July 28, 2016 | News Velocity startup founder returns as incoming director Eight years ago we started an experiment, a dorm incubator to encourage entrepreneurial students to start up new companies where they live. In the years since then, Velocity has touched the lives of countless students at the…
"If a health-care company grew at 20 percent annually, its managers and investors would be happy. If a software company grows at that rate, it has a 92 percent chance of ceasing to exist within a few years. Even if a software company is growing at 60 percent annually, its chances of becoming a multibillion-dollar giant are no better than a coin flip."
Brandon WangTheir main points were: Software is volatile, growth is hard, success is hard, being a billion dollar company is hard, if you have growth and profit you get market cap. They use MBA speak, but that's what I got out of it. Help me out here, what's not obvious about any of this?
Apple Inc. has hired the former head of BlackBerry Ltd.’s automotive software division as new leadership at the iPhone-maker’s car team places increased emphasis on developing self-driving technology, according to people familiar with the project.
Roger Beharry Lallhrrm.... this is of course awesome news for Dan... but it seems a bit sad to me. BlackBerry/Qnx... such great Canadian stars... seems now all that potential has been lost/squandered/headed south.
Excited to share that Venture for Canada will be collaborating with BDC Capital on a new speaker series highlighting the lessons learned from Canadian entrepreneurs who have successfully scaled firms. Stay tuned for upcoming events -- the first will be on August 18th with Mark Organ of Influitive. ... See MoreSee Less
Rick SegalOne of the rather important things that gets overlooked is to have a speaker/session series on fcuk ups, crashes-n-burns and the like. It is really easy to have a bunch of people do rah rah, talk success, habits of winning, lessons learned etc. People love that stuff. But over the last few years of being out of my last start-up, people seem to thrive on answers to "what did you screw up", "why did that fail" and "what should you have done" cuz that stuff people are going yowsa, I'll avoid that! Cloning what the successful person did, of course, but avoiding the hard core mistakes coming from a candid, we screwed this up because conversation; that seems to have value in my mind.
I often thought "Fcuk-up Camp" as a two day non-stop thing of what not to do or what didn't work has equal merit (possibly more" against the "lessons learned" of success. Personally, I think spending time on failures and mistakes is core to learning.
Just my $0.02.
This is my first time posting. I recently moved back from San Francisco (I worked for Salesforce) to start a nonprofit to teach tech to people of all ages (the kids love it). We're called Code Heroes. We're located in Cornwall, Ontario and we are gaining a lot of traction here. My ask is that are there any companies who would be willing to travel here to talk about their careers in tech? We're hosting a hackathon on August 17th/18th at St. Lawrence College and want to show the kids the possibilities of working in tech. They have had no exposure to this world and I'm seeing a lot of potential in some of these kids who could use some amazing role models. Feel free to email me as well: [email protected] Thanks! ... See MoreSee Less
Saw my friend Allen Lau on CBC tonight pushing for faster fast track immigration for startups. While I applaud his conviction to this cause, and I know it's always a challenge to find top notch local talent, I have to disagree that we need to make it easy to not hire from the local talent pool.
We need to build our local startup leadership talent pool to ensure we build a long term advantage rather than a transient pool of "ringers" imported from outside the country.
We have a great legacy of Hitech successes (Nortel and Blackberry to name two ) which show the value and capabilities of home grown leadership and talent. Programs like the embedded executive programs can be expanded to help transition our leadership talent into the startup world.
There are better ways to do this long term that bring a better benefit to Canada. Just my 2c. Sorry Allen. ... See MoreSee Less
Boris MannAre there startups that underpay or in general suck and this have trouble "hiring locally"? Yes.
Is there huge overhead, arcane bureaucracy, and in general nearly impossible hurdles for startups attempting to bring in the best person for the job from outside of Canada? Yes.
So, making it easy to bring great people into Canada -- who become permanent residents and eventually Canadians -- really is part of having top notch local talent over the short and long term.
