COMMUNITY BUILDER

Welcome to Web3

“Where should I start?”

I hear this a lot when web3 terms like decentralization, blockchain, cryptocurrency, NFT, minting, gas fees, DAO, smart contracts, dapps, metaverse, tokenomics, and wallet addresses emerge in conversation. This month we’ll explore this futuristic frontier together!

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Before we drip in, it’s good to recognize that there is already a ton of research, content, and resources around web3 online. I share this disclaimer to add an approachable sense of lightness here. My goal is to share some early observations while teaming up with a few web3 crusaders to help translate a few compelling concepts. Whether this voyage is the first time you’ve heard of web3 or this is just another island in your ongoing exploration, pour another cup of curiosity and let’s drip in.

Back in the 1990s, we dialed up and waited for CDs in the mail to avoid paying for every minute of access to the world wide web. This early version of the Internet was built by developers and primarily delivered content in one direction. Websites were static and really only available for people to read. This read-only experience is referred to as web1.

With the rise of personal computers and online connectivity growing fast, around 20 years ago, the Internet started paving a two-way street. Remember endless chats on AIM? How about the sense of belonging on bulletin boards, the first time you managed your own content on a website, or the time spent designing your MySpace page? The ability for everyone to read AND write into the Internet is our current state and can be considered web2.

As supercomputers landed in the palm of our hand, the bionic connection to machines accelerated the connectivity worldwide and ushered in our connected era. While such affinity allows us all to do more with less, the platforms that support this connectedness have become centralized. This gives immense power (and liability) to organizations that control ownership, data security, privacy, and scalability. As our shared dependency on technology fed web2 archetypes, humanity became numb to the endless exchange of our personal data for convenience. This convenience has activated absolute accessibility, but how can we now use the connected era to power what’s next?

web3 is a concept that describes the future of how we will connect, communicate, and collaborate online. Web3 technologies strive to optimize opportunity with distributed, permissionless, transparent, proportionate, and verifiable decentralization. If web1 was read-only and web2 is read+write, web3 is read+write+own.

If your jargon alarm just exploded, it’s because this space is still undefined. There are few industry standards, as we’re in the midst of labeling a wide variety of efflorescent activity. One interesting thing about web3 jargon, is that it often describes things we already know. Advancing technology supports key attributes that make web3 concepts different, but here’s what I mean. Currency for instance, is the oldest story humans have used to exchange value. Access to a securely shared database is old hat for web2 wizards. We’ve lived in Sim City long before the metaverse, everyone already has flight tickets landing in digital wallets, and communities always thrive when they are brewed from within. That warm take is not to discount the magic that may be web3, but instead, to make it feel less distant. As web3 concepts move through the technology adoption life cycle, innovators and early adopters will continue to agree on terms that help translate the way different technologies work together. Tomorrow is today and as innovative ideology is normalized by mainstream adoption, it will be fascinating to see what concepts prevail.

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No AI support was used in this writing.

Let’s temporarily terminate this approachable welcome to web3 by chewing on key terms. With this being a working draft (current version below) supported by linked resources, take one more minute to give yourself a serious boost of confidence as we continue to explore web3 together.

Decentralization – Sufficiently transitioning from single authorities to proportionately deliver verifiable ownership, access, control, transparency, communication, and governance to many stakeholders.

Dapp – A decentralized application built on a decentralized network that combines a smart contract and a frontend user interface. <more on dapps>

Wallet – This is your tool to access the world of web3. A wallet is used to interact with dapps, store public/private keys, and connect digital assets to a specific network location. Each wallet has a unique wallet address that can be used for cryptocurrency transactions and digital signatures. <more on wallets>

Wallet Address – Wallet addresses refer to a specific location on a network and look like this: 0xb794f5ea0ba39494ce839613fffba74279579268. These hexadecimal strings are generated from the wallet’s private key, which is required to securely send or receive data from one address to another. Like URLs for a website, ENS masks long wallet addresses with more approachable names like yourname.ETH. A wallet address can be treated similar to an email address and shared with care, while seed phrases and private keys should never be shared.

