t mean it’s best for your business. For example, just because your bounce rate is 30 percent, don’t assume that’s good enough. By challenging your assumptions, you may realize that a change is needed, which is especially true for the startup marketers at the pointy end of the spear. Take a look at The Lean Startup. Don’t just experiment as an exercise – actually pivot when it needs to happen and be ready to commit to the pivot at a certain point. The minimum viable product approach helps you do this.
  • Don’t be afraid to steal – all’s fair out there. Steal tactics, and especially competitor’s pricing as much as possible. If you’re not stealing then you probably aren’t doing a good job figuring out what your competitors are offering.

Which social media channel should you use?

  • If you have a B2B business model, consider Twitter and LinkedIn. If your audience is mostly consumers, try Facebook. Experiment on all and measure results. Then, focus your energy on the platforms that provide the most value. Paid search testing can also help augment your social media efforts, and measure your return/acquisition upfront, per channel. Penetrating LinkedIn groups with your thought-leadership pieces can also be effective (it’s worked for us). However, it’s hard to differentiate between a company and a thought-leader at the company – LinkedIn still hasn’t figured that out.
  • Blogging platforms like WordPress are good for aggregating domain authority. Tumblr won’t give you the domain authority or any long-term leverage. Ultimately, you can use anything that has a good infrastructure that ties in to search. An argument could be made that Google+ will be the next solid platform because it’s closely tied to search results (too bad no one is using it).

There are also great tools out there for experimenting with startup marketing:

  • Try A/B testing using tools like Optimizely and Unbounce, which allow you to experiment with similar, but slightly different variations of marketing collateral side-by-side in order to determine which option customers prefer. You can also try MailChimp, which allows you to experiment with email newsletters and Sharpspring, which offers landing page variations.
  • Paid search is also an effective research tool. You can advertise products that don’t exist to test demand. Use word strings from Adwords which will help you come up with your phrasing.

Our final words or wisdom for startup marketing:

The key to successful startup marketing is prioritization. Time is always an issue – and there’s an opportunity cost with everything you do. If you spend time on social media, for example, you’re taking time away from product development, etc. Also, try to get comfortable with the fact that there’s always more you can do, so be willing to maintain this perspective and focus on what’s most important. Peter Drucker’s quote sums it up: “There’s nothing quite so useless as doing w/great efficiency something that shouldn’t be done at all.”

What can you do to make the biggest impact? Do that.

And of course, if you get stuck, we can help!

Look for part deux of this blog series next week, when we’ll discuss how you know when your startup marketing is working.

Why Process Matters in Your Startup

The importance of business/startup process management to keep operations seamless & scalable.

Business priorities are ever changing. The need to adapt in order to succeed will never end. But how do you effectively manage:

  1. The growth of your business?
  2. The introduction of new employees?
  3. The expansion to multiple offices around the world?

It is key that every member of the organization is on the same page in order to achieve both seamlessness in process and scalability of said startup processes. How is this accomplished? By setting processes in place to make sure that there is consistency and repeatability. This can be anything from how a sales cycle operates, to tactics such as when to post a blog, and how to effectively market it. Whatever your startup process is, keep the following in mind:

Implementation is Everything in your Startup Process

Process for process sake never has a good outcome. But, startup process done well can be a huge business advantage – and a lot of this depends on the buy-in of the employees and those implementing and adhering to the process on a day to day basis.. But, just coming up with a startup process is not enough. Periodic checks to make sure that everyone is properly following procedure, and feedback mechanisms to measure inputs and outputs is the only way to know if your startup process is working or not. ON top of that, once a process has been invented and established – your job still isn’t done. A lot of process ideas sound good in theory, but you don’t know the effectiveness until it is implemented.  Once you know it works, you must also reassess at the appropriate times to make sure that it still makes sense.  With proper training, sound processes can help  business run as a well-oiled machine.

The Key to Startup Process Success

The Key to Startup Process Success

For example, a process that might have worked when a company was a five person shop may not be suitable when the employee count grows to 20.  Don’t become complacent – it is a company killer. Always re-evaluate and make the appropriate adjustments to your startup process as your company grows and changes. Process micro-pivots are necessary to ensure optimal outcomes.

