Team/Market Fit is more important than Product/Market Fit

This New Year’s Eve, I’m resolving to work on the most important part of my own startup, the team. Specifically, I’m going to try as hard as possible to deserve to work with my co-founders, who are both more experienced and have a better understanding of technology than I can aspire to. But although I’ve heard a lot of common sense arguments about the importance of a good team, I find that a good deal of literature on the subject is easily misunderstood. I’m sure many people have read and agree with the most famous example of this. Marc Andreessen’s blog post is a fantastic discussion on the importance of a good market to the success of a startup. Marc correctly posits that a good team with a good product in a bad market will fail. He goes on to say explicitly that:

* When a great team meets a lousy market, market wins.
* When a lousy team meets a great market, market wins.
* When a great team meets a great market, something special happens.

I certainly don’t want to disagree with someone who is both smarter and more successful in business than I am. However, I would like to point out thought that this is not an excuse to hire poorly or devote anything less than 100% of your attention in the early months into developing a great team. After all, Marc’s analysis is based upon his definition of a team:

The caliber of a startup team can be defined as the suitability of the CEO, senior staff, engineers, and other key staff relative to the opportunity in front of them.

In other words, you can have a team well qualified to exploit pet robotic whales in the US, but still fail because the market for robo-pets is fairly poor in the US and robo-whales just aren’t that fun to play with. Marc is essentially arguing that the caliber of the team is context sensitive. A great team for a new electric car company is not the same as a great team for a media company. The skills sets are largely, if not entirely, distinct form one another. However, there is one skill that is necessary for every founding team, regardless of what industry they are in: HR. That is to say, every team needs to be able to strategically hire individuals well suited to the market opportunities and when the market opportunity is unclear, hire individuals well suited to discovering market opportunity.

Strategic Market Choice

There are entrepreneurs out there that hatch a genius idea fully formed like Aphrodite stepping out of her shell or Athena springing from Zeus’ head whole. Sadly, I’m not one of them and like many entrepreneurs out there, I work in a process of continual improvement and refinement. This might include subtle pivots or radically different strategies / products. Either way, I rely heavily on my co-founders to note when something isn’t working if I fail to realize it myself.

When I was a musician, I was always impressed by the number of go-it-alone musicians who managed to pack up their instruments and head out on the road by themselves with a beat up hatchback and no support whatsoever. They’d play coffee shops, clubs, and street corners equally. Never passing up a chance to pick up a fan at a subway stop. To go it alone is an admirable aspiration, and some greats like Ani DiFranco can take this path to success. I certainly can not. I’m more like the other 99.99% of people who need a helping hand of a bass player, drummer, or even just someone offering a place to crash every night. Those are the people who will be able to see int your own blind spot and point out when you’re wasting your time in glam rock when grunge is taking off. Other people are a critical part to every business, and even in the extreme go-it-alone movement you need to know who you can count on for a quick reality check and who you can’t.

In business, I’m similarly limited by the scope of my experience and learning, and in that, it’s rare for me to be in a position where I can explore a market opportunity single handed. I’m much more likely to get to the point of product / market fit if I have a small team of entrepreneurs with complimentary skill sets than if I just pick an opportunity and blindly try and build a team around it. I’d call this market / team fit.

Drafting the Market

Marc Andreesson has a significant advantage over the rest of us when it comes to his strategy. He is famous enough to attract the right people for whatever market he chooses to enter and he is wealthy enough to pay them. To anyone with such an advantage, it’s easy to see why market would trump team in importance. It’s also easy to see that a bad team in a good market ought to be able to use some of the market growth to start hiring a better team. Even more to the point, you could simply adopt a market drafter position, let someone else develop the market, and simple coast along with them. I should emphasize that in any of these cases, having a market as your primary driver is a very good strategy. It’s only when your resources are constrained that this strategy will fail every time.

It doesn’t matter one bit that the market for solar cells or innovative battery technology is booming in terms of my success in that market. I simply don’t have the resources to enter that market, no matter how good the market is or how prescient my market forecasts are. So here is one of Marc’s examples again:

* When a lousy team meets a great market, market wins.

Does this ring true? If what you mean by “lousy” is “barely competent” than it probably is true. Barely competent is enough to get a product out the door and a barely competent product is worth 1% of the market. If you’ve got a trillion dollar market, you can retire on 1% or even 0.01%. But if by “lousy” you mean “can’t tie their shoelaces incompetent,” well… the market can’t win when the team fails.