Blockchains – A decentralized immutable system that records every transaction with transparent logs on a dynamic ledger. There are private/permissioned and public/permissionless blockchains, with different levels to build on. <more on blockchains>

Smart Contract – Code-based agreement that establishes terms for how a transaction is executed for stakeholders involved, automated governance, arbitration procedures, and more. <more on smart contracts>

Cryptocurrency – Fungible assets used to support immutable financial transactions between stakeholders. There are four categories (payment cryptocurrencies, tokens, stablecoins, and central bank digital currencies) and over 20K+ different cryptocurrencies that total a market capitalization of $850B+, with Bitcoin (BTC) and Ethereum (ETH) maintaining the largest market caps. <bitcoin white paper>

DeFi – Acronym for decentralized finance, which helps to weave cryptocurrency into the existing financial industry.

NFT – Short for “non-fungible token”, these are unique digital assets that use smart contracts to connect to blockchains, which autonomously applies, tracks, and transfers digital signatures and verifiable ownership. Non-fungible means that something is unique and can not be replaced. In contrast, physical money and cryptocurrencies are fungible, as they can be traded or exchanged for one another. <more on NFTs>

POAP – A proof of attendance protocol, which uses NFTs as tickets for an event or attendee confirmation at IRL (in real life) and online events. <more on POAPs>

Minting – The process of locking a cryptographic asset (such as an NFT) into a blockchain.

Airdrop – Giveaways sent to a digital wallet. They provide a creative way for people to share assets with each other, with senders usually paying any gas fee. Be skeptical of anything you receive that is airdropped from an unknown source. Like clicking links or opening attachments in emailed spam, there are poisonous airdrops that can force access into your digital wallet when a malicious item is transferred. To be safe, if an unrecognized airdrop lands in your digital wallet, leave it alone.

Gas Fee – One-time transaction fee to cover the dynamic costs of computing, electricity, and network verification required to interact with blockchains.

DAO – Acronym for “decentralized autonomous organization”, which can be compared to organizational structures like co-ops, LLCs, or venture capital firms. The specific structure, treasury, rules, and governance depend on the DAO and the group’s collective goals.

Metaverse – Interoperable virtual environments where users can interact with each other from anywhere. The rise of virtual and augmented reality has led to more immersive experiences.

Tokenomics – The abstract study of how digital assets work within social economic frameworks. Theories can range from how value is strategically perceived within a small DAO, all the way up to the global economy.

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By Ben McDougal, ago

Fresh Powder

Let’s take a lift to the top.

Whether you ski or snowboard, you’re not getting far without the right equipment. Financial modeling is an important technique that helps you simulate different scenarios for your business. Imagine we’ve made it to the top of the snow-covered mountain. There are endless ways to make it down. Similarly, there are endless ways your business can evolve.

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This caffeinated contribution was written by Jeff Erickson. Based in the silicon slopes of Utah, Jeff is an angel investor, experienced advisor, avid skier, and leads partnership development at Forecastr. Forecastr is a financial modeling platform that helps founders forecast revenue, predict runway, and use dynamic insights to get funded.

Having worked with hundreds of early-stage startups, I often hear founders talk about how everyone knows financial projections will be wrong, so why is financial modeling important?

A financial model is a tool to help forecast the financial performance of their company over time. Financial models are generally based on a combination of the company’s historical performance and assumptions about the future. Financial models can be used by entrepreneurs to help make better decisions when raising financial capital and to assess the potential returns of a given venture. Returning to our mountainous metaphor, think of financial models as your map of the snowy terrain. It provides an overview of the area, routes to explore, and dangers to avoid. Similar to a trail map, financial models use numbers to set the scene, then help entrepreneurs determine the speed and direction of their business. Along the way, they also help identify potential risks and optimize how different types of resources are used.

