Last month I presented the slide deck above to an audience for Startup 101. The presentation was part of the Fusion Salon, a day-long segment of Vancouver International Digital Week.

And since the slides are pretty lifeless without some narration, here’s some idea of what I said with each of the 7 lessons I presented.

#1: Personal Finances

As early as you can in the life of your startup, get your personal finances in order.

If your personal finances are not in order, you can’t survive long as a startup founder and you spend a large amount of time distracted and scrambling.

Understand your personal credit score and how you will carry it the rest of your life.

When your personal credit score looks as good as it can, which is when you’ve had that plush corporate job for years on end with regular income from an employer, ask for credit. Ask for as much as you can get.

But don’t use it. Or use it and pay it back immediately.

Your ability to use money effectively in your personal life and company provide the lifeblood of your company — time. The better you are with money the more time you have.

The Monetorium is a concept I purloined from friends Lee and Sachi of Common Craft.

They used the Monetorium to maximize their travel and the exact same concepts apply to startup founders. Every item on your credit card and bank statements deserves scrutiny, especially monthly automatic payments.

Squeeze your expenses to a minimum and you’ll extend your runway to its maximum.

The key question here is how long can you go on $0 of income?

#2: Personal Relationships

As a startup founder you’re trying to do something hard that will occupy a big, big part of your life. So you have to tell the most important people in your life about what you’re trying to do.

You have to tell them and then keep telling them.

I wasn’t kidding when I suggested in my presentation that you schedule regular updates and stick to them with your personal relations. They’re investors too.

The alternative is them wondering what you’re up to, worrying about you and not knowing. And they won’t like not knowing. From my experience, they’ll like knowing a lot more.

You have to gather them around you and draw on their support. And you have to share information with them.

If you don’t, you create a very strong tension and you can’t go far with them in your life but without them knowing what’s going on in your life. Something’s got to give. So get ahead of that one.

After all, how long are you going to spend on your startup? 2 years? 5 years? Your personal relationships will (hopefully) last much longer.

The key question here — How far can you go alone? — is somewhat rhetorical because I don’t believe anyone can go very far alone.

#3: Know Thyself

We all get told growing up that we can do anything we set our mind to. But that’s not true, despite what your mom told you.

We all suffer from the single-lens problem. We all see the world from a limited perspective, from a limited series of experiences, from a limited background and with limited abilities.

We all have our default settings that are very hard to adjust.

So let’s just agree that we all need help to do what the company needs us to do to be successful. Not just what we’re good at doing. What the company needs us to do.

And let’s also agree that you need people around with with different perspectives, experiences, backgrounds and abilities. You have to find those people, then you have to make a judgement call on how valuable their differences will be.

But back to you. Once you know you, you will have to micromanage you.

I recommend a time tracking device of whatever sort you can make work. A web-based application called Harvest is what I use. Because the most valuable resource you have is your time. And when you reflect back on how you use your time, you’re almost always very bad at guessing how you use it.

So don’t guess. Track it. Then track your key performance indicators for the company. Number of client calls. Speed to market for your product. Sales.

You probably know the numbers but you don’t necessarily know the activities that lead to the numbers. And it’s the activities that you can control.

So get to know the activities, the time you spend on them, so you can control the outcomes.

The key question here — What if you were hiring and managing you?

#4: The Rollercoaster

Pick a day, any day. Here’s how you feel:

• Wins!
• Elation!
• Dreams fulfilled!

And some days are like that.

Now pick another day, any other day. And here’s how you feel:

• Failure!
• Depression!
• Doom and despair come home to roost!

Because other days are like that.

Through it all you’ll have to both be immersed in the experience and be able to remove yourself from the experience. Feel the rollercoaster pull you around and know that the next corner can reveal a whole other experience.

How you handle the emotional ride of running a startup provides a leading indicator of how you can lead the startup.

The key question here — How will you handle the highs and lows?

#5: People, People, People

You start your startup as 1 person. If you’re lucky, very quickly you add a co-founder.

A co-founder is not just a doubling either — of your capacity, of your productivity, of your stabilty. It’s more. It’s a guide and a partner.

Because your startup will only go as far as the people push it. No one is inviting the startup into the world.

You have to will it into being. You have to be an engine that powers it into existence.

