Tag: Starting Up

How to raise capital during these times

LinkedIn is my personal go to source of information, a curated alumni of experts, industry peers and thought leaders (I’m not referring to those trying to spam you SEO services). Following the recent successes of many start-ups in this region and specifically within the mobility sector is compelling, empowering even, yet, also raises some questions.

With media highlighting some massive raise successes this year, other mediums promoting the unicorns of turn, and the power KSA demonstrates in innovative investment strategies, it really does amplify the power of collaboration.

Most of the questions when raising capital start with “How”, I have been delving a little deeper into the understanding of raising capital (as we’ve been on a journey for the past few months).

I’m not writing this entry as a 101 guide to raising investment, I’m not qualified. Since being on this adventure, I’ve been approached by many to share my story and progress. It is a quagmire of discovery, it is also not the only route you should be taking. You have to prove to yourself and your customers your business is needed. My stance is “if you prove your business and meet milestones – then you can at that moment – decide whether or not you want to accept the investment interest you’ll receive”.

When I started ONE MOTO, I never sought a want to raise investment, I believe that to build a successful business, the foundations should be ‘growth through sales’ a simple business model, yet a somewhat antiquated philosophy during these times!? I was mistaken, it was an oversight on my behalf, albeit a positive one.

How? Well our market study and meticulous research into the need for EVs, the want of a ‘switch’ to a cleaner state of mobility was very apparent, yet I had not foreseen the traction we would create so quickly.

Our research turned into a published white paper “Mainstreaming Electric Mobility in the GCC” and evaluating the wants from our potential customers, led to a much faster growth curve than we had anticipated.

The journey of ONE MOTO’s capital raise started with VCs in Dubai, many eager to find out what we had in store, yet their current focus is/was FinTech, MediTech and very few (respectfully) flourish interest from their fund mandate. Something to note, many VCs receive in excess of 1,000 pitches a year, to which they may invest in 3-4. So the odds are against you, unfortunately “no” is a far easier notion to offer you. I’m not a comfortable recipient of “no” so I reflected, maybe it was the pitch: “The UAEs first and only approved EV manufacturer, wanting to raise to meet demand and growth”. Was this enough? Apparently not. My network was later opened to a prism of Angel investors – predominantly those taking a higher risk at a smaller stake – if the appetite is too small, avoid this route, as you’ll fall short, fail to meet your milestones and struggle at your next raise juncture.

One Angel I met helped me a great deal, he has since become my go-to for advice, soon into our first conversation he claimed, “it’s like being asked to invest in Tesla back in 2003”. I was humbled, and I share this quote as a reminder that we can see the road ahead of us.

I’ve often led with a philosophy in business that “you don’t need more money, you need a different strategy”, this holds true, mine was a collaborative network as the new strategy and an unrivalled focus (bypassing the dormant egoist).

Taking #micromobility on a global focus, we’ve seen the celebrated successes of Lime, Bird, TIER Mobility, Lyft, Uber and winced at the ‘hiccups’ that availed themselves in 2020. Yet, the industry remains strong, future mobility is a wash with opportunity. Which can also conflict with your focus and the wrong message prevail.

Strategy can be an incredibly exciting journey.

We know these stories because we read (indirect advertising is trusted a lot more than direct. You’ll trust your friends recommendations above an advert right?!). Yet, when you read the seven/eight figure raises, let it inspire you, not deter you from continuing. There has been some bravado around the raise, so unless you see their annual report and divulge the intimate financials, you’ll never understand the facts behind the figures. Plus, my casing point on this; right now, do you need an eight figure injection? What would you do with it? Don’t fix yourself on this, think about what you need right now and what’s a nice to have. I’ll cover off a few suggestions shortly.