As an entrepreneur he has a vast amount of experience in this and his opinion should be taken very seriously. However, Marc’s personal experience gives him a sample of startups which succeeded enough to be noticed by him. That is to say, they got out of the door and to the races. His perception of lousy teams is skewed to exclude those teams which were incapable of entering the market in the first place. In other words, his “lousy” team is still pretty decent. In the big world of 750,000 entrepreneurial ventures started each year in the US, a great number of them fail before they’re able to even get to market due to an inability to put together a sufficient team.

Build a Team of Explorers

I would argue that having a great team of entrepreneurs is a necessary, but not sufficient, condition for success. Furthermore, a great team will actively explore market opportunities and self select themselves out of the wrong market. Put another way, the right team in the wrong market will change markets. The wrong team in the right market may just bludgeon itself with a bad strategy and be dominated by a stronger competitor.

As someone who needs teammates with complimentary skills sets, I can only tell you that I have to build or join a great team to find success. I simply have no other option. I try and find other entrepreneurs who I can learn from, respect, and support. Given a team of those individuals, I feel assured of success. Perhaps not success in the same market I originally planned on, but a success I can be proud to be a part of.

So I’m left with the final editors comment from Marc’s post:

why can’t you count on on a great team to build the right product and find the right market?

I’m still waiting for the answer to this question. I haven’t read everything out there so it may very well be in another of Marc’s posts, or perhaps another blog, but I think it’s a valuable question to pursue.

Happy New Year!


Merry Xmas!…now shut up and start coding.

Just about every entrepreneur I’ve met in Silicon Valley knows how to write more than a few lines of code. The ones that don’t are constantly looking for a partner to build their dream product. You know, the one that will make them a billion dollars. I’d guess you’d have to count me among them. But waiting around for a dream co-founder doesn’t cut it around here. That’s why this Christmas I’m writing code.

I haven’t written a line since high school when the two languages I knew were Pascal and MACOS. In case your wondering, MACOS wasn’t even a proper language, only worked on my Apple II series, and stood for More of A Crappy Operating System. I don’t even know what it was, but it sure wasn’t Mac OS X. I used it for my bulletin board system (BBS for those that remember pre-www). I never saw an instruction book, not sure there was one, but I was able to understand the basic syntax easily enough and hack code from different available sources into something vaguely resembling what I wanted. But that was over 16 years ago. I have no business writing code professionally, but sometimes business requires you to do something unprofessional.

The lack of a critical skills is something that we all have to deal with at some point. Whether it’s the ability to program, an understanding of supply chain flow, or just market knowledge. The difference between a successful entrepreneur and one who goes from one idea to the next is more than likely a function of how they deal with those missing resources. In the startup world, you’re always out of resources, so it makes sense to develop some coping strategies.

No Excuses – Do It Yourself

The biggest problem I usually have in getting things done is usually myself. There’s a ton of things I’d rather be doing than writing code. (Hell, there’s a lot of things I’d rather be doing than writing this blog.) Among them? Cookies, guitar, and Avatar came out this weekend. None of those things can be an excuse, but motivation is an easier hurdle to overcome.  Even worse is the excuse of “I don’t know how.” As in, “I don’t know HTML, CSS, Javascript, Java, or PHP.” Worse still is “That’s not my job.”

When I started my last job at Secude, I didn’t know a thing about IT security and couldn’t for the life of me understand cryptography, let alone what a Diffie-Hellman was supposed to be. It was daunting beyond belief, especially when asked to go and learn about a new P2P encryption technology and report back to our engineering staff on the technical details. I cannot imagine a job I was less qualified to do. The fact that my technical partner for the assignment spoke halting English to match my halting German was no help. Could I have given up? Sure. Could I have assigned the work to someone else? Probably. But I wouldn’t have gotten the information and perspective I needed to do my job for the next four years.

Learn or Die

The business of business is learning. If you’re not learning, you’re probably losing money. Knowing how your business works from the bottom to the top is the only way you’re going to understand your value chain. Do you have to sweep the floors on the factory to be a good CEO? Well, maybe not. But you do need to know how important it is that the factory floors are clean, something that a lot of big-shot CEOs probably don’t know. When machines get dirty, they break. When the floor gets slick, your company loses big in workers comp. Even five minutes sweeping the floor in the factory could give a lot of CEOs a bit more appreciation for the janitor and make them realize that cutting the janitor’s salary and having a disgruntled employee doing a half-assed job is probably more expensive in the long run than paying a decent wage for decent work.