Think of it like the intertia of the world:

…an object will always continue moving at its current speed and in its current direction until some force causes its speed or direction to change. This would include an object that is not in motion (velocity = zero), which will remain at rest until some force causes it to move.

Your startup starts at velocity = zero. No momentum. No direction.

The people behind the startup have to be the energy that propels it.

And that means you have to have the right people and the chemical equation between co-founders that either gives off energy or needs energy to persist.

Then each additional person you add to the startup needs to also add to the equation or they detract from the energy output.

So how do you build a team that gives off energy? You make them believe in the vision of what the company will be. You make them see a future that inspires them to great achievements.

Work on this ability and you’ll start to see the benefits of inertia.

The key question here — How will you make them believe?

#6: Eating the Fear

I basically stole this phrase from M. J. Sikorsky of Cambrian House, the subject of 6 tips on eating the fear.

You have to believe to make others believe. You have to eat the fear. It’s a natural product of the unknown and the reptile brain. Deal with it and use it productively.

There’s no real secret to this apart from confronting it, describing the details of the consequences of the fear and therefore making them less scary.

We always fear way more the unseen and unknown than the seen and known. So confront the fear and make it seen and known.

The key question here — How will you convince yourself and others to take the risks?

#7: The Scent of Money

Once you find some initial success, get on it. Get on it. Get on it.

Don’t sit back and wait. Get on it.

Find more customers you think are like the customers providing the initial success. Prove that either there is a market or there isn’t. Get on it and prove it.

No, it won’t likely fit into your business plan. It may not even fit into your vision. It may be a totally new business.

But the company needs you to put aside your ego and your ideas for how things should happen in favor of the proof you’re finding and reality in front of you.

This is hard to do. I find it effective to think in terms of what the company needs me to do. Think as the company.

And the only sustainable ways the company can survive is to get cash from customers.

If you find there is a market where you’re finding success, then, after you find some early success, you can decide if it’s a market that fits with the company vision. Yes, this will be hard to do.

But until you prove there’s a market — there’s no decision to make. There’s only the X number of days / weeks / months you have left in cash to prove a different market exists.

So why not tackle the one that you’re seeing success in? You can see that it exists. You can get to know it. You can find out if it works to make the company sustainable.

The key question here — How will sell what you have to be sustainable?

My goal in the presentation was to get beyond the strategies, tactics and execution steps to what really mattered to a startup — its people. And especially its founder(s).

No one ever taught me these lessons (and more) and I wish they had. I’m still learning them and reminding myself of them every day.

Because I may not have listened if someone had tried to teach me them. But it would have given me the chance to learn the easy way — from others’ experiences — as opposed to the hard way — from my own experience.

Thanks to Dean Prelazzi of the BC Innovation Council for asking me to speak.

Now what have I missed?

MDC Partners has launched a contest for new marketing firms to submit business plans and win $1-million for 51% ownership of the new firm.

“Some will say, ‘It’s a scam,’ and some will say, ‘Let’s spend our lunch hours for the next three weeks putting something together,’ ” he added. “There are always ambitious people who say, ‘I can do this better’ and want to go try it.”

Interesting, right? Well, yes and no.

It’s not a scam. I think we can trust that. It’s just a misguided idea that doesn’t have a lot of chance of success. Here’s why and what MDC Partners should be doing instead.

1. VCs by any other name

In funding a new startup, MDC are playing the role of venture capitalists — evaluating ideas, teams and prospective markets.

But do they want venture capital investment returns? Here’s a rough breakdown of what venture capital returns look like.

1 in 10 venture-funded companies returns a big pile of money to their investors. These make the fund work and are the companies we hear about in the press. These are the home runs.

6 in 10 venture-funded companies end up failing or, in the flattering slang of the industry, ‘zombies’ — the walking dead. These are the strikeouts.

The remaining 3 of 10 achieve modest success. They get labeled ‘lifestyle businesses’ or some other moniker for disappointment. These are the singles and doubles.

And that’s for professional venture investors in startups.

MDC are professionals in mergers and acquisitions, having built the company through just such means. But startup funding and M & As live in very different worlds.

I can’t name any company that does both. Can you?

2. All eggs, One basket

1 prize of $1-million sounds like a big deal.

It sounds like a bold experiment for the ad industry that ought to get some column inches in the NYTimes, which it did.

But it’s a high-risk move that (as we point to above) has a very low chance of success. And it’s putting all the MDC eggs in 1 basket.