Don’t over complicate things

Simplicity is crucial.  We just explained how important startup process can be – that said not everything needs a process. Companies can easily fall in to the trap of over-processing even the simplest task, which can end up putting up barriers and creating unproductivity and pointless paperwork/meetings. The basic rule of thumb is that if only one employee is involved in implementing the process, and the process is less than 3 steps – a codification is probably not needed and it can be up to the employee how best to implement. But when multiple parts of an organization get involved, with multiple steps in between – a process should be considered.

For example, take the process used at Baked & Branded when a new lead is received:

  1. Initial contact
  2. Discovery call/requirements gathering
  3. Review/ask questions
  4. Produce statement of work
  5. Follow up meeting/client review
  6. Finalize statement of work with pricing
  7. Sign off on statement of work
  8. Sign off on terms and conditions
  9. Start project

Simple, right? But, sometimes other steps (such as another meeting to get clarity on some specific features for an application, or if the client decides to change the scope or pivot their idea) or even skipping phases or steps is needed to make this process work for each individual client. So the idea is to come up with a framework that can be easily tailorable and modified depending on the exact use case, with flexibility for an employee to use his or her brain and do what makes sense. You can’t build an exact process that will account for all variables. However, your process can be an over-arching template or blueprint on how to collect or gather the necessary information to move forward – the way we, for example, use different questions in the scoping document to gather enough information to create a statement of work and move on to the next step in our process.

Startup Process is Constant Change

This is a natural part of the business cycles and the evolution of any business, especially a startup. Change can be good, especially change in startup process. If you’ve had your processes in place for more than 6 months and haven’t modified or modulated them, it’s time to take a fresh look at what is working and what isn’t. Keep an open mind and adapt accordingly to keep your business running smoothly.

The lesson is: keep calm and iterate on.

What’s your best startup process advice? Tell us in the comments below or tweet us @BakedandBranded         .

Why a part-time CTO doesn’t work

At Baked & Branded, we talk to a lot of entrepreneurs each week, from startups of all different stages considering bringing in a part-time CTO. Recently, I began writing down the common questions our team gets asked constantly, as well as popular conversation topics that I see on professional networking sites, such as FounderDating and LinkedIn. Here’s one statement that I’ve come across frequently from entrepreneurs of early-stage startups: “We are looking for a developer or CTO to join our team for equity.” Believe it or not this even happens across Twitter, Facebook, and LinkedIn – where entrepreneurs cast the net so wide as to ensnare people they don’t even know.

Twitter Outreach for a part-time CTO

Twitter Outreach for a part-time CTO

To me, looking for a part-time CTO raises a red flag for a few different reasons. To build a solid Minimum Viable Product (MVP)—something that most Baked & Branded clients are working towards—then you are still looking at a couple hundred hours of development time. The MVP is usually not a simple front-end WordPress site; it’s more likely a full-blown web or mobile app (but with only the key features needed for basic functionality). A part-time CTO or developer who is only getting equity and no cash will still require a full-time job, leaving him or her just a couple hours a night to work on building your MVP.

This extends the timeline for bringing your idea to market, sometimes even by years. Even if you are OK with this delay, 9 times out of 10, the part-time CTO gets burnt out and quits. Who wants to code all day for a full-time job, and then come home only to sit and code for the entire evening for hundreds of days straight? Many of these developers (and people in general) can’t sustain this type of life-style forever. If they do stay around, tension often develops with the founders because the business team is waiting on the product, but the developer feels that she is not being met halfway or being cut enough slack given her constraints. From the developer’s perspective, it is extremely difficult to set accurate milestones for the product when the other side of the team is constantly out doing “seemingly meaningless” networking.

What does this come down to in the end? That YOU have to seel yourself everyday in an uphill battle to your part-time CTO. It’s never the other way around. Without your developer, your entire vision would crumble, which makes you realize how fragile your startup really is (and overly dependent on one person).

Your part-time CTO will interview you

Your part-time CTO will interview you

In a lot of cases, people know the disadvantages of hiring a part-time CTO for equity, but they do so anyway because it alleviates risk for the founders, and provides much-needed technical support on the team. Plus best practice for raising money says that you need to have your team established upfront and all the pieces in place. But this is starting to change.

What should a lead developer/CTO’s role be?