As a startup founder, it’s important to understand why investors ask for financial models. A financial model is essentially your roadmap for the future and it gives investors an understanding of how you plan to generate revenue and scale up over time. Having a solid financial model demonstrates that you have done research into the market, understand potential risks and opportunities, and have thought through the key drivers for success in your business. Ultimately, your financial model helps investors see how you think about your business and whether you understand the levers that matter. It also gives them confidence when they see that you know how to strategically allocate the money they may invest and that you know how to project and manage cash flow.

Most investors speak in the language of finance. Terms like run rate, CAC, LTV, runway and burn rate are common vernacular. Going through the process of building your financial model helps you learn, decipher and understand this language of finance. A shared understanding will help you more effectively work with investors. A common mistake for many founders is thinking that it’s you and your financial model versus the world. Instead of falling in love with your assumptions, consider how you can work with potential investors, by using the financial model to analyze various scenarios. When founders can cruise down the mountain with investors, while explaining different scenarios in real-time, strategic partners will get excited about taking the lift back up for another run.

Ready to create a financial model that’s useful? Most models have historically been built in spreadsheets, but new software tools, such as Forecastr, make it easier for companies to create financial models. Entrepreneurs need to be aware of the changing terrain in order to make the best decisions for their evolving business. Let’s avoid the trees and carve out a few key steps that will land you in a position to know the numbers.

Define

Before you can create a financial model, it is important to define the company’s business model, revenue streams, and financial objectives. This understanding will help determine how you structure your assumptions in order for the projections to accurately reflect what could realistically happen with your startup.

Gather

Once you define company goals, gather historical data relevant to creating accurate projections for your startup’s future performance. This includes information such as past sales, costs associated with running operations, generating revenue, customer acquisition, and any other financial data that may help tell the story of your business.

Build

Using qualitative (e.g., industry trends) and quantitative (e.g., past results) data points, begin building out realistic assumptions to drive your financial model. Here are templates for a jump start! Begin with customer acquisition (e.g., paid ads, partner referrals, reseller channels, sales outreach, etc.). Next, build out assumptions around revenue streams. Consider all the ways you can make money by adding value to your customers (e.g., advertising revenue, product sales, services, etc.). Now you’re ready to build out assumptions in regards to building a team, then focus on projecting the changes in your operating expenses based on the company’s performance. Finally, consider any required expenses to scale your business and how you plan to finance the overall venture.

Validate

With all your initial assumptions in a financial model, it’s important to track the accuracy of your assumptions each month and update the numbers based on actual data. As metrics are consistently tracked over time, your financial model becomes more accurate and reliable. You will notice trends in customer acquisition, identify the most profitable revenue streams, and monitor your expense projections. Additionally, you will be able to run different scenarios using your financial model to help you confidently make better decisions in running your business.

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I hope you’ve enjoyed this month’s theme, dedicated to early moves that help anyone avoid that new business idea from floating toward someday! As you compile the various resources you’ve created into an investor pack, you’ll be astonished at how well you understand your new venture. As you stay committed, the self awareness brews confidence from true understanding and others will be even more excited to join you.

By Ben McDougal, ago

Attention Traps

We’ve spent all month exploring early moves to evolve business ideas into reality. Using your time dedicated to no-code wireframing, actively listening to others, telling customer stories with a colorful business model canvas, and escorting execution with business plans, let’s translate emerging insight into snapshots of your business. The one pager, pitch deck, and investor memo are different types of attention traps entrepreneurs can use to connect with those who care.

One Pagers

The one pager is a punchy asset built to describe the most important elements of your business. Concise is nice, as the goal is to create immediate intrigue from everyone who receives it. Speaking of everyone, a one pager should be ready for anyone. This means you must find a balance between enough details to show substance and realistic potential, without giving away the secret sauce.