The real bold experiment would be to diversify the investment, lower the risk and start a bunch of new lightweight companies.

For example, invest $100,000 in 10 startups for 6 months to see the ones that achieve early success on their own.

Then follow on with the successful startups that achieved key milestones in their business model and that merited additional funding.

Start lots of small snowballs and see which ones start to roll on their own.

(More on this below.)

3. Business Plan Contests = Beauty Pageants

From Steve Blank’s post No One Wins in Business Plan Competitions:

Where did the idea that startups write business plans come from?  A business plan is the execution document that large companies write when planning product-line extensions where customer, market and product features are known. The plan describes the execution strategy for addressing these “knowns.”  In the early days of venture capital, investors and entrepreneurs were familiar with the format of business plans from large company and adopted it for startups. Without much thought it has been used ever since.

It turns out that’s a mistake.  A startup is not executing a series of knowns. Most startups are facing unknown customer needs, an unknown product feature set and is an organization formed to search for a repeatable and scalable business model.  That means that writing a static business plan adds no value to starting a company, as the plan does not represent the iterative nature of the search for the model. A simple way to think about it is that in a startup no business plan survives first contact with customers.

I love the line at the end: “no business plan survives first contact with customers.”

Steve also thinks business plan contests are a waste of time.

Simply, entrepreneurs should be out proving their business model instead of competiting in a beauty pageant that has very little correlation to the real world.

Once more, I can’t name a single successful company that won a business plan competition.

4. MDC are Overpaying for Ideas

Paying $1-million for 51% of a business plan is overpaying. Here’s why.

Let’s say the company that wins the MDC contest is Grackle Snap. Grackle Snap has 100 shares.

By buying 51 (51%) of Grackle Snap shares for $1-million, MDC is valuing Grackle Snap at $1.96-million before they put in their money (the pre-money valuation) and $2.96-million after their put their money in (the post-money valuation).

For a business plan this is seriously overpaying.

No customers. No revenues. No product. No IP. No contracts. Just a plan that’s outdated as soon as it’s written and a commitment from a few people.

A cynic might believe the $1-million is for PR, industry credibility and a shiny distraction to point to while Alex Bogusky leaves MDC.

A realist will point out that overvaluing an asset like this will lead to outsized expectations for returns and disappointments when they don’t materialize.

$1-Million Q: What MDC Should Do

It’s lousy to crap on someone else’s ideas without offering some ideas of your own. So here’s some ideas for MDC to build organizational innovation in a better way.

Seed Fund Lots of Small Ideas

In the tech investing world this small investment thesis now has some proof of success. Here are the returns from TechStars, one of the top tech seed funds.

And here are the results from YCombinator, though they’re much more opaque.

Small seed funds have formalized the early stage company creation process and groomed top prospects for the next stage of their development.

(We’re biased here since we’ve worked with an accelerator called Bootup Labs.)

Acquire Stakes in Existing Startups

I wrote a business plan for AdHack a few years ago. It’s fun and humbling to reread.

If I compare that business plan to what I now know, it’s like comparing a kindergarten student to a high schooler. I knew nothing then. I know a little bit now.

All startups are pretty much the same. The lessons learned by survivors are invaluable and unpredictable and unknowable without going through the process.

You must “Learn to do by doing,” as 4-H clubs have long maintained.

Instead of starting from business plans that provide fun and humbling reading years later, I think MDC should be working to acquire some stock in existing startups that have learned the most topical, important lessons and that contain the top talent.

I think they should be investing in startups that have shown some traction and are seeking industry expertise, connections and experience to take what they’ve learned to a bigger stage.

(The above may sound self serving of me to say, since I’ve got a horse in the race. But I believe it too.)

Build New Business Models

2 old truism from Alan Kay:

“The best way to predict the future is to invent it.”

“Most creativity is a transition from one context into another where things are more surprising. There’s an element of surprise, and especially in science, there is often laughter that goes along with the “Aha.” Art also has this element. Our job is to remind us that there are more contexts than the one that we’re in — the one that we think is reality.”

How to Participate in MDC Search

Here are the sparse details on entering.

Read them through then email your plan to startup@mdc-partners.net

When I was a kid, there are two things I wanted badly and never got… A real dog and a Kenner AT-AT Walker.

— Patrick Boivin

A proven formula works again: nostalgic toys + stop motion = new success.