THE PR PEG

The next peg in your quest to raise is vital. PR. As a start up, you might not have the ‘spare cash’ to spend on PR, understandably, and also you might not know which agency/individual to trust with your broadcasts, however, it is an investment, place either the time or the budget to commit to surrounding PR. Unless you have the time, and ability to craft your messages, build a network of journalists and understand how to get your stories published it can be a tough journey. Please consider: As you are meeting new people (investors and their associates) they don’t know you, they do not know your vision and may not know your industry, you need the stories to showcase, answer questions and compose a compelling series of messages surrounding the founders, the industry and indeed your business. You don’t need to be marketing yourselves (direct), let the PR and others talk about how great you are (indirect). If you get the attention of this new network of analysts, investors and executives, these PR pieces help tell other parts of your story (you haven’t had time as you should have been focusing on the pitch).

Even though you have the roadmap firmly in your head, you can vividly see what the next 3,5 or 10 years looks like. It’s because you live your idea. Don’t expect anyone else to get it so quickly, this was a fault in the early months of discussion. Offer investors a tailored, bitesized and extremely focused insight into your business and if they have questions about the future, you’re already prepared with the answers. If they don’t ask, don’t share (not yet).

It would be a consideration to profile yourself and those you are pitching to. Personally, I’m a decisive leader, a creative, a risk taker and our pitch presentations impress. However, the first few meetings I was pitching to analytical personas, those hungry for stats, figures and everything with a percentage glyph. My frontal lobe had these hostage, yet they didn’t showcase so prominently in the decks, so these were revisited immediately.

Your pitch deck will never be complete, and my advice is to tailor it to whom you are presenting, research their fund mandate, the lifespan of their fund and see if they have invested in other businesses similar to yours and if not, why not (I’ll share some questions that are helpful to consider at the end of this).

Try not to see yourself as ‘asking for money’ this isn’t the impression you want to present, we know this. You have an opportunity for an investor to make a great return on their investment. Show it. Prove it. Be confident yet humble and conservative, under promise and over deliver in excess.

The fund you have identified is money requiring to be invested. A committed sum to be deposited with a focused expectation. Try not to be overwhelmed, and do not consider the investment personal wealth! They are funds for your business that over time, if successful, with a huge amount of hard work, and a bit of luck will repay you in personal wealth.

As we continued our journey through the ‘raise maze’ we explored Convertible Notes as an option, offering them to friends and a close business network – the philosophy is, if your friends believe in you, they trust you, this builds external confidence – we did offer convertible notes back in March and secured an empowering raise, which did indeed offer confidence to the VCs.

PLANNING

Plans A, B and C will not rollout as you imagine, creating alternative opportunities and options is key to progression, especially if like methis is your first rodeo.

Do consider this: “Are you looking for a cash injection, or smart investment?” An investor may just be a cash investor, but would you prefer a resource and expertise package? Would the business progress quicker with the right team alongside you?

Recapping upon the journey so far; we received positive interest from Venture Capital, Private Equity, Angel Investors yet we needed commitment and confirmation of traction, “nobody wants to be a busy fool” and I want ROI on my time. The past six months of online meetings has been incredible and I feel somewhat fortunate that Zoom has become a respected way of communicating, a structured agenda of discussions opens up easy conversations on a global scale very different from previous years. We’ve been able to JV with distributors in Kenya, Chile, UAE, Nepal, Sri Lanka and the UK, and explore opportunities in a multitude of other countries.

STAY FOCUSED.

With so much opportunity it can lead to an endless array of excitement, but don’t lose track of where you started and the original focus. You aren’t on the home stretch yet.

They say “raising capital is a full time job”, and it can be if you let it. I would recommend reading the 4-hour work week and see if you can “batch” your updates and conversations to ensure everyone you speak to stays up to date with your progress and you can continue to run your business. Remember, an idea is something everyone has, yet execution is something many cannot.

After several months of meetings and ‘progressive waiting’ I asked more questions surrounding investment and the different avenues. One of them led me to Eureeca.com an equity crowd-funding platform, intrigued I began to research the backgrounds of the company, and more importantly the people behind the brand, as a team of highly successful investors and business people, I convinced them to listen to what I had to say. They don’t take every business or any ‘idea’, they have a selection process and a strong reputation to uphold. I had the belief and needed to showcase ONE MOTO being a business for crowd-investment as our business is for the mobility of people, of all ages – we aim to provide mobility for all. We suited their mandate and fortunately we were selected.

