201 karma · joined October 11, 2012
If you were hired through a recruiter, the company that hired you will pay 15% to 25% of your annual salary in fee. In most cases, if you leave within 30 to 60 days, the recruiter will find your replacement for free. If you 1 day after the guarantee period, then the company that hired you have to pay the full fee.
Moral of the story, once you know you want to leave, talk to your manager. Be a nice guy.
Be prepared to be amazed by the animated gifs, HTML maps and statements like "this site is best viewed in Netscape 3.0"
Feeling nostalgic.
My guess is pg and YC partners treat marketing-speak similarly.
Viaweb was not an e-commerce site like Amazon or Ebay. Its customers were merchants rather than consumers.
Surprisingly this is for my parents. They watch videos all the time and watching videos on an iPhone is too small, on a laptop is too bulky and on an iPad is too expensive.
On a side note, I have always appreciated how candid and honest Europeans are. They speak their mind, they don't sugar coat anything and they are very matter of fact. On a tech project, this sped things up A LOT.
Company should optimize for happiness. So for people like me, have an office. For people who thrive on working remotely, it should do everything it can to make them comfortable. I don't think there's a right or wrong approach. Just optimize for your workforce.
What’s the hardest part about doing a startup so far? - "Figuring out what's most important."
How do you figure out what’s important? - "We mercilessly prioritize."
You have to watch his Dropbox video and read his YC application to really appreciate how articulate, succinct and fluid Drew communicates.
The bystander problem is very disheartening. But I'm afraid it'll take few generations to shed the mentality.
Streak is exactly the light weight CRM we've been looking for. We needed a light weight tool to give us basic metrics about our sales pipeline and Streak is perfect for what we need.
Streak integrates with Gmail and We can share pipelines (sales, customer support) between team members.
It's perfect for us. Thanks for sharing!
My company, TrueVault (https://www.truevault.com) is definitely betting on this trend by specializing in being the data backend for healthcare apps, sites and devices.
We think of ourselves as Parse for healthcare sites/apps/devices.
One can absolutely build their own Parse to power their own stack, but it may not be time/resource effective. Behind the scene, among other things, we provide unique object encryption and automatic object re-key and re-encryption -- mechanisms one would have to be custom build for a homegrown HIPAA environment (event on AWS).
We make sure the Protected Health Information our customers collect is always in compliance with HIPAA despite the ever changing healthcare regulatory landscape.
But you are absolutely right. We do not absolve the developers/covered entities from all HIPPA liabilities and responsibilities. We just take care of one aspect of HIPAA so they can focus on other things.
The definition of who needs to comply with HIPAA has more to do with who has contact with protected health information and less about who the company is (e.g., a hospital or not).
They are very much like Stripe's checkout JS form.
In all seriousness, we can give a talk on software security, encryption algorithms and network security with the setup we've created. To do it right, every system in our platform is segregated where one system doesn't see another -through software and network level security. Plus every piece of data is uniquely encrypted with rotating keys (that's kept isolated from the encrypted data). The level of security is like the Secret Service vs. Paul Blart the mall cop.
We are in the middle of writing a blog post about how we harden our platform. Stay tuned.
I highly recommend The Founder's Dilemmas by Noam Wasserman (http://www.amazon.com/The-Founders-Dilemmas-Anticipating-Ent...). The book is very data driven. Noam uses the data he collected over the last 10 years to backup the different scenarios he discusses. Chapter 6 talks about equity split and Noam talks about the difference between 50/50 hand-shake splits, 50/50 designed splits, 51/49 splits, and other splitting scenarios. I got the audiobook and it's an easy listen/read over the weekend. For me, this is not just a "one man's opinion" book. Its data driven nature makes it a must read.
Other parts of the book talks about different co-founder options (family, friends, co-workers, life partners), role divisions and funding choices.
At my last startup, whenever there was free lunch or dinner, people definitely spend more time together chitchatting about whatever comes up. As an employee, those 40 minutes are way more fun and stimulating than an hour away my desk with just 1 or 2 co-workers. In the end, it's just how you look at the situation.
On the other hand, I do agree with the points made about the unlimited PTO policy. It's a great recruiting talking point :)
Long story short, don't let a bad apple linger; even if it's a rockstar apple. It will set the tone of your startup you may not recover.