Assuming that you’ve decided not to go the in-house CTO route for whatever reason, you’ll still need to hire some developers to help build your product. And, you’ll also need someone to manage your developers correctly, find the right resources, define the architectural vision, and ensure that technically the team is delivering. This is what a CTO is supposed to be doing. To elaborate on this, I’ve put together a list of a startup CTO’s key responsibilities:

  1. Research and analyze the approach to a viable solution architecture or a plan/roadmap for how your product will be built.
  2. Based on the solution architecture, find the right team or individual developers to hire.
  3. Perform a code assessment and conduct interviews with these potential hires to make sure that they are qualified and have the skills required to build the product.
  4. Set accurate and feasible milestones.
  5. Define a product development process and management tool that makes sense for your product and your team.
  6. Have regular touch points with the team to ensure that the right product is being built and the product is being built right.
  7. Answer questions from the developers to make sure that the project does not fall behind.
  8. Unpack what is really meant when something is said, and read between the lines -especially when it comes to working with multi-cultural/global team.
  9. Review the code and identify any issues that need to be fixed.
  10. Build out a test plan for quality assurance, and continually have code reviews
  11. Keep track of defects and open questions blocking progress, and often-times solving them/solutioning on the fly.

I hope this sheds some light on what is required from your CTO as you’re looking to take that step into entrepreneurship. A CTO is a key person on your team and will ultimately make or break your vision. And most first-time entrepreneurs under-estimate all the things that a CTO really has to other than “build the product”. That’s why it’s often better to hire a Developer/CTO in the beginning, save your equity, and get your product out the door as quickly as possible…even if maybe the price tag isn’t “free” (and remember, there’s no free lunch).  It will save you time and aggravation upfront so that you can avoid spinning endless cycles that lead nowhere but to a product dead-end. Finding your CTO is as easy as getting in touch with us… so that THEN you can focus on attracting your internal team once the product is build. Which will it be – the easy way, or the hard way?s

Have a question or need clarity on anything? Use the comments below and I will be sure to respond, or you can contact me directly at or on Twitter @ericsully or @BakedandBranded.

Interested in leveraging our expertise? Reach out via the contact form, or you can email me directly.

Lessons Learned at Denver Startup Week

Denver Startup WeekLast week was Denver Startup Week, a week-long, 8 a.m. to 8 p.m. daily fest for entrepreneurs to learn, mentor and be mentored, network, and socialize within the local startup ecosystem – which happens to be thriving in Denver and is one of the reasons we set up an office here. The city has a great quality of life, a robust tech community with large feeder companies and startup pillars of the community, like Brad Feld, who consistently throw their collective weight behind efforts to draw talent, ideas and capital to the Denver area.

Speaking of Brad Feld, we recommend that you subscribe to his blog if you haven’t already. He is one of the most authentic and honest entrepreneurs we have ever come across – he bares his soul, no holds barred, documenting the ups and downs of the entrepreneurial journey so others can learn from his successes and failures. Not only that, but he disbars the notion that entrepreneurship and the startup life is an easy and glamorous ideal that can be achieved without blood, sweat and tears. Kudos to you, Brad!

Denver Startup Week - Registration and Basecamp

Denver Startup Week – Registration and Basecamp

Denver Startup Week was a massive event that took a lot of planning by folks in the Denver Startup Community, and a lot of external support and contributors as well (including some great corporate sponsors like Chase Bank). The event was structured with lectures and panel sessions during the day, with happy hours, mixers and social time starting at 4 p.m.. Attendees were also free to stop by the Denver Startup Week Basecamp any time to hang out, get information and programming, or get work done. Check out the full schedule here.

Denver Startup Week Basecamp

Denver Startup Week Basecamp – located at Arapahoe and the 16th Street Mall downtown. I stopped by for the open bar happy hour and Denver Startup finale celebration. There were workstations for folks to be productive, a dance floor, a huge lecture hall and beer-garden style ping pong tables outside.

Since I was in Mount Rushmore and the Badlands until Tuesday (check out my blog on that topic), the first session I was able to make was on Tuesday night: How To Develop A Marketing Strategy As A Startup – hosted by Elevated Third. On Wednesday I took a break (mostly to recover from my trip) and then on Thursday I bounced back to check out the evening session of Cofounders Lab Matchup at Galvanize. I got to meet a host of entrepreneurs, some of whom were at the very early stages of taking the plunge. At Baked & Branded, we’re excited to help these folks achieve their vision while they’re still forming their internal, equity-driven team. Ideas were pitched from microscope image processing, to a “deals near me” app, to software that helps researchers find the papers they need. We’ve already scheduled some meetings with a few folks from this event to help brainstorm requirements and get them started on the path towards creating a product.