The crowdfunding process can be up to five months – it has opened me up to a deeper appreciation – ONE MOTO is a business built on five core values; Environment, Technology, Convenience, Affordability and Experience, these are shared by our customers, our friends and a lot more people we haven’t met yet. This was a great avenue to tread, harnessing the power of a collaborative network to raise capital for a greater plan. VCs you can take your time making your decisions, this progressive company is charging ahead, with the backing and commitment from the people we built the business for.

VALUATION

How do you value a company? It depends on who you ask. So ask everyone. Sales, DCF, MVP, Market, Founders, all appreciated, yet it holds the same equation as how much does something cost? It depends on how much you’re willing to pay for it.

If you get enthused by owning a $billion company great (that’s your motivator, it’s good to know), but your ego shouldn’t be entertained by this. Milestones of progression will demonstrate your true value. Allowing you to dilute less equity, maintain the focus and vision of the business. After all it is the execution that promotes the value.

THE KILLER QUESTION

My closing point which has caught me out a few times, is this one simple question “what do you want from this business?”. The way to answer it isn’t straight forward, you should know what your motivator is in general (the tricky part), wealth, making a difference, notoriety, a Nobel prize? Whatever if your driver, make sure it is true, candid and explored.

If your plan is to exit at Series B, then state this, when asked why, you’ll have the pre-thought answers on hand.

Raising capital isn’t easy, nor should it be. Present a value add to an investment portfolio, make sure you are solving a problem, or solving a problem better than others, and you’ll get there. However, consider this again: Do you really need more money, or do you need a different strategy?

If you are starting out in business, ask yourself this question, “Do I invest the next decade of my life to try and make this idea work, or should I invest my money in others who can make my investment work for me?”. #hindsight.

Thank you for reading.

A.

3 February 2025
How to engage with your investors

In addition to traditional Investor Relations roadshows focused on financial performance, companies and boards are now expected to conduct governance and sustainability roadshows that reach out to institutional stewardship teams as well as portfolio managers.

For issuers, these engagements require the commitment of significant resources internally, including valuable board time. For investors, the expansion of stewardship activities means that even for those who increased the internal resources, the escalating demand on capacity is forcing them to be more selective and raise expectations on the content and quality of engagements.

Based on experience assisting companies with planning and organisation of governance and ESG roadshows, I note factors that are key to successful engagements.

Clear objective

Starting with coherent strategic thinking internally, the company should define and communicate the objective of the engagement. It could be to showcase a new strategic direction, or developments in the business that are related to material ESG themes, or it could be part of an ongoing dialogue with investors about relevant issues. Historically, most roadshows were scheduled in anticipation of a forthcoming shareholders meeting, but I find many shareholders are growing reluctant to take meetings—given that their voting policies are published in detail—purely on this basis, especially during the annual meeting season.

Mapping of shareholders

When the primary purpose of a roadshow relates to a shareholder meeting, whether to improve voting quorum or to canvass support, it makes sense to prioritise outreach by holdings. Companies should always consider investors’ voting policies and should follow up on issues raised during previous engagements. However, when the engagement agenda is focused on ESG developments, companies may wish to cast the net wider, and target those investors that are long-term oriented and known to be focused on these issues. The guiding principle here should be to speak with existing shareholders, but also reach out to targeted shareholders the company wishes to have (or wishes to own more stock).

Investors need to feel your story not just the numbers.

Deciding who to speak with – location, team members

Many institutional investors are making efforts to link internally their investment and stewardship teams. Companies should reach out to both investment and stewardship teams, as appropriate, but it is up to the investor to decide who is best to lead a specific engagement. We recommend that companies do their homework and ensure they are including all the appropriate contacts and positioning the engagement campaign so as to make it easier for the investors to decide who should be involved.

