Team

Summary: When lawyers defer their legal fees, they
expect equityi for the risk of not getting paid. If their risk is low or

TimeBridge has introduced the first Personal Scheduling Manager
designed to help busy people find a time to meet—fast. This innovative,
new web application works across calendaring systems, companies and
time zones.

Basecamp™—Our flagship product!
Project management and collaboration

Collaborate with your team and clients. Schedules, tasks, files, messages, and more.

Highrise™—Our newest product!
Online contact manager and simple CRM

Keep track of who your business talks to, what was said, and what to do next.

Backpack™ —Just updated!
Information organizer and calendar

Gather your ideas, to-dos, notes, photos & files online. Set email and mobile reminders.

Campfire™—iPhone Compatible!  
Real-time group chat for business

It's like instant messaging, but optimized for groups. Especially great for remote teams.

Collection of online web office tools. A competitor to Google Docs, Zoho offers more capable and a better mix of applications. Looks great for collaboration. Most apps are free for up to 3 users.

From: Startup Journey

Typical startup vesting schedules last 36-48 months and include a 12 month cliff. The cliff represents the period of time which the person must work for the company in order to leave with any ownership and the vesting schedule represents what percentage of stock the company can buy back at the time of departure. For example on a 48 month vesting schedule with a 12 month cliff, if an employee is offered 1000 shares but leaves in the first 12 months they don’t keep any equity. However, if they leave after 26 months they get to keep 26/48 of the equity promised or 542 or the 1000 shares. Key team members leaving will always be difficult but using a vesting schedule can make one acrimonious aspect of their departure much easier

More at Jump

 

 

This is an extremely handy solution for those that need lots of whiteboard luv. This will be done in the coming weeks, and will be a killer tool for the StartPath offices.

Great for product design and group creative sessions in addition to more effective presentations.

Here are the tutorials

(This article originally appeared in the "Starting Up" column of the Boston Business Journal.)

This is another in a series of columns on "how much things cost." This time, some metrics on the cost of employees.

I have six clients who have been fortunate enough to receive significant early-stage venture capital financingi in the past month or so. They are all struggling with the problem of rapid hiring to achieve their business plani. Before they were funded, life was easier in some ways—there was no money to spend on new hires. Now they have the cash to spend, but need to spend it wisely. Here are the results of an informal survey I did about what people are spending on employees these days.

Employment costs fall into several broad categories:

Recruiting Expenses.
Finding technically qualified people who can function effectively in a rapidly growing startup venture is not an easy task. In another column, I discussed the economicalternatives for head hunting. For this column, it suffices for me to remind you to be sure
to devote the time to make sure that your hires are as close to perfect A-10s as possible.Anything less will be a drag on your business.

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Studies in the article find that we are interrupted as often as every 11 minutes, with an additional amount of time spent on returning to the task, picking up where you left off and refocusing. Even though we all work towards a "groove" or a "zone" to produce quality work that feels rewarding, it is becoming harder and harder to do so in this self-inflicted world of NOW and immediate gratification. So what’s the solution? Here are the articles specific actions you can take now to minimize interruptions later: 1. Group similar tasks into blocks of activities in order to reduce the time lost to switchover. Do your budgets, your phone calls, your drawing, your contract reviews, etc., at one time rather than switching between them. 2. Establish meeting “corridors” – essentially office hours when you’re available to meet with colleagues. During emergencies people can disturb you, but this will reduce the non-urgent interruptions.

Build a Team(Step 4):

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