Little gears push the big gears and every aspect of the value chain can be critical. That thinking and the drive to reduce muda (waste) came out of lean production thinking when Toyota discover that they could improve productivity radically by just shifting some machines around. Chihiro Nakao, the great lean production thought leader, was no stranger to getting his hands dirty. In Lean Thinking, Womack and Jones related how Nakao and Takenaka worked over the lunch hour with crowbars to move Wiremold’s massive machines into the proper sequence for single-piece flow while the local engineers, workers, and managers just stared at them with their mouths wide open. That’s no excuse thinking.

Knowing isn’t Understanding

For those that think you can learn something without doing it yourself, good luck. There are a lot of people far smarter than I that can, but I can’t. I need to learn by getting my hands dirty, and I learn up to three times as fast when I’m actively engaged in a task than when I observe someone else doing it from afar. Observation will lead you to know facts, doing will lead you to understand processes. I need to know processes. Even if we bring on two more engineers tomorrow, I’ll greatly benefit from the experience.

Why not outsource?

Why go through this exercise? Surely it would be better to just outsource a task like front end coding and it’s probably more cost effective than me doing it. Well, sometimes, and in fact we’re exploring several outsourcing options for our front end web development for But sometimes managing outsourcing can be just as time consuming as doing it yourself. The ability to communicate effectively with outsourcers and reduce communication overhead is directly related to your own understanding of the process.

An example: a new CEO outsources his fabulous idea for a new website to a team of four engineers but development falls behind schedule. Solution? Of course! Add more engineers! This would be laughable if it didn’t happen so often. I’m sure every engineer in the world by now has had to explain patiently to their boss that nine women cannot have a baby in one month. If the CEO had spent a decent weekend locked in a room pouring over source code, that would be well understood. You can’t have four people editing the same line of code.

My Just Deserts

So here’s what I hope to get out of this exercise:

  1. Comparative Advantage – I won’t go into the economic theory of this, but in a nutshell: it’s better for my skilled engineers to work on the important back-end stuff. I can waste my time with the “Follow me” button you see on the side of the screen.
  2. Understanding – Knowing the rough difficulty level of a task allows me to plan resources and our hiring strategy better. It also allows me to set more realistic expectations and goals.
  3. Sympathy – You’ll never catch me yelling at someone for being late on a technical issue again. Instead, I’ll roll up my sleeves and try to help by doing research and finding sample code.
  4. Respect – Aside from a better understanding of the tasks my technical co-founders suffer through, I we also develop some respect for each other with the fact that I’m willing to dig into things if necessary. After all, I started a company at least partly because I didn’t like the environment of my last job. Mutual respect among co-workers is the only environment I really want to work in.
  5. Get things done – At the end of the day…our product needs to get out of alpha and it’s going to take no excuses hands on deck to do it.

So this Christmas, send me a link to your favorite PHP resource or your resume if you’re an engineer. But in the meantime, I’ll keep coding. Merry Christmas, Happy Holidays, Seasons Greetings and all that! Hope it’s a good one, and I hope I’ll be able to post about a snazzy new website in the coming New Year.

Best regards,

Productive Chaos: How to Hurry Without Rushing (p. 1)

As founders, we often tend to work ridiculous hours in the hopes that more hours = more revenue. This is often not the case. Instead, we cause a lot of motion and the dust is well stirred, but little is actually accomplished. I have found that most people get about 4 productive hours out of the day, no matter how many hours they actually put in. Especially since the average “I worked a twenty hour day” usually consists of several meal breaks, watercooler BS, daydreaming, IM, office politics, chain mail, the latest viral video, sexual innuendo, and other nonsense.

I’d rather work productively for 4 hours than unproductively for 20. So I retrained my work habits until I could get a normal days work done in four hours, and then I started increasing my hours from there. Nowadays I can get a genuinely productive 16 hour day if I need to, but generally settle somewhere between 7 and 9 with a healthy amount of time for non-goal oriented learning and creative thinking. Here’s a list of little tips that have helped me, many of which come from Getting Things Done by David Allen. It’s worth a read if you’re not familiar with it. Sometime it’s a bit tedious and you’ll find that you already know 50-80% of it, but the parts you don’t know are extremely valuable.

