Teaching Startup connects entrepreneurs to vetted advisors at low cost and with no commitment required.
We're in a pilot, so if you want the white glove treatment, and if you can be patient, sign up for our wait list.
Teaching Startup automates the knowledge economy by delivering on-demand advice and mentoring
from established experts to emerging knowledge workers and entrepreneurs..
We provide low-cost advisory services from vetted experts to entrepreneurs and others in the knwledge economy--those who use data and experience to make decisions that impact companies, products, and people.
A give-back project founded by Joe Procopio, a multi-exit, multi-failure entrepreneur who writes a regular real-time, real-world startup advice blog, Teaching Startup is looking to expand, slowly, to reach and help more entrepreneurs and knowledge workers through content, contact, and one-on-one on-demand sessions.
In business, your leverage in negotiations is directly proportional to your size. When you're a startup, you're freaking tiny. So how do you get a deal done without giving away the company?
A startup has to get its pricing right or the product will be dead at launch. The problem is, there aren’t a lot of hard and fast rules for pricing a brand new product. Having launched dozens of digital, physical, and hybrid products to market, I’ve developed a few general guidelines that have worked for me when pricing an MVP.
To succeed in startup, you not only have to land the best talent, but you have to land and keep the best talent at the most value. Here’s how you do that, with four secrets no one else might tell you.
Let’s talk about how a startup founder gets funded. And why they don’t. I get about a dozen questions a week via my website from first-time entrepreneurs asking me to help them get their company funded. I don’t do that. But I do know a ton of VC and angel investors, so I asked a bunch of them questions about what works, what hurts, and what they look for from the very first contact with an entrepreneur.
I used to think salary didn’t matter, because I love what I do. But along the way I’ve learned that it’s critical to get employee pay right from the beginning.
Ask anyone who’s been there more than once, and they’ll tell you. Right at about 50 employees is where young companies start to go off the rails. So what should we do when it happens?