And right, add a ton of talent and hard work too.

Profitably Navigating the Flood of Digital Content

Clients ask us: how do we manage all the digital content out there?

How do we find the valuable stuff? How do we report on it all?

We now have an answer to solve the problem: the Digital Curation Platform.

Here’s the intro:

For digital and social media practitioners who need to profitably navigate the flood of digital content, the Adhack Digital Curation Platform is a single dashboard to track, act on and report on brand performance across digital media.

Unlike common listening tools that offer clutter and confusion, the Digital Content Platform simplifies managing the real-time performance of your brand.

In addition, AdHack’s Digital Content Platform has integrated workflows to transform tracking from passive listening into active participation and an engine of propagation and amplification.

Sounds good right?

“I would like to start using this right away,” Julie said at the end of her demo.

How about you? Want to see it?

Contact me and you’ll get a demo.

Hit reply to this email or send a note to james@adhack.com and we’ll rock it.

Case Studies: How Buyers are Using AdHack

Want to know how buyers are using AdHack to get great creative work for TV, the web, print?

We did too. It’s our business. We want to make sure it’s cooking. So we asked them.

From their answers we wrote these 3 buyers case studies:

• Vann’s needed a TV ad to promote their Memorial Day sale (PDF, 836K)
• Prive Swiss needed creative concepts for execution in print and on the web (PDF, 1.15MB)
• New Society Publishers needed a banner ad campaign to drive traffic on the web (PDF, 780K)

Each case study shows you the creative work these great client received and the process they followed.

The case studies also include the full interview with each client.

So you get to see the great parts of the AdHack experience and the (ahem!) parts we’re still working on. The real deal!

iPhone and iPads and iAds

In the past few weeks we’ve had a ton of requests for top developers on iPhone, iPad and iAds – all the new formats for Apple products and advertisements.

Word has it, they’re hot like fire.

That’s meant we’ve been hard at work adding top creators with top iPhone and iPad development skills and HTML 5 skills for iAds.

And now they’re all available for hire on AdHack.

Have iPhone or iPad app development needs? Want to talk about whether iAds are right for your brand?

Once more, hit the reply button on this email or send a fresh note to james@adhack.com and get us on the job.

We’ve built up a great range of creators across project sizes and types of apps – games, utilities, content – all in 1 place.

Nice and nice!

Blueberry Salad Recipe

Sorry, available only to members of The Creative Buyer.

Want that to be you? Sign up below.

Sign Up Here and Now!

Hilarious and trippy at once.

Why has no one revived this idea?

This is the announcement of The Creative Buyer, a new email newsletter from the folks behind AdHack.

Which really means me – James Sherrett – because it’s my idea, I’ll be writing the emails and getting your replies.

I also founded AdHack and still sign the checks every month. So you’re dealing direct here.

(And I love to get your emails at james@adhack.com and love to answer the phone at 1-877-477-5697.)

We’ve created this newsletter to stay in touch with buyers on AdHack and to make them rock at what they do. Creative buyers. Buyers innovating in how they work with creative and creatives.

What’s The Creative Buyer all about?

The big answer is that The Creative Buyer is for buyers of creative services who want to stay on top of the insightful news and the best ways to get top creative work done.

It’s also going to be about whatever you folks need it to be about.

Right away The Creative Buyer will be about helping you with case studies that show how other buyers are using AdHack.

We’ll soon add in tips and tricks, answers to common questions we get, interviews with top thinkers and great articles we find on creative work.

And anything else you want.

Our goal is to make it a digest of ‘innovations for buyers of creative.’

Because we looked up one day and wondered how we could serve the buyers on AdHack better.

• How can we help them get more out of their creative work?
• How can we help them with changes in the creative industry?
• How can we make them the heroes of the story?

We asked some creative buyers to tell us what they needed in this survey on Considering using AdHack? – (hey, it’s still open and we always want to know how we can improve).

They answered that they wanted a bi-weekly email newsletter.

And Roger, you got it.

Who is The Creative Buyer for?

Buyers of creative services looking to innovate. Marketing managers. Chief Marketing Officers. Creative Directors. Producers. Marketing Directors.

Even if you’re not a buyer on AdHack – yet – this is still for you.

We want to get you the best information. We want to earn your business. We want to keep it too.