Avoid Context Switching
If you think you can multi-task between five IM screens, your email, facebook, and an actually productive task, well that’s great. Stop reading this. But every time I switch gears from a phone call to and excel sheet to php code I lose about 15 minutes as my brain reorients. This is true of minor interruptions including emails, IM, the phone, etc. and it’s probably true for everyone.

As a founder I have a ton of things going on and it’s hard to shut everything down to focus, but it really helps. If you honestly can’t shut down extra apps, close your door and put up the do not disturb sign, it’s time to get up two hours earlier so you can have an uninterrupted block of time to work. Two hours is the minimum for me to make progress on a complex task. 30 mins for minor work blocks. I need four hours if I’m going to do any programming or one of my uber complicated spreadsheets. You might want to consider useful apps like Concentrate or Rescue Time which enforce this for you.

Chunk Similar Tasks
Along the same lines, I like to eliminate interruptions by getting a block of similar tasks done at once, like phone calls which are prime procrastination material. (Think: “I’ll just take a quick break and call David Wallace.”). But obviously, you’re setting yourself up for major distractions when you start getting call backs unless you unplug your phone afterwards. I like to walk to work in the morning which takes about 45 minutes. I make calls on the way, generally get any callbacks I need, I get exercise, and it clears my head.

The (Un)Glory of Caffeine
I don’t find this all that helpful as an all purpose solution, but from time to time is a lifesaver. Your body tends to get used to whatever drugs you put into it, and caffeine is no exception. If you have a cup of coffee every day, you’re not actually more awake and aware than if you didn’t have any caffeine at all. It’s only when your caffeine intake has an abnormal spike or dip that there’s any real change in your energy level. So if you normally drink a coffee every day and skip it, yes…you’ll feel awful on that day and receive no real benefit when you have your “normal” dose.

I cut out all caffeine (including sugary sodas) and had a miserable couple of weeks, but then my body re-calibrated and now I get a nice boost on the once a week occasion when I need caffeine to pull me through an all-nighter. In addition if I don’t drink caffeine after 11 or 12 am, I sleep a lot better, which makes me more rested and more productive the next day.

Sleep is critical, but difficult. When I have something on my mind, I tend to wake up at 4 am and can’t get back to sleep. If this happens, I’m better off getting out of bed and dealing with it than just laying there stressing out. But then it’s up and at ’em, cook breakfast, take shower, and make a day out of it. Doing something halfway and then trying to get back to sleep never works well and I’ll probably just dream about it anyway, which isn’t very restful when you’ve got excel tables in your head.

Best of all is clearly to not have something on your mind. For those that can meditate, that’s great. I’ve never been able to, but I clear my mind anyway by making sure that I have a system in place that logs all my To Dos. I can have 100 upcoming tasks, but as long as I’m confident that I won’t forget one (because I wrote it down) then I can sleep through the night. For this reasons I highly recommend having a system that you trust like Getting Things Done. But it doesn’t really matter what system it is so long as you trust it and it works for you. A piece of paper will do.

Time Tracking
I love time tracking software, but you don’t need software. Again, a piece of paper will do. The principle is pretty simple and it is consistent with every productivity guru I’ve ever heard. You can improve what you measure. So measure how much time out of each day is actually productive and you’ll find that you can focus on beating that amount the next day and the next week. Just keep track.

What does actually productive mean? If you spend 8 hours researching, but have not managed to put any of that research into effect, you have accomplished nothing. At the minimum, research needs to result in a useful summary or notes, meetings must result in action items, and coding must result in something that runs (even if poorly). If you just held a 4 hours meeting to “motivate” employees with your vision, you probably didn’t accomplish anything except maybe made yourself feel important and useful. But hey, maybe you’re Tim Robbins, so go for it. I’d rather motivate my staff by working hard and helping them directly with issues that they’re facing or problems they might solve. If you explain your killer vision to your staff in the context of the work they do, it’ll be that much more meaningful to them.

If you have any useful tips of your own, please let me know. I’m always looking for ways to work smarter while remaining relaxed. There are some other topics I’d like to cover, but will continue in later posts:

  • Useful breaks
  • Exercise
  • Working with co-workers
  • Food


Helping Hand

I’m struck by how open the startup community is in silicon valley. There seems to be an unending supply of people who are willing to take time out of their day to give advice, lend a hand, or otherwise be almost unacceptably nice. Beyond the obvious, I think it’s a key component of why Silicon Valley is able to churn out such a high amount of innovation year after year.