A key question for companies is whether members of the board of directors should be involved and if so, which directors are needed to address relevant issues. In addition, should members of management be included or not? For example, on compensation issues, investors may want to talk primarily to board compensation committee members. In other cases, HR should be included. The demands on investor resources mean that increasingly they view it as important to have direct dialogue with directors as well as relevant members of the management team (e.g. HR representatives on issues of human capital management).

On a practical note, I often come across companies who apply a strong home bias in targeting their investors. My experience indicates that cross-border ownership is increasingly common even in controlled companies. In those cases, I recommend roadshow itineraries should include markets where investors are located (e.g. London, Paris, Netherlands), regardless of where the company is domiciled.

Extensive preparation

Evolving stewardship responsibilities and regulatory requirements mean that the information investors are publishing about their voting and stewardship policies is more extensive than ever. I recommend that companies conduct meticulous preparation in advance of meetings, and tailor the meeting agenda and materials to meet investors’ preferences. Because investors’ time and resources are limited, engagements should do more than rehash publicly stated positions. The goal is to conduct an informed and informative dialogue.

Anecdotal evidence shows that, at times, preparation is needed just to secure some meetings. I’m aware that some of the large investors have updated their access processes to ensure that requests for engagement pass a threshold of demonstrating preparedness as a condition to them being considered.

Follow up

This is perhaps stating the obvious but thinking about the next meeting and the next engagement means that companies have to maintain credibility and follow up as agreed. For example, when a consultation process culminates in new proposals, it is important to go back to the relevant investors and communicate the rationale for the chosen course of action—i.e. even, and perhaps especially, if the company felt it was not able to fully adopt the preference of the particular investor(s).

Why this is important?

Executing an effective investor engagement draws on precious corporate resources including valuable management and board time. It is important therefore that companies fully consider the benefits. Most immediately, this includes strengthening of the relationships with long-term minded owners—those shareholders most companies would wish to have more of. Regular face-to-face meetings with investors can be a critical part of this. Additionally, with the current level of activism, we find that for some clients, especially in Europe, the ability to draw on support from long-term shareholders has been a key component of activism defense. More fundamentally, there are several pieces of academic research suggesting that engagement enhances value, presumably by enhancing communication and helping to close any possible disconnects between valuations and prices.

Build relationships!

Thank you for reading.

A.

1 February 2025
Offering now, but are you now too?

“Show your customers everything, tell them nothing.”
— Adam Ridgway

When starting off my media career back in the late nineties, a TV producer offered some advice which I’ve carried with me throughout my career. She said, “Adam, you’ll remember what you are shown, not told. So, show, don’t tell.” I found it profound. In my late teens, I repeated it to peers which seemed to clunk with ones interpretation. I got it. I believe it was the most powerful lesson a storyteller can learn.

To be a story teller, you need to tell a story, right? (Adam Ridgway pre 2000) However, the Adam of today believes “You need to show the audience a great story”!

Right now, in business’ around the globe – marketers place a driven focus on content telling a story, we should remember this – even though it’s much easier said than done.

What time frame are we in right now? Marketers may tell you, “although the world is going digital, traditional means are still working effectively”. Are they?

For those who are familiar with Dubai the arterial road (Sheikh Zayed Road) which runs through the heart of most of the Emirate, is undoubtedly saturated with billboards (even some digital ones too), yet the ad agencies selling these to their clients as a successful ‘The Medium’. Please think as you drive home from work this evening, how many billboards do you remember seeing, furthermore, how many have you remembered over the years and thought, “WOW, I’m going to click on that website when I get home and see what they are trying to sell me”. What many Marketers are misplacing is the awareness of now. What era are they selling their clients? It’s not 2016, right here, right now.

Nothing disruptive here.

Take the internet, back in 1996 when you received an EDM from a company, you’d read it. (why wouldn’t you? It was the only thing you were sent). Now, how many do you read? Exactly, so don’t send them thinking the world is different from you. We aren’t.

