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I reacted to this piece and was grateful that so many founders and investors found the T2D3 framework useful. Looking back now, I think a lot of advice has withstood the test of time. But a lot has also changed in the broader technology and software markets since 2015, and I wanted to update this advice for founders of big-growth companies in light of the market shifts that took place.
Perhaps the most notable change in the past four years is that the number of game books for companies that you follow when you sell programs has increased. Today, there are more companies adopting product-led growth and the informal bottom model – as employees knock out credit cards to buy a product, not necessarily interacting with a human sales representative.
Many of the most famous and recent IPOs for programs organize their operations in the market this way. In contrast, the T2D3 stages slightly focus on increasing the company’s internal sales function to grow. In fact, both product-based and sales-based approaches are applicable in today’s growing B2B technology market.
What’s more, the revenue needed for a public offering software company has increased dramatically in the past four years. This means that software founders need to focus not only on building a scalable product and creating channels for moving into a scalable market, but also building a scalable architecture. These days, what is rare for program creators is investor money. It is a great human talent.
So in addition to T2D3, my company and I am now focusing on another founder’s journey: F2C, or transition from founder / CEO to CEO / founder. This journey can take many paths, but ideally it starts with the traditional hustle to find a product / market early.
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