One example is Bob Dourandish from I met him at the SV New Tech Meetup for all of five minutes before he offered to take a look at our site and offer some advice on how to market it. Since then, he’s spent more of his time discussing our ideas and even wrote a very nice blog post mentioning us. Any benefit to him? Marginal at best. Sure, maybe he gets one more alpha tester for his site and a mention in this blog, but that’s hardly going to line his coffers anytime soon.

So what’s the motivation behind these selfless acts? Cynics, game theorists, or fans of B.F. Skinner would say that every selfless act has at it’s heart some selfish motivation. Pride, a feeling of importance, or perhaps some favor in the future. However I think it’s much simpler. When it comes down to it, people around here want to belong to a community that actually supports them, and that sort of community fosters it’s own behavioral incentives. After all, who wants to belong to a community where people are only after themselves? Certainly there are many such communities that feed upon themselves until everyone is left with sub-par equilibrium behavior, but they are not communities where anyone actually wants to belong. (A more jargony way to say it? There is a universal benefit to this particular commons, and very little incentive for free-riders to crash the party.)

Another fine example is Jason CalacanisOpen Angel Forum. Jason has taken it upon himself to destroy the pay-to-play system of Angel investment forums, something which has only marginal benefit for exceedingly high costs in his own time and energy. The main benefit to him? Being part of a community that he actually wants to be a part of.

In part, this sort of behavior may be due to the unique nature of the market here. Many entrepreneurs wind up constructing services for other entrepreneurs. In the past two weeks I’ve seen sites which set up an easy alpha user program, sites which offer email integration, chat clients, etc. etc. All pieces which someone else can use to create yet another infrastructure product for someone else. The open source philosophy has morphed into the open API philosophy which has created a stand-alone ecosystem of entrepreneurs. The philosophy of that ecosystem ties everyone together to such a degree, that helping our your neighbor is almost always a win win situation.

In practical terms, let me return to the first example. Bob and I started with a simple conversation, and in a week we’ve been able to toss around ideas for two seemingly unrelated products ( and and are brainstorming ways to make them work together. With some work, we can figure out someway to integrate his social auctioning system into our site to create a way for entrepreneurs to pool their purchasing power and receive discounts from larger vendors. An integration which could wind up helping the community even more.

It’s a great time to be in San Francisco, and I hope that Manuel, Marcel and I at are able to give as much to the community as it’s giving to us.


Tristan Kromer

StartUp SF v2.2 – “Give Your Ideas Ex-Lax” with David Weekly

On Wednesday I went to see David Weekly speak at StartUp SF v2.2 – “Give Your Ideas Ex-Lax”. I’d heard a shorter version before at Startup Weekend, but I was glad to see it again and hear the full version. I largely agree with the ideas behind it, which David shares with Eric Ries, Steve Blank and others, but it does raise a question I wish I had some statistics on.

Does getting ideas out the door faster increase the overall success rate of ideas? Or do you just have more chances at getting it right?

Although I’m following customer development methodology and I have a gut feeling that my odds of success are better for it, I’m a bit surprised that there aren’t any statistical survey’s backing it up. Perhaps there are, and I just don’t know. (In which case, please send a URL over in the comments.) The anecdotal evidence is very strong, but they’re still just anecdotes. It seems as if the Malcolm Gladwell method of argumentation by quirkiness and common sense has become quite pervasive, or perhaps it’s not a new thing. (After all, I’ve been out of the country for a few years.)

So here’s my rational for pressing on (and here’s hoping it’s not a rationalization.) Even if customer development doesn’t give you a better chance of success, it gives you more chances. So hunt with a shotgun and not a sniper rifle.

If you’ve got an idea for a product and it’ll cost you 6 months of your life to get it out the door with a 50% of success and your time is worth $10k a month in opportunity costs in consulting opportunities. So the return better be at least >$120k to be worth doing (return should be > [10k/month x 6 months] / 50%). If you can do a stripped down version of the same product in one month, it’s much better to do so, even if the likelihood of success decreases to 10% (return should be > [10k/month x 1 months] / 10%). Plus, you’ll have five more chances of hitting a really big idea so you can retire to that private island you’ve been shopping for.

Obviously that equation is unrealistically simple, but the principle is the same. I’d rather have 6 lottery tickets than one, and the if you follow a soft launch methodology, odds are that your early adopters won’t care about a few bugs enough for it to sink your idea and the potential return is still the same. So in the end, customer development methodology ought to win out by virtue of having more chances. But I still wish there were a few more facts available.