While you know a lot about your business, the goal is simple. Create enough curiosity to keep the conversation flowing. For more on how to sequentially guide people through the layers of understanding, scrub to minute 10:45 in this talk I shared at a 2022 raising capital seminar.

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Here’s my guest column on consistency in the Business Record!

As you consider what content to include and how to format so much goodness into such a tight document, here is the FliteBrite one pager from 2015 and there are many other sharp templates online. Once you have a one pager ready to share, let’s connect! I’d love to look it over and can provide feedback if you’d like, but can also feed momentum by sharing your new one pager with strategic investors.

Pitch Decks

The pitch deck is like a slide deck used in a verbal pitch, but with more information to help recipients (often investors) learn about your venture. Within 10-15 slides, present the story of your business with eye-catching visuals, data-driven details, and links to more supportive content. A concise pitch deck showcases your storytelling skills while entertaining an audience who is about to learn more about the market, problem, your solution, traction, moat-digging differentiators, the team, vision, and how to contact you.

Knowing this attention trap is most often needed by founders raising financial capital, even if it’s in a closing appendix, it’s good to include more data-driven details in a pitch deck. Like handy back slides during the Q&A portion of a pitch, clear financial projections, existing market research, how money will be spent, and customer discovery results are all good ways to prove you understand your business plan and how the numbers work.

That said, don’t numb readers. Avoid small font and word salads. Incorporate imagery that supports a captivating story. Translate your mission while making it clear how this venture will deliver serious returns. Like the one pager, pitch decks are not crafted to secure an investment. They are designed to fuel curiosity and more conversation.

Investor Memos

Commanding a dynamic investor memo keeps people informed with the ongoing progress of your company. Along with sections you include in a pitch deck, investor memos create space to highlight the evolving details of your fundraising campaign, key performance metrics (KPIs), data visualizations, recent milestones, multimedia, current needs of the team, and future goals for the company. Platforms like Carta, Build Memo, Visible, Paperstreet, and Notion make it easy to manage accurate, updated, and communicated investor memos. The quick-to-digest, but also real-time information is why investor memos are popular among well-articulated founders raising venture capital.

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If you can’t explain it simply, you don’t understand it well enough. -Albert Einstein

As we finish sipping on these three different types of attention traps, let’s commemorate how alternate versions of each document may help you share the most impactful details with the right audience. For example, a pitch deck for local angel investors may be different than a pitch deck for a global venture capital firm. Connecting everything can also add efficiency, but maintaining a well-organized data room is not for the faint of heart. As any company evolves, so will the need to update documents that tell its story.

By Ben McDougal, ago

Escorting Execution

After a few early moves, developing a business plan is a hearty exercise. Business plans are less pivotal than some scholars preach, but writing a business plan does force you to pick through the details of your business. This deliberate planning will help pave a path toward sustainability. The understandings will also help you articulate honest details to potential co-founders, investors, and early adopters.

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I considered sharing the original FliteBrite business plan from 2016, but decided to keep this detailed document offline. That said, if you’re building and would like to look at this multimedia masterpiece, send me a note and we’ll look at it together! If you’d like feedback on your emerging business plan, I’d be happy to discuss that as well.

This first version of a business plan does not need to be super long, but it should include a handful of key elements. While this can feel heavy, the work you previously put into wireframing and canvasing will lighten the load as you flesh out details. Below are the traditional elements to include:

  1. Executive Summary
  2. Company Description
  3. Market Analysis
  4. Products & Services
  5. Marketing & Sales
  6. Operations
  7. Financials
  8. Appendix

While using a standard form may add efficiency for readers, one size does not fit all. Consider how you’ll be using this dynamic document and who will be reviewing it. There are more details and endless examples online, such as this guide from the U.S. Small Business Administration, which will help you cater a business plan to your needs.

Creating a business plan is rarely a waste of time, but they do become a required asset when you’re raising financial capital. A few situations where you’ll likely need a business plan include grant applications, traditional bank loans, equity financing, and pitch competitions. Entrepreneurial support organizations (ESOs) may request a business plan to activate their services as well.