Using platforms – like my favoured – LinkedIn as an example; how many times have you been ‘spammed’ with people joining your network only to send you their business profile. Do you do business with them? Do you think… “Awesome, I’m glad that a stranger got in touch to sell me something I don’t want”?

Question: Within a 24 hour period (even when you’re asleep), your mobile phone is no more than 1 metre away from you (an arms reach), right?

If I may just dip back to the previous point of billboards, 90% of passengers in the car will be on their phone, and if we’re honest 80% of us driving will also be on the phone at some point during the journey.  (Some, barely look at the road).

So marketers, business’, agencies, please stop selling your clients something that doesn’t work for their business, costing $millions per year – if we discuss the (‘important’) cliché of ROI, yes there may be 200,000 cars a day driving past that piece of ‘real-estate’ but it isn’t impressionable, WOW, engaging, nor memorable. Nor can it be tracked, measured or qualify a lead/sale.
Try my now approach.

Fortunately, some of todays marketers do realise this. They are focusing on video to place emphasis on showing. Video is the perfect format for quickly grabbing busy audiences’ attention. If you are a strong storyteller – Video is a short but memorable format viewers can enjoy – and marketers can measure.

“Video doesn’t need to be expensive. It does, however, need to be effective, produced professionally and show a great story.”

Grabbing the attention of potential customers is more important than ever. (attention being the key word here).
When do you watch your favourite TV show at the exact time the TV station broadcasts it?
Or do you watch it when you want? When it suits you? [Netflix]
How many times do you allow yourselves to be told something that an advertiser wants to tell you? Or do you consume information when you allow it to be shown.

This is all part of my now theory.

In a world where buyers do most of their own research online before ever contacting a vendor. We have to cut through the noise and engage these prospects with content that entertains, inspires, engages and educates them about what we do and who we are.

A wonderful quote I read recently, “Facts tell, but stories sell.” There is no better medium than video for storytelling.

Up until recently, most marketers have used video sparingly as a way to enhance their website, maybe through cost, ideas, or indeed understanding. Very few have invested in it strategically as a way to improve the results of marketing and sales programs. That’s changing, join us and be a part of it.

From 2016-2018, my agency humbly grew to be the largest producers of content of the UAE, created 9,300 hours of video, shown our clients’ story thousands of times to an audience of over 100 million.

I’ve just told you that.  My clients believe in the results for their business and 82% of my business is referrals. You might not appreciate the importance of video right now, and that’s OK. To leave you with a fact, which might be the catalyst defining my point, “In the Middle East, YouTube is the largest search engine – it outranks Google”. I’ve just told you that too.

If you take anything away from this article, please consider my now theory, is your business in the now? Are you marketing to the now audience? Are your methods of broadcasting now? Do you want more business now?

Other than being a passionate story-shower, I also love to discover the greatest coffee and travel the country in search for it. If you would like to discover more about video, digital content, now marketing I’d love to share some time, over a coffee.

“Work and live in the now”.

Thank you for reading.

A.

22 January 2025
Slides to ditch in your pitch
The content you include in your investor deck will vary slightly depending on whether it’s an angel, seed round, Series A, Series B or subsequent stages of venture capitalist fundraising. But regardless of your company’s end goal, it’s important to avoid common pitfalls that could easily make an otherwise great pitch deck fail you. Here are five slides you should ditch in your next investor pitch deck.

Don’t talk about acquisition or potential buyers too early

Of course you have been testing different acquisition sources and tracking where your users are coming from. Obviously you want to demonstrate your ability to develop long-term customer acquisition strategies and highlight which channels do and don’t work, but the common mistake many presenters make is jumping into it too early. Make sure to describe the problem first and clearly outline your value proposition. If the investor is not convinced the problem is real and your solution is both feasible and timely, any customer acquisition success will seem circumstantial, and any long-term acquisition strategies you propose are unrealistic.

Don’t worry about traction at the seed stage

Traction and product-market fit are two things that are often confused. Many companies have traction but very few have product-market fit. That’s because early traction can be a temporary or accidental success, often boosted by circumstances such as personal and industry connections of one of the founders.