Denver Startup Week Ping Pong

Denver Startup Week Ping Pong

Branding Session at Denver Startup Week

Branding Session at Denver Startup Week

On the final day of Denver Startup Week, I caught the noon session on DevOps (the cross-disciplinary mindset of development and operations) and then the afternoon panel talk on Long-Distance Relationships – Working with Distributed Teams. Afterwards, I caught the tail-end of a presentation on building a lasting brand (something Baked & Branded knows a thing or two about). Here’s the whiteboard the presenters put together.

Then naturally I caught the Happy Hour at the Denver Startup Week Basecamp, and was especially wowed by their craft brew selection at the open bar (all sponsored). I loved the Blue Moon Pumpkin Ale. It was the perfect beverage to add to ping pong and startup networking.

Open Bar at Denver Startup Week

Open Bar at Denver Startup Week

Over the course of the next few weeks, we plan on sharing some more of the lessons learned at Denver Startup Week around Startups 101 – so stay tuned to the Baked & Branded blog for more takeaways from this event. In the meantime, check out  our whitepaper on Tips Every First-Time Entrepreneur Should Know.

How to Guide for your Lean Startup’s Minimum Viable Product (MVP)

When it comes to building an MVP (Minimum Viable Product), especially when it is your first time, it is extremely important to clearly identify the goals of what you are trying to achieve. It’s equally important to remember that the goal is to be “lean” and that all the bells and whistles aren’t required for this first product. This post will give you some concrete ideas and steps to get you started on working with us on an MVP.

Ideas around your MVP

First things first – What is an MVP?

MVP, or Minimum Viable Product, could also be considered a very basic prototype of an idea.  An MVP is typically NOT something that is built to be sent out to the masses, but rather to a small batch of hand-picked, highly engaged users (e.g. friends and family).  To build a successful MVP, think about the core offering or value for these users (which would be described in your executive summary or elevator pitch), and build to that. Keeping a laser focus on what that value to end-customers is will help you not build too much too early, wasting time and money – and will also help you either avoid “the pivot” or identity that a pivot is needed as soon as possible.

MVP Process

In my personal experience, when thinking through the process of building an MVP, you really need to re-wire your brain to start to think in a different way. Instead of thinking bottoms up, think top-down from a user perspective – start at a high level and then think down through each of the functional items of the MVP.  A great technique we at B&B use is writing out specific use cases on how the end-user might actually interact with and use the product.  This helps you avoid the common trap of getting too detail-oriented and not thinking about the big picture from the user experience perspective.  By the time you’ve realized that you’ve gone too far down the technical specification path it’s usually too late – at this point you would already be down the development path and to turn back will be money burned.  Typically we write 2-3 use cases for each new product we are working on. These are also a great tool to provide to our developers to make sure they have an understanding of the end result and the business reason of what we are trying to achieve.

Let’s look at our MVP example use case

I find a great way to do this is to create a mission statement or executive summary that defines exactly what the product is supposed to do.  I have made up what an example of a use case that we will use as we walk through this process:

  • Goal: A chat system that allows for communication between different departments of a company, or allows for communication between individuals within the same company and/or department.

With this we identify that the problem we are trying to solve is around making communication easier between individuals or groups of people based on some factor that ties them together (i.e the marketing team or executive team).  From a high level this is pretty clear.

Next, we would think in terms of administration levels, and different roles and abilities of each of those levels would be. Here we could approach solutioning the problem in two ways.

  1. One way is the scenario where – if we were to lose sight of the fact that we are trying to build an MVP – we would come up with a laundry list of features that we would want to see that maybe aren’t entirely traced back to the use cases. The list gets very long very fast. And it will also be extremely expensive and complicated to implement. Read: high risk.
  2. The second, better way would be to throw out all these superfluous features and stay on task around what an MVP really is – focusing on solving the core problem as expeditiously as possible and that’s about it. We like to stick to the principle of KISS – Keep It Simple, Stupid.