Hackers and Ninjas Wanted

Things are getting interesting for us at, and we’re swiftly approaching the point where we need more developers. So…

If you are interested in entrepreneurship and want to join our growing team of four people who have a passion for helping people build businesses, this is for you. This is an opportunity to own part of the businesses and learn all about starting a company. If you are interested in contract work or don’t like scrappy entrepreneurs, look elsewhere. We are looking for two additional developers with a focus on customer experience who enjoy both front- and back-end work. Ninjas and hackers of all types are welcome, slackers are not. You must be focused on getting things done. Full time commitment is not necessary, but real commitment is essential.

Location: San Francisco
Time: Starting asap with a minimum of 20 hours per week commitment;
Desired skills: HTML, PHP, Javascript, PERL;
Nice to have: Java, Typo3 CMS, MySQL;
Areas of interest: Machine learning, natural language processing, search, discovery, statistics, and auction systems;
Methodology: Familiarity with Agile, Scrum, Customer Development, Lean Startup, and GTD is a huge plus.

If you’re interested in hearing more, please contact us!

Here’s a very short description for you to download if you’d like: SQUARE_Job_Req


Tristan Kromer

Note from SV New Tech Meetup

This evening I went to the SV New Tech meetup in Palo Alto, CA hosted by Vincent Lauria and was again impressed at the release early, release often mentality that pervades Silicon Valley. But since enough has been written about the theory and execution of lean startups, I thought I’d mentioned an application which I don’t know has been tried: Music.

I’ve played music since I was four years old and played in more than one band. Actually I’ve released more than one album to the deafening silence of no audience, so I have to wonder if the lean startup / customer development methodology could help aspiring musicians. But more importantly, would any musician dare to try it?

Most people go into music “for the art,” which is code for “I don’t want to admit that I’m a narcissist looking for attention and sex.” They come with the inviolate idea that this is “my” music and it’s an expression of “my” personality which is not open to compromise and certainly not open to being influence by the audience. In doing so, they often sign themselves up for years of self-flagellation as they play to spartan rooms of only the bestest of friends who can stand to see them play for the 30th time this year. Sounding bitter yet? Don’t worry, I loved it and would do it again, probably in the same way.

But still, is there really just one way musicians can express themselves musically and get creative satisfaction from it? Most musicians loves a number of different genres and will play in a number of different bands. We all have different facets that we can display to the audience, whether it’s a polka, swing tune, or death metal march. So why do we pretend it’s any different than starting a business or developing the next big software startup? If a front-end web developer announced that they wouldn’t make the signup button bigger because it clashed with their artistic expression of their soul, it would be laughable. So why not with music?

As I mentioned, no one gets up on stage without an implicit desire to be seen, so let’s be realistic about it and listen to the audience. As with software startups, have a soft launch and see what styles of music work for you. Don’t worry about a few wrong chords, is there a market for this music/product? Do you have product/market fit? If not, time to find a new product, or start shopping your product for a new market.

I think a good twenty pages could be written on how to apply lean startup methodology to bands, but I’ll leave that for others to write. But one last thing, what type of bands do you think have the highest success rate? My guess is cover bands. Not because they’re tapping into a pre-existing market as a low cost competitor (although that certainly helps). Many cover bands take their built in audience and then branch into their own material, testing it in front of a live audience of their target customers and seeing what works. Huh…sounds like customer validation to me.


Tristan Kromer

Get your startup started! is a small, dedicated group of entrepreneurs and coders who are interested in solving problems and having a positive impact on the startup community. We want to enable entrepreneurship by creating a space where co-founders can meet one another and brainstorm the next big idea. Then we help turn those ideas into businesses by matching them with funding, tools, and services in a virtual marketplace.

Enter your email address to subscribe to this blog and receive notifications of new posts by email.

Follow us on Twitter

Error: Twitter did not respond. Please wait a few minutes and refresh this page.


Tristan Kromer's Profile Pic

Tristan is an entrepreneur that loves solving problems and getting his hands dirty. He manages the primary business functions of and is strongly committed to the customer development process. An entrepreneur at heart, he has been involved in a variety of ventures for the past 13 years including IT security, music, real estate, and marketing. His most recent position was working as the General Manager of SECUDE International LLC in Ho Chi Minh City, Vietnam. Tristan will gladly play you a game of chess.