On the other hand, if you manage to demonstrate that you’ve reached the stage of product-market fit, you’re showing that you’ve found your ideal target market and are developing the perfect solution to their problem.

To demonstrate proof of product-market fit, ask yourself the following questions (and make sure to include the answers in your presentation):
- Do your customers recommend your product to others?
- Do they bounce, and how often?
- What are the key metrics for customer success (aka conversion)?
You are a start up. Traction is important, however, depending upon your stage, you need to also consider the investors, are they the correct audience? Angels, VC, PE etc. Be considerate of your time and research!

Don’t talk about financial projections without having clear comps

Many start-up founders think that they need to be aggressive in their financial projections because investors will haircut their forecast. Sure, it’s true, they will haircut your forecast. But it still has to be realistic if you want to get any funding at all. Stating that your revenue will grow from zero to $100 million in the first two years is not realistic. Be optimistic but honest. Make sure to include your upcoming expenses as well as your projected cash flow.

We realise we may believe we have a unicorn company, yet, we don’t need to be there tomorrow. Realism is your ally. If you build a business with a true growth strategy, a researched thesis as to how you’ll achieve and demonstrate “we’re going to get there, yet with capital, we’ll get there quicker and more efficiently”.

As a rule of thumb, many growth-stage investors (Series B and beyond) follow the “The Rule of 40” to assess the growth of fast growing start-ups. According to this rule, the company’s combined growth rate and profit margin should be at least 40%.

Don’t ask for a specific sum of money

Likewise, when you ask for a specific sum of money, be realistic and be willing to explain how the money is going to be used. Include answers to these questions in your presentation (or be prepared to elaborate): How much money would you like to raise? Why this amount? What exactly will you do with it and how long will it last? Be sure to mention any upcoming hires, or tools and services that you will need for your business to grow and run smoothly.

My advice is to place a bracket i.e. between $5m and $10m then discuss the definitive rationale of both.

Don’t forget to mention the team

The team behind your start-up is the soul of the company. They are just as (if not more) important than your brilliant idea. A common mistake first time entrepreneurs often make is to stop after mentioning the founder and the co-founder.

Potential investors want to know not only about the founders of the company but about the team members, too. Explain what experience and skills they bring to the table, their motivation and enthusiasm, and why they’re a valuable asset to your company.

Talk about the members of your team and any anticipated additions down the road. Briefly add what each member brings to the table, to help move the vision forward and the company grow.

As mentioned previously, you business will change direction at least once before you ‘make it’, yet with a strong team with you will allow this adaptability to be on the journey with you through this transition! The stronger you are as a unit, is defendable.

If you’re at a stage where you have the contents ready, but feel a conversation of structure, design and content, reach out and I’ll help you.

Thank you for reading.

A.
20 January 2025
When is the right time to start a business?

If you’ve wanted to run your own business, this is a great time to do it.

You’ve considered running a business but keep wondering whether conditions are right to support your winning idea. Or perhaps you have been dabbling with something on the side and can’t yet convince yourself that it’s the right time to take the leap from safety.

There’s always risk in starting a business. But the present is a great time to do so. Here are 10 reasons to start your next act and become an entrepreneur now.

1. Technology has become your pal.

A modern business needs technology. Even if you’re not creating the next hit app, you’ll want customer relationship management, accounting, website, and email hosting, and possibly design software, or other tools. Cloud computing lets you get needed services on a monthly basis without laying out too much cash at the start. Also, hardware is relatively cheap, so getting an upgraded PC or tablet won’t cost a body part or two.

2. Your current job isn’t a path to happiness.

Having a career is a fine goal. But placing faith in a job as a way to advance is a poor strategy. As someone recently pointed out, mediocre bosses typically get ahead in corporations, because they are the most likely to make “safe” choices. When you work for such a boss and company, you won’t get a chance to shine, either, or learn what you need to grow.