Assuming we’re going with the second, recommended approach, now we have to define the user levels that would work for each associated user role:

  • Super admin – The developer/team of developers who created the application and has the ability to control all other potential clients who have access to the platform. This could be considered the “internal company” level.
  • Admin – This would be an external company who signed up for access to our application (our paying customer).
  • User – A user who would be invited by the admin to join to access and use the application.

These are therefore our core user roles. Now we need to define the abilities or features that each of these roles would have – let’s apply the two approaches/lenses of the robust, full product versus the MVP:

Using the MVP Lens

Super Admin

  1. Ability to see and manage all active companies who have signed up and who are using the free trial (assuming we do a 30 day free trial for them to get a taste of how it works)
  2. Dashboards
    • Top level list of all the companies with some data showing how many active users/groups have been added under this company.
    • Ability to deny/allow access of new clients (admins).
    • To be able to message admins/users directly for any trouble shooting and or support


  1. Ability to invite new users via email to use the app under their company
  2. Ability to create new groups and assign users to these groups (which could be departments broken up)
  3. Ability to communicate with super admins/users/groups
  4. Tracked message logs


  1. Ability to communicate with admins/users/groups that they are assigned to
  2. Tracked message logs

Using the Robust, Full-Product Lens

Assume all of the items listed above with the addition of what is in this next section -

Super Admin

  1. Dashboard of analytics
  2. High level looking at average total engagements each day.
  3. Deep dive for each individual company that is signed up.
  4. User level analytics to what days they communicate more/what features they are using the most, chat, video, uploading documents.


  1. Ability to assign other sub admins who can create new groups and assist with management of a large organization.
  2. Dashboard of analytics.
  3. High level dashboard aggregating data of each of the groups they have created such as number of communications per day, average number of times a user communicates.
  4. Dashboard for each individual group.
  5. Ability to communicate in all groups they have created either my traditional instant messaging, video chat, uploading and sharing documents.
  6. Ability to communicate with users/admins in private messaging


  1. Ability to communicate via instant messaging, video chat, uploading of documents of groups they have been assigned to.
  2. etc. etc.

Now I list out every possible item that came to mind when building this type of application, but my goal was to show you a concrete example of what going outside the scope and intention of an MVP looks like.  A lot of the features that are highlighted in the robust section are great features to have, but when speaking with, say, a new client for Baked & Branded, I would make the recommendation that we consider these items for Phases 2 & 3 (Beta, full productization, etc.).  Remember that keeping the focus on the core offering is supposed to be the goal for the MVP.

Working with Baked & Branded to build your MVP

Question: How do I prepare a set of requirements to bring to Baked & Branded to help me build a technical statement of work to get a sense of cost & timeline? 

Answer: We like to keep things simple. It is easier for us to understand your goals when you have already compiled and validated the following (consider this your homework):

Section 1: An executive summary, which would be a 2-3-paragraph example of what your product is going to do.
Section 2: Who is the target end user/customer?  This is an important step for both of us to understand and for us to be requiring it will make sure that you have done your homework.
Section 3: Similarly to how I broke everything out via bullets (rather than written paragraphs), focus on that individual feature that you are looking to provide. This keeps things clear and concise.
Section 4: Who are your competitors (and you ALWAYS have competitors, sometime the status quo is your competitor)?  How do you plan to differentiate yourself from each of these and what do you think they do well/do poorly?

Question: Now that I have all this information together and organized, what is the next steps to get me to creating!?

Answer: With this information, it’s a great starting point for us to have a deeper conversation with you. We will set up a call to go over you business goals, ask some more in-depth questions, and also spark some ideas and provide some feedback from a different perspective on what you are trying to build.

Once all the answers are clear, then we can come in and perform our B&B magic – that is, build out a technical statement of work that will be our guideline to follow when we would start the project.  This also is a validation step to you so that you can see that we clearly understood the goals of your product.

Have a question or need clarity on anything?  Use the comments below and I will be sure to respond, or you can email me directly at

Interested in leveraging our expertise?  Reach out via the contact form or you can email me directly.