So to start, in less than a minute help us start to get you the best information. These 7 quick questions will sort out how we’re doing – Does AdHack work for you today?

As my friend Ralph says, ‘Feedback is the breakfast of champions.’

Grilled Apple-Rosemary Quesadillas

(This recipe is top secret and available only for The Creative Buyer subscribers.)

Yes, we’re going to have a recipe or some other fun item in each issue of The Creative Buyer because we enjoy doing it and we think you’ll enjoy it too.

Suggestions? Feedback? Results of this recipe? Share with me: james@adhack.com

Sign Up Here and Now!

Ingrid runs Frankenmedia Design. Last week she joined AdHack.

Like all creators, she received the AdHack Getting Started Guide.

And when she read the guide she had questions. I’m thankful she wrote to me with her questions.

Because I thought they were great questions and I thought they were questions that others likely have as well.

In fact, when I meet with people and tell them about AdHack these questions frequently come up, especially with professional designers.

So I asked Ingrid if I could post the thread of our conversation here to help others. She agreed.

And away we go.

(In places I’ve added links and removed redundant text to keep us clipping along.)

Hi James,

I do have a couple of concerns about using this site. I’m a member of the GDC (Graphic Designers of Canada) and therefore I’m not allowed to participate in spec work. I’m not sure if you know what spec work is, but it’s basically doing work for free and hoping to get paid, it’s against our ethical guidelines.

Quoted from the GDC: 

“Members of the GDC do not take part in design contests, and do not provide speculative creative or concepts in response to RFPs. We recommend that clients invest in the design process to get the most value for their organization.” “The practice of asking for free design concepts in order to choose the ‘right designer’ or the ‘best design’ or the ‘best logo’ undermines and devalues the professional designer’s education, experience, hard work and the entire design industry. GDC members do not engage in contests or other speculative, commercial projects.”

So, with that in mind I ask if this is how this site works? Before signing up I watched the videos and read the information about how it works but since creating my account I’ve noticed that people are responding to the job advertisements with concepts. What is the process for the client to select a creative to work with? Are they selecting a concept or a designer? Is the stated price (1,000 USD  / 800 USD per creator) only for the selected concept? I guess I’m just a little confused about how it is supposed to work.Is the intention to connect ad creators with ad buyers, or is it for ad buyers to ask for concepts from a number of designers / creatives and then choose a concept that they want to use?

Thank you for listening to my concerns!

Regards,
Ingrid

---

Hi Ingrid,

I’m highly aware of ’spec work’ and how it works. We’ve built AdHack to specifically avoid spec.

I sat with the GDC BC’s VP Ethics Jon Whipple a few weeks ago and walked him through how AdHack works to ensure we’re aligned with the GDC’s values and positions.

We’re working hard at getting our process right with the GDC to ensure that we don’t ask anyone to work for free. So I’m glad to hear your questions and to be able to respond!

The process for a client to select a creator on a job works like this:

• Client posts their requirements as a job. When they’re happy with their job they publish it.
• In that step, our technology matches their job requirements to creators on the AdHack platform.
• Jobs can be public or private, with a few wrinkles of difference.
• If the job is Public, the creators that are matched to the job are notified and can choose to create a short statement about why they’re a good fit for the job. Creators not matched can also propose themselves on the project.
• If the job is Private, the creators that are matched to the job are not notified but the client still sees the list of creators matched. It’s then the client’s job to invite the creators he prospectively wants to work with to view the job.
• Whether the job is public or private, creators can negotiate with the client on job details and decide if the job is a good fit for them.
• Clients can also choose to work with multiple creators on the same job, as specified in the job template. This is particularly popular for campaign concepts. When multiple creators are on the same job, each creator is paid for their work and paid the same as the other creators on the job.
• Once a client and creator have agreed on the terms, they both click a button and the creator is confirmed on the job.
• We invoice the client and receive payment, then hold the payment in escrow while the job is in progress.
• The creator confirmed on the project is granted access to upload work to the deliverables tabs on the job.
• They upload their work and the client can provide feedback. Any revisions work through this same process.
• When the client is happy with the work, they close the job. We provide them access to download the source file(s). We also pay the creator for their work.
• Both client and creator can then rate each other’s performance on the job. That rating feedback into each other’s reputation (Cred) along with any comments in the rating. The job is closed and everyone wins.
• The client can also ‘clone’ their job at any stage, which works well for clients seeking lots of assets created at the same time and saves them starting from scratch on each job.
• The 2 prices on every job are to provide transparency on pricing. The first amount (in this case $1000) is the price paid to AdHack for the work. The second amount ($800) is the amount paid to the creator.
• This shows how we make our money – by connecting the people and making the process work we take 20% of the job price.
• The intention throughout is to connect creators and clients, enable the workflow to get work done and solve some of the hard problems for both parties: finding the right people, taking care of the money, delivering files, etc.
• We’ve also worked hard to align our interests with the interests of the people we’re connecting. We get paid when client and creator are successful.