3. Entrepreneurship has been on the decline.

As researchers at the Brookings Institution have shown, entrepreneurship has been on a decline in this country for decades. The rate at which new businesses start has fallen below the rate at which they close. The reason isn’t exactly clear, but it doesn’t have to be. Fewer startups mean less competition for money, people, attention, and customers.

Photo by Monstera on Pexels.com

4. Competitors are your friends.

Even though potential competition has dropped, it hasn’t gone away. But that’s no matter, either. Competitors help create and enlarge markets, acting as a marketing multiplier and giving credibility to an endeavor. In addition, you can make competitors work for you. Welcome them.

5. You don’t have to risk it all.

Worry about risking it all is understandable, particularly if you have people who depend on your ability to bring home a paycheck. But there’s no reason to jump into the deep end of the business pool if you don’t have the resources for such a gamble. Start your business on the side. Given how so much in communications and human interaction now happens online, it’s easier than ever to get a part-time venture going, find a market, close business, and get paid.

6. You’re no longer a sitting duck.

The flip side of entrepreneurial risk is the chance you take working for a corporation. When things get bad – and they can, without any notice companies often downsize. Too often someone with more experience gets booted out the door to be replaced by someone cheaper because a bean-counter assumes that everyone is completely interchangeable. Or maybe you’ll hear that the company has reduced benefits or moved your office to another state. At least start developing your business on the side, so that you have some options if things turn sour and you become part of this season’s staff reductions.

7. Globalisation is your secret friend.

Globalisation has been brutal on millions of people who became sitting ducks when their jobs were shipped overseas. And yet, the trend does have its upside for businesses of all sizes. There are new sources of products, components, engineering, design, and other resources at lower prices than in the U.S. Also, there are new markets offer ingfresh opportunities.

8. You can find lots of help.

All those talented and experienced people who now have no jobs because they were sitting ducks have found that new job creation has mostly been in low-paying sectors. That means there are enormous personnel resources waiting for a reasonable opportunity. If you need talent, you can find it.

9. You’re on the right side of regulation.

Executives love to bemoan how regulations are “killing” them, even as profits and revenue climb every year. Yes, let the tears flow. The good thing for your startup is that it’s much smaller than the cut-off for many regulations, so you can operate more freely and agile than larger competitors. Another obstacle for entrepreneurs, the need for health insurance, can keep aspiring entrepreneurs tethered to a corporate desk.

10. Waiting won’t help

The biggest reason that now is the right time is that later almost never is. You can wait yourself into old age and regret, but you don’t need to. Even if your business doesn’t work, it won’t be the end of your life. Many entrepreneurs go through multiple businesses before they find the one that works for them. In the words of playwright Samuel Beckett: “Ever tried. Ever failed. No matter. Try Again. Fail again. Fail better.” But do it now.

Personal resources

Planning and starting a new business is a full-time job, so it’s important to ensure that you have time that you can dedicate to the process. If you’re already working, the time that goes into planning, launching and running a business – deciding on location, a marketing strategy, hiring staff, and much more! – will all be happening around your 9-5 work routine. It’s also important to consider your family commitments, as these will be affected, as you need time to dedicate to your new venture. The solution lies in planning well in advance and managing your time effectively as you transition into a business owner and entrepreneur.

Financial resources

Timing the start of a new business is a matter of risk assessment. Do you have enough startup capital in order to purchase equipment or put a down payment on a lease? Do you have the necessary funds to invest in a business long term, and what kind of return on investment are you hoping for, so that your business is profitable and can continue to invest in it? If you’re thinking about launching a company, it’s a good idea to consult a financial advisor with expertise in the startup sector, or a business set-up agency to review your business plans and help with the right budget.

Motivation

There are lots of motivators for starting a new business. You might have a great idea for a niche product or service, or you may have reached a stage in your life where you’re ready to be your own boss. Whatever the reason, it’s necessary to capitalise on your personal motivation and stay energised, and make the right business decisions that lead to a quality product or service that’s profitable.

If you’re ready – or think you are – and want some sound, impartial advice from someone who has been there several times reach out and let’s talk it through.

Thank you for reading.

A.

17 January 2025

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