madrid may 5th 2016 team and advisors b powar p viguera c galdón

8/17/2019 Madrid May 5th 2016 Team and Advisors B Powar P Viguera C Galdón

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Team & Advisors



18h30 Introduction18h35 Groups President feedback

18h45 1st Batch Hotseat (2) + feedback

19h00 Mentors Talk 1- Balvinder Powar

2- Conchita Galdón

3- Pablo Viguera

20h30 2nd Batch Hotseat (3) + feedback20h50 Q&A & wrap up

Agenda



“Team and Advisors”

Balvinder Singh PowarCCO, BOOSTER SPACE INDUSTRIES + AERDRON

The Founder Institute



“Teams” – Balvinder Singh Powar

The Founder Institute“Teams”:

Balvinder Powar5/5/2016



"85% of your financial success isdue to your personality and ability

to communicate, negotiate and

lead. Shockingly, only 15% is dueto technical knowledge.”

- Carnegie Institute of Technology



TEAMS - First, “Working

Agreement”(WA):

Shared & Core Values

Objective & Common Framework based onNEEDS – Individual, Team, Task

Agree Behaviours

Action & Reinforce

Revisit “Living Doc/Agreement”

Part 2: Add SHA to mix



Needs



Team Excellence



COMPLETION

CREATIONIMPLEMENTATION

INITIATION

The strategic design of a work team

Belbin’s team roles



Homework - Write:

1. WA

2. SHA



MY LEARNINGS:

WA + SHA

Right & Effective Communication for Team Performance

& Motivation/Talent Retention/Managing Conflict...

VALUES for Life: Good Professionals & Good People

Attitude, Personal and Professional Innovation

Choose who is BEST for the Company, not best as a“FRIEND”

Partners have to mix: ABILITY + PASSION



What Really Motivates People

To Innovate/Excel/Succeed?...

Intrinsic vs. External

e.g. Wikipedia vs Encarta!

(Daniel Pink)



1. PURPOSE: Contribution...

2. AUTONOMY: Trust...

3. MASTERY: Making Progress...

3 INTRINSIC/INTERNAL

MOTIVATION KEYS:



Unlock:

MEANING +

DISCRETIONARY EFFORT




Conchita GaldónCEO & Founder / Puentes Global / Area 31 @ IE

Business School

The Founder Institue



“Team & Advisors”

Pablo VigueraCEO & Co-founder Groopify




Meet people for real.

Team and Advisors – Founder Institute

May 2016

www.groopify.com // @groopify



Agenda

• Recruiting as an early-stage startup (with no money! ^_*)• First few hires

• Process• Compensation• Best practices

• Advisors• Do you need one?• What’s their role? How can they add value?

• Where to find them?• How to keep them engaged + compensate them?

1

2



Recruiting as an early-stage startup (withno money! ^_*)



First few hires



Process (at first)

• Ad hoc at first – no process

• No divide and conquer, all interview. Hiring is pretty much your only priority until

you can build + ship

• First hires are critical, there are no processes, there’s no company or hiring culture.

Decisions have to be unanimous



Process (as you grow)

• Structured. Someone in the team (manager) in charge of HR (in our case it’s Ops &HR). OWNS the process and designs it with hiring manager (development,marketing, product, etc.)

• Non-intrusive, should be done in parallel. As a small team, we schedule interviews

early morning or late in the afternoon

• Use tools, automate the process and set KPIs / metrics. Ours: we use Workable

(collaborative candidate/application tracking) and our key metric is < 1 month since

“need” identified and first day on the job. HR manager has this KPI as a componentof quarterly variable compensation



Process (as you grow)



Compensation

• Think about equity / stock options from the very beginning (10% option poolprovides sufficient flexibility)

• We’ve found that a mix between fixed (X%) + variable (Y%) + stock (Z%) works

best. Key is to define ranges based on roles/responsibilities, timing (when hires join

the company) and experience. Then define packages. No one size fits all

• Everyone (full-time employees) in the company should own stock

• When you can, pay above-market salaries (this is related to retention, poaching,

etc.)

• Perks are almost never considered but act as valuable intangible compensation

(flexible schedule, bonding activities, free coffee + snacks, office location, etc.)



Compensation



Best practices

• #1 priority until you can build + ship. Most critical element to startup success (atevery stage)… building an all-star team. Top, down. Left and right

• You’ll fuck up. If you need to fire... fire FAST!

• People typically say “Hire slow”. Not necessarily. You’re always in a rush. Don’t

hire as fast as you fire but set milestones, deadlines and stick to them (1 month in our case)

• Provide a right mix of incentives between fixed + variable + stock. No one size fits

all

• Don’t be greedy with equity. Take the 10% option pool as a sunk cost and distribute

it. You can always expand / reset it later as you grow and do more rounds



Advisors



Do you need one?



What’s their role? How can they add value?



Where to find them?

• HERE!

• Through referrals, network, etc.

• Accelerators (FI, Plug & Play, Wayra, etc.)

• Linkedin + cold emailing works sometimes



Where to find them?



How to keep them engaged + compensate them?

• Engage with them on social media

• Send them updates (include them in periodic investor updates) – don’t only ask for stuff

• Equity – include them as part of stock option pool



THANKS!

[email protected] @viguerapablo

Agenda





19h00 Mentors Talk 1- Balvinder Powar2- Conchita Galdón

3- Pablo Viguera


Agenda

Agenda






3- Pablo Viguera


Agenda

Agenda



18h30 Introduction

18h35 Groups President feedback


19h00 Mentors Talk 1- Balvinder Powar

2- Conchita Galdón

3- Pablo Viguera


Agenda




Balvinder Singh PowarCCO, BOOSTER SPACE INDUSTRIES + AERDRON





Conchita GaldónCEO & Founder / Puentes Global / Area 31 @ IE

Business School

The Founder Institue



“Team & Advisors”

Pablo VigueraCEO & Co-founder Groopify


Agenda






3- Pablo Viguera


Agenda

Agenda






3- Pablo Viguera


Agenda

madrid may 5th 2016 team and advisors b powar p viguera c galdón

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