Hiring software developers

You have your idea. You have your investors. You are ready to get started. The last step left is to hire people who will develop your product. As trivial as it might sound, it is probably one of the most important aspects of a successful product. And one of the hardest. You are in luck if you have technical background and have been around those “developer” people. However, in most cases, entrepreneurs are business oriented folks with little to no engineering background. If you fall in to this category, then read on and hopefully you will feel more comfortable navigating the rough waters of hiring software engineers.

As a senior software engineer myself, I have been on both sides of the hiring table. I understand what the most important characteristics of a good developer are, as well as the tricks one can use for getting hired as a developer. I will first explain how to read a software developer’s resume, and then lead you through a successful interview process. By the end of this blog, you should feel more confident interviewing and hiring a developer onto your core team.

Understanding the Software Developer’s Resume

There are as many different types of developers as there are fish in the sea. Although their skill-set might sound like what you’re looking for, it is important to know exactly who you are talking to – there’s a few ways we can therefor segment the developer

  1. Years of experience:
    a. 1-3 years of experience will give you someone who can follow directions and maybe lead a small scale project.
    b. 3-5 years of experience will give you a developer that can take on a medium size project and even manage a small team.
    c. 5+ years of experience will give you a developer that has been around for a , and has done a range of different projects. He or she will be able to offer you direction and lead a team of other developers of lesser experience.
  2. Programming languages:
    a. Java – a well-established technology with a great range of applications ranging from Web to Mobile (Android only). It is not as fast to develop in, and is not really meant for the web world. Java is great for desktop applications and Android apps.
    b. PhP – a well-known language that is very popular in the web developer community. Web applications only.
    c. Ruby (Ruby on rails) – Recent addition to the list of web technologies that allows rapid prototyping. Web applications only. RoR is often over-hyped and fewer developers around the world know this language – therefore if you develop in Ruby you could be inadvertently limiting your ability to find future developers to continue the development.
    d. Objective C – an iOS development language used for iPhone/iPad apps.
    e. .NET – a language from Microsoft used for desktop applications as well as Windows mobile apps. It is one of the most widely known programming languages, so is often easy to hire in to (especially overseas – but note, be careful here, as we’ll explain in a future blog).
  3. Databases (Any of the programming languages above will work with most databases):
    – MySQL, MSSQL, PostgreSQL and several others are all relational databases that are good for most applications. They are very popular and most developers know at least one of them.
    – MongoDB is non-relational database that is great for simple applications oriented around content rather than complex object interactions.

Interviewing Software Developers

OK, so you have a bunch of resumes and have picked out a few candidates that seem to match your criteria. Now, you just need to talk to them and pick one, right?.Yes, but it is not as simple. There are clues you can uncover that will help you select a good developer and skip a bad one.

  1. Technical skills:
    a. If you don’t have sufficient technical background for asking programming questions, then you will need to find someone that does so that they can ask those questions. It is such an important part of the interview process that if you skip it you risk  hiring a “know-it-all-can’t-do-much” who will cost you money, and most importantly time. If you don’t know anyone who can help you with technical interview process then shoot us an email. At Baked & Branded we offer consulting services on this matter and will help you find your developers (not to mention manage the project for you, and bring our entrepreneurial know-how to the table to ensure your project’s success).
    b. If you are programmer yourself, then you probably know what to look for and what to ask. That doesn’t mean you shouldn’t prepare a well thought out plan in advance that you can use throughout the interviews.
  2. Communication skills:
    a. Tell your developer what you are trying to build and ask him or her to explain back what you’re trying to achieve. Pay attention to the response and make sure your developer is thinking about the details and doesn’t just parrot back what you told him/her. A business savvy developer is much more valuable than one who just follows your orders. You will weed out 80% of your candidates through this method alone.
    b. Check for the ability to explain technical details in layman’s terms. For example, ask to explain how a database works and see if you understand the response. If you don’t, then you know communication will probably be a problem in the future. Pass.
    c. If you are hiring offshore developers the points above still apply – and then some. In fact, making sure you can perfectly understand each other is even more important. Cultural and language barriers makes this even more challenging.
  3. Punctuality:
    a. Someone who is late to an interview or call is more likely to be late on deadlines as well. It shows a lack of professionalism and seriousness.
    b. Ask the candidate to email you a list of projects he or she has worked on before so that you can review the work in short order. Make sure the candidate follows up. If the candidate doeesn’t and you need to send a reminder, then this is not good.
  4. References:
    a. This is probably the most overlooked source of confirmation of the quality of a developer. Ask for references and actually follow up with all of them over the phone or Skype. DO NOT just email them.