As you build a business plan, use a clarifying framework, concise content, and mark areas that may need to be frequently updated. This makes the document interesting, more digestible, and easier to maintain. Along with keeping this evolving asset fresh, consider how your business plan connects to support other emerging resources that collectively paint the picture of your company.

Stay tuned as we’ll look at one pagers, pitch decks, and investor memos next week, then explain how to weave everything into a forwardable investor pack as we conclude this month of themed tactics geared to keep your idea from slipping toward someday.

By Ben McDougal, ago

Canvasing

The New Year is already starting to feel like old news, eh. Let’s shake off that early temptation to push your new idea toward someday. Look, I get it. There was intoxicating enthusiasm when you first thought through everything over the holidays. As you’ve returned to routine, the idea that felt like it was the one & only thing that mattered, now seems to be falling down your priority list.

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This is normal, but we’re not normal!
We are the weird who make a ruckus.

After some creative wireframing, I challenge you to setup (at least) two meeting to breath life into this budding idea. First, meet with a #givefirst mentor. This should feel like a supportive space, but avoid rainbows and butterflies. Be realistic by sharing the exciting aspects of the idea, but also the challenges. As discussed in YDNTB, a fast no is much better than a long, wrong yes. That said, playing it safe is easier than activating initiative, so don’t let early doubt slow you down. Instead, welcome it. Let this energizing form of curiosity uncover new understandings. Pivots are inevitable and this exploration adds confidence as the original ideal is tweaked toward product-market fit.

After transparently talking with that trusted mentor, the next meeting is with a potential customer. This will feel too early, but it’s not. Your actually protecting your personal bandwidth by not swinging at a bad pitch too many times. Be smart to optimize these early interactions. Arrive prepared to ask good questions. Take notes and speak less so you can actively listen to how this potential early adopter is responding. Are you building a pain killer or vitamin? Remember, feedback is data and this is only one data point, but let this conversation absorb reality into the idea. Show up, stand out, follow up, stay connected by accelerating their work, and let’s keep building.

To do so, let’s continue brewing into this month’s theme of early moves. The business model canvas is a tool for crafting a story that sells. Here is a business model canvas that includes a little extra encouragement.

As we dive in, I’d like to share a suggested cadence from a friend of mine. Based in Sacramento, JDM is a fellow founder, entrepreneurial ecosystem builder, and tenacious content creator. He will be sharing a caffeinated contribution soon, but the way he moves through the business model canvas caught my attention. In short, most business models can’t be told in one story so it’s not one box at a time, but one story at a time. Instead of trying to boil the ocean, organize different stories for each customer segment. I’ve numbered each box in this downloadable business model canvas as a friendly guide.

  1. Customer Segments – Start with the details of a particular type of customer. The goal isn’t to complete the Customer Segments box. It’s starting a story to follow through the rest of the canvas. Now lean into the pain as you move from box to box and watch as your solution transforms into a story.
  2. Value Propositions – Based on this single customer, outline the value you’ll deliver.
  3. Channels – Where will your business connect with this specific customer?
  4. Customer Relationships – Who are you working with and how will collaboration feel?
  5. Revenue Streams – Based on the first four boxes, what’s the exchange the value?
  6. Key Activities – To deliver on the promise, you must execute with action(s).
  7. Key Resources – Using all seven capitals, here’s what’s needed to keep building.
  8. Key Partners – We can do more with less in the connected era. Who helps you get where?
  9. Cost Structure – The financial capital needed to go from problem to solution.

By telling the story of how you’re creating value for one customer segment, hypotheses connect through all nine boxes and are properly contextualized. Now add more stories, one at a time. To stay organized, use a clean business model canvas for each customer. With different stories told for each customer, color code each story as they are merged into one business model canvas. As everything blends together, the rainbow of color creates a roadmap to reality.

By Ben McDougal, ago