Alex TomicThis. The big picture is important. See my comment on the Globe and Mail article discussing the same issue the other day.
As long as we have 300,000+ Canadians working in Silicon Valley, I find it difficult to take these claims of a talent shortage seriously. If there is a shortage, it's low wages that created it, and rather than let the market fix that problem, we have an attempt by entrepreneurs to get the government to intervene in that market? Seems counter-intuitive to me.
Aram MelkoumovWayne Seifried I do agree that companies need to invest more in the local talent pool that is hungry for the opportunities but don't have the necessary experience vs a foreigner. Startups especially need to create and nurture their hires to become the next leadership frontier.
1 day ago
Bonnie Foley-WongAs the Canadian-born daughter of immigrants, who immigrated to the UK, and moved back to Canada after 12 years, immigrating her Irish husband in the process (and for all intents and purposes, I might as well have been an immigrant in Canada because my credit and driving history were practically wiped out), I'm pro-immigration, pro-mobility, location-agnostic, and anti-pushing around big stacks of paper. There's a lot that can be learned and shared across borders - I believe a mix of local talent and talent from abroad is good for a sustainable, rich and diverse venture ecosystem.
1 day ago · 4
Mark OrganA tide of immigrant talent will float the boats of tech startups here and allow us to hire and develop more local talent.
One of the few advantages that we have over Silicon Valley companies with their enormous war chests is the ability to hire talent from abroad easier and Allen is correct that this advantage should be further increased. This isn't the government intervening in the labor market, in fact just the opposite - it is liberating the market.
As Boris and others have pointed out, it's not a zero sum game, more immigrant talent = depressed wages and hiring of locals. We should look at talented outsiders as a strategic resource like oil or uranium in the last century. They make us stronger and allow more growth and development that benefit us all.
We have hired amazing people from the US, Europe and Asia. We could not have built Influitive without them and I am grateful for our government in letting us bring them in.
Allen LauI am not going to repeat what has been said. I just want to clarify a few things:
- Fast track visa increases the size of the talent pool but we also need to nurture more local talents even though we already have amazing talents. We should also encourage expats to come back. All these initiatives are complementary rather than mutual exclusive (as mentioned by a few in the above). But fast track visa is a policy change that the government can work on today and it is actionable.
- There is no such thing called too many talents. Talents have always been and will always be in short supply. The more talents the merrier.
- The talents that we would like to bring in are job creators. They are amplifiers for the innovation economy. They don't take jobs away. They create the network effect of a virtuous cycle. That's how valley became the valley that we know today.
- The tech talent shortage is a global issue and many other countries are comparatively much more aggressive. As a country, we don't want to be left behind.
- The irony is that I can move to the valley relatively easily. If I were an American, I would have a difficult time to come work here. It should be the other way around for Canada to stay competitive.
Mike ShaverBringing in experienced people from "bigger" markets is very helpful in developing local talent. You see it company-to-company as well -- startups looking for senior people to mentor their more junior (but bright and skilled and motivated) staff. The biggest tech talent gap in Toronto, afaict, is people with 8+ years of experience at multiple companies, who can help accelerate the growth of more junior colleagues. There are a lot of those people who would be happy to leave SV for another cosmopolitan city, if they can preserve standard of living and get work permits for spouses. A *lot* of people want out of SV, but they can't find anywhere that will pay them proportionately to FB/Google/etc, and immigrating to join a high-beta startup is a young person's game. For a company that got to 50 people and protected the newcomer from getting bounced in a year, though, it's perfectly doable.
(More senior people tend to come with families, and that aspect of it is oft overlooked in these discussions. Marketing to families is different from marketing to people who are single.)
According to the American Trucking Association, nearly 70 percent of all freight tonnage moved around the U.S. is transported by trucks. There's more than $603 billion in revenue coming from trucking -- making it a pretty valuable market -- and some are looking for modernized tools and software to h...