If you are able to meet the candidate in person, then do so –  otherwise use Skype or any other app for connecting with this person face to face. Remember, you are hiring someone who will be working with you for possibly several months, so make sure you like the person.

These are just some guidelines you can start with. You should tailor these to create your own process that works for you. Here at Baked & Branded, we work with only the most talented and reliable developers from around the world, and as such our hiring process has gone through many iterations to get to its current refined and effective state.  You will most certainly fail before you succeed – they key is to learn from your mistakes quickly so that you can most quickly get to success. We help you shortcut that process.


Why, How, What – Startup Brand Positioning

The founders here at Baked & Branded stumbled, again, upon a TED video that we had watched years ago that has influenced, tremendously, the ways in which we view brand positioning for our clients, and ourselves.

The genius behind this talk by Simon Sinek is not that he has created some new way for companies to tell their story, but rather the fact that he was able to identify the unique format through which successful companies tell theirs. Perhaps more impressive is that he was then able to back up his hypothesis with science, or more specifically – biology.

It’s been said that choosing based on one’s emotions is hardly a choice at all. As a business, that’s precisely what you are hoping to achieve. If you can create an emotional connection with your audience through brand positioning, then minutia like price (insert laugh here) will no longer influence your customers’ decisions to buy. The biology behind this, as briefly explained by Sinek can be seen with respect to the unique ways that different portions of our brain react to stimuli. If you’ve watched the video, which you should, this will be repetition, but basically the neo-cortex makes up the largest part of the cerebral cortex, and is responsible for spatial reasoning, conscious thought, and language. Thank you Wikipedia. As much as purchasing your product or service makes perfectly logical sense to you, it probably doesn’t seem as reasonable or logical to the masses. Sorry. Therefore, telling us WHAT your product or service is or does only triggers the logical portion of our brain and begins the process of reasoning through the information we have been given. And in a world saturated with goods and services, that process can be long and overwhelming to the consumer. There are just far too many choices with immaterially different value propositions. In order to differentiate yourself, you have to connect with your customers on an emotional level. Take the choice out of it!

While the neocortex inputs language and churns out logical decisions, the limbic system is the portion of the brain primarily responsible for our emotional lives and memories. This biological distinction in our brains tells us something beyond just the fact that there is a separation between emotional and logical. Something that Sinek did not expressly state, but can be inferred from his discussion, is the idea that the limbic system does not handle language in the same manner as the neo-cortex. Perhaps it’s not capable of interpreting language at all. Therefore, beyond just leading with, and telling your customers the WHY of it all, to really tug on those heart strings and foster an emotional connection – you must show them. As a startup, you’re likely yet to achieve economies of scale, making it difficult to beat competitors on price. You obviously lack a long (years) track record on which you can show value. What you do have, however, is purpose. WHY you think it’s important to solve a certain problem should be at the core of everything that you do and your customers should know that!

At Baked & Branded, we believe that everyone who, through their experiences, spots a gap, an inefficiency or just feel they can do something better, deserves that opportunity. Everyone on our team has worked in startups and we all know the passion that comes with it. That passion is infectious – that’s why we choose to surround ourselves with similarly passionate individuals, both on our team and on our customers’ teams. That’s WHY we do this, and it’s readily visible in our brand positioning and is the lead in to all of our copy. We’re not trying to hide the ball, and nor should you. The value of leading with WHY does not dissipate just because your customers have seen Sinek’s “Golden Circle.” Rather, knowing WHY your company does what it does, and demonstrating that mission in everything you do will foster an emotional connection with consumers, make choosing you over your competitors no longer a choice, and create loyal, devoted consumers. After that, the WHAT you do is simply proof that you can accomplish what you believe.

What’s your WHY?

Using Hackathons to Your Startup’s Advantage

If you’re a startup founder then you know the challenges in front of you. The least of which are recruitment and building a killer product (that people will pay for). If you’ve never heard of, or been to, a hackathon, I suggest you check one out. It’s basically a 1-3 day weekend event that brings developers, designers, and business types together to build a prototype that can turn into a future business. There are several types of hackathons I’ve personally participated in – depending on the format, as a startup founder, you will get something slightly different out of each one.