Any other questions? Let me know.

Best,
James

---

Hi James,

Thank you so much for addressing my questions in such a thorough way. Yes, please feel free to create a blog post about this because I think that perhaps some clarification is needed. It’s hard for we designers to find online venues that connect us with buyers who are looking for a genuine business transaction.

I’m very relieved now that I see the process clearly and it’s great to hear that you’re working with the GDC too.

Thanks so much for being so gracious, and also for creating such a great site. I look forward to connecting with ad buyers on AdHack and I’ll let my friends know that it’s here too.

All the best,
Ingrid

So there you have it, the full AdHack process.

Any questions or feedback?

The question — Why do ad agencies care so much about awards? — has been rattling around in my head for the past few weeks.

Then today I discovered this little throwaway line from 37 Signals, makers of Basecamp project management software, an application that’s very popular with ad agencies.

And it made me wonder if it was better to ignore the needs of clients and customers or disparage them?

And I still don’t feel like I have an answer to my question — Why do ad agencies care so much about awards?

Because this is the first week it feels like summer and it feels impossible to go wrong with Grease + Summer Love + Lego + stop-motion animation.

And if you want more Lego + stop-motion action:

• The Beatles “I saw her standing there” in Lego
• The Simpsons intro done in Lego (by a 13-year old!)
• Raider’s of the Lost Ark in Lego (with a surprise mash-up ending)

Some amazing examples of remix and machinima culture in action.

Just in case you needed your mind blown midweek.

The technium is anything useful that a mind makes. That doesn’t even have to be a human mind. Any mind. So that includes not just the gadgets but it also includes the law, our writing. Many aspects of civilization are part of the technium. Not just hardware. And I go on to say that in fact that the greatest technology humans ever invented is humanity itself. We domesticated ourselves. We turned ourselves into part of the technium because we cannot live as a species. We cannot live without technology. We’ve invented ourselves. And it’s our greatest invention so far.

Technology as a whole is deterministic. It has an agenda and there are certain aspects of it that are inevitable. And what our choices are is in how convivial we make them. Whether we make them open or closed. Whether we make them evolvable (or not). Whether we make them prone to diversity (or not). So we have choices in the character of these technologies. And not necessarily whether we have the technologies (or not).

What I’m proposing is the pro-action aproach to technology which means we have to use things in order to find out about them. That we actually have to engage with technology. The only way we can determine whether something is good or bad for us, is through use. I don’t think we can control it because I think that technology is a cosmic force. Technology began not with humans but preceded it into biological evolution. And even preceded it further back to the big bang. So this exotropic force. A force of self-organization is running through galaxies, stars and planets. It runs through life and is extended into technology and that self-organizing living force is what we are having to ride. What we’re doing with the web is actually making a very large scaled global organism that in a few decades or so we will be able to identify as an organism in every sense of the word.

For many years the dogma was that evolution was offloaded from the genes into culture. Our bodies stopped evolving because culture took it over. But in fact it turns out that genetically we are actually accellerating in our evolution. That our genes are evolving faster because of technology. Reading & writing changes. Permanently rewires the brain. It’s for sure we’ll see (with enough evidence) that people who use Google and offload their memory to the cloud, it will affect our brains. So we are absolutely changing ourselves.

I‘m interested in how people personally decide to refuse a technology. I’m interested in that process, because I think that will happen more and more as the number of technologies keep increasing. The only way we can sort our identity is by not using technology. We’re used to be that you define yourself by what you use now. You define yourself by what you don’t use. So I’m interested in that process.

Original post: Penny Thoughts on the Technium.

Inspirational post: Internet Trends 2010, by Morgan Stanley’s Mary Meeker.

Thanks to Berend Schotanus for transcribing the audio and posting as a comment.