Chandra at MashHacks Travel Hackathon

Chandra at MashHacks Travel Hackathon – Mashable loved my custom tripchi t-shirt

The startup weekend format.

This is a full weekend long event that startups on Friday night idea pitches and team formation. It goes through Saturday and the prototype and design progresses, and finished Sunday afternoon with pitches that emphasize the business model and vision just as much as what was built over the weekend. In this format, a business-oriented (non-technical) startup founder has a better chance of being useful, and being sought after, since often the business model and go to market strategy is just as, if not more, important than the actual development that was done in the course of the weekend. Here’s a few of the startup weekend’s I’ve done: Startup Weekend Orange CountyStartup Weekend Boston (twice). The other good (and bad) thing about Startup Weekends is that there is no limit to team size. I have been up teams as big as 12 (when I originally pitched an early iteration of tripchi as DriftHangar in 2011) to 4 (where I participated on a killer team in Boston and we won the Audience Choice award by pitching MedGuru, a mobile app that translated Over The Counter medications across languages, mapping generics to name brands all over the world). The good thing about a larger team is that a business type is sure to get on a team. That said, I wouldn’t recommend being on a team larger than 5 people – this seems to be the inflection point between productivity and distraction.

The Friday night to Saturday hackathon (or, equivalently, the Saturday night to Sunday hackathon).

I did this one last Fall at HackReduce, with travel technology analyst company Tnooz as the organizer. This format holds some value for non-technical founders, since it’s a bit longer and this one, in particular, did not have a limit on team size. Our team, the Data Slaves, had around 10 people, was one of the largest groups in the competition, and we got bogged down in debate and in trying to do too much. You can view what we attempted to do with Big Travel Data here. While we didn’t really succeed in building a product (we attempted to solve the problem of when someone should book a flight), I got to network quite a bit (the benefit of a larger team). The other good thing about the longer events (2-3 day formats) is that it gives your more of a chance to take breaks and network. As a single founder, you of course should take every opportunity you can to network and meet others that share your passion for solving whatever problem you are trying to solve. There is a high probability you will meet such a person at one of these hackathons if you spend some time looking. In fact, try not to let the competitive animal get the better of you. While the lure of prizes and minor publicity are tempting, you’ll benefit more in the long-run by working the room.

The all-day Saturday hackathon format.

For this format, the least of the emphasis is business model, so this is the toughest for a non-technical founder to participate in and be sought after during team formation, and feel useful during product creation. I recently attended one of these, set up by Mashable – check out my write-up on it. We actually won third place, and it came with a cash prize, for our design of FlyBeacon – a mobile app to improve the travel experience through beacon technology, focusing on the airport. In about 6 hours, we built a prototype Android app that notifies you when your baggage hits the baggage claim belt via a push notification that can be integrated into an airline’s app. Not only that, but a tracking system put in place to help airports and airlines more smartly manage and track luggage from beginning to end, while making the data transparent to the passengers, and extending the relationship with the airline from offline to online throughout the passenger journey at the airport. We had a 4 person team, which I think is why we were able to focus and a least build something in the short amount of time. That said, most of the pressure fell on our designer and developer and I felt useless at times. Especially since this shorter hackathon format is much more skewed to what you actually built cleverly in such a short amount of time. There is not much time left for business “overhead” such as strategy, business model, or GTM.

Mashable MashHacks Boston pitches - FlyBeacon

No matter which format you attend, you can always find time to meet other interesting, passionate people who are willing to give up a portion of their weekend to learn new skills and build something cool with others (I argue further that this is the exact DNA of the person you want to be your cofounder). And, depending on the format, as a non-technical founder, you can tailor your expectations in terms of the amount you can contribute and maximize your networking capacity accordingly. Even if hard-core networking fails, if you convince a team in the pitch to form around your idea, you can use this as a petri dish to test out your idea, get input and feedback, from other smart people, and try to build something at the end of the day. Even though most teams abandon each other and their ideas after the hackathon, it doesn’t mean yours has to.

There’s not much of a downside for giving a hackathon a shot, except for giving up your weekend; which, if you’re a single non-technical founder, you’re probably used to doing anyways!