StartupCEO.com: A New Name for OnlyOnce
Welcome to the new StartupCEO.com!
I started writing this blog in May of 2004 with an objective of writing about the experience of being a first-time entrepreneur — a startup CEO — inspired by a blog post written by my friend, long-time Board member and mentor Fred Wilson entitled “You’re only a first time CEO once.” The blog and the receptivity I got along the way from fellow startup CEOs encouraged me to write a book called Startup CEO: A Field Guide to Scaling Up Your Business, which was originally published in 2013 and then again as a second edition last year in 2020.
Today I am relaunching the blog as StartupCEO.com both to reflect that relevance of that brand as the book continues to get good traction in the startup ecosystem, and to reflect the fact that I’m now on my second startup as CEO, so “Only Once” doesn’t seem so fitting any more.
The web site has a very minimalist design – and I realize many of you read posts on either RSS or email — those will still operate the same as they have been (no new RSS feed).
As I approach the first anniversary of starting our new company, Bolster, where we help startup CEOs scale their teams, themselves, and their boards, I am recommitting to this blog and will try to post at least once a week. Because there is a lot of overlap between this blog and Bolster’s blog (which I’d encourage you to subscribe to here either by email or RSS), posts will occasionally show up on both blogs, or I’ll put digests of Bolster blog posts here.
But the Bolster blog will be broader and will also have many additional authors besides me, while this blog will remain distinct about some of the experiences I’m having as a startup CEO.
About
My name is Matt Blumberg. I am a technology entrepreneur and business builder based in New York City who just (in 2020) started a new company called Bolster.
Bolster is an on-demand executive talent marketplace that helps accelerate companies’ growth by connecting them with experienced, highly vetted executives for interim, fractional, advisory, project-based or board roles. Bolster also provides on-demand executives with software and services to help them manage their careers as independent consultants and provides startup and scaleup CEOs with software and content to help them assess, benchmark and diversify their leadership teams and boards.  We are creating a new way to scale executive teams and boards.
Before that, I started a company called Return Path, which we sold in 2019. We created a business that was the global market leader in email intelligence, analyzing more data about email than anyone else in the world and producing applications that solve real business problems for end users, commercial senders, and mailbox providers. In the end, we served over 4,000 clients with about 450 employees and 12 offices in 7 countries. We also built a wonderful company with a signature People First Culture that won a number of awards over the years, including Fortune Magazine’s #2 best mid-sized place to work in 2012.
Early in my career, I ran marketing and online services for MovieFone/777-FILM (www.moviefone.com), now a division of AOL. Before that — I was in venture capital at General Atlantic Partners (www.gapartners.com), and before that, a consultant at Mercer Management Consulting (www.mercermc.com). And I went to Princeton before that.
Based on this blog, I wrote a book called Startup CEO: A Field Guide to Scaling Up Your Business, which was published by Wiley in 2013 and updated in 2020.
I have been married for over 20 years to Mariquita, who is, as I tell her all the time, one of the all-time great wives. We have three great kids, Casey, Wilson, and Elyse.
I have lots of other hobbies and interests, like coaching my kids’ baseball and softball teams; traveling and seeing different corners of the world; reading all sorts of books, particularly about business, American Presidential history, art & architecture, natural sciences (for laymen!), and anything funny; cooking and wishing I lived in a place where I could grill and eat outdoors year-round; playing golf; lumbering my way through the very occasional marathon, eating cheap Mexican food; introducing my kids to classic movies; and playing around with new technology.
IF YOU WANT TO UNDERSTAND WHAT THIS BLOG IS ALL ABOUT, read my first two postings: You’re Only a First Time CEO Once, and Oh, and About That Picture, as well as my updated post when I relaunched the blog with its new name, StartupCEO.com.
links for 2005-12-02
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Good quick point of view on what makes a great employee in a startup.
In Defense of Email, Part 9,732
In Defense of Email, Part 9,732
I commented today on our partner Blue Sky Factory’s CEO, Greg Cangialosi’s excellent posting in defense of email as a marketing channel called Email’s Role and Future Thoughts. Since the comment grew longer than I anticipated, I thought I’d re-run parts of it here.
A couple quick stats from Forrester’s recent 5-year US Interactive forecast back up Greg’s points con gusto:
– 94% of consumers use email; 16% use social networking sites (and I assume they mean USE them – not just get solicitations from their friends to join). That doesn’t mean that social networking sites aren’t growing rapidly in popularity, at least in some segments of the population, and it doesn’t mean that email marketing may not be the best way to reach certain people at certain times. But it does mean that email remains the most ubiquitous online channel, not to mention the most “pull-oriented” and “on demand.”
– Spend on email marketing is $2.7b this year, growing to $4.2b in 2012. Sure, email by 2012 is the smallest “category” by dollars spent, but first of all, one of the categories is “emerging channels,” which looks like it includes “everything else” in the world other than search, video, email, and display. So it includes mobile as well as social media, and who knows what else. Plus, if you really understand how email marketing works, you understand that dollars don’t add up in the same way as other forms of media since so much of the work can be done in-house.Â
What really amazes me is how all these “web 2.0” people keep talking about how email is dying (when in fact it’s growing, albeit at a slower rate than other forms of online media) and don’t focus on how things like classifieds and yellow pages are truly DYING, and what that means for those industries.
I think a more interesting point is that in Forrester’s forecast, US Interactive Marketing spend by 2012 in aggregate reached $61b, more than triple where it is today — and that the percent of total US advertising going to interactive grows from 8 to 18 over the five years in the forecast.Â
The bigger question that leaves me with is what that means for the overall efficiency of ad spend in the US. It must be the case that online advertising in general is more efficient than offline — does that mean the total US advertising spend can shrink over time? Or just that as it gets more efficient,
marketers will use their same budgets to try to reach more and more prospects?
links for 2005-08-19
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Entrepreneur Bernard Moon does a great job of articulating “how to build the perfect team” for your new startup
links for 2005-09-22
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Great blog posting from Rob Walling on hiring like crazy
links for 2005-10-11
links for 2005-10-20
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Get your mind out of the gutter! These are very useful and oddly hard to find graphics for doing checklists in presentations (thanks to my colleague George Bilbrey for this link).
links for 2005-10-22
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From our client, Business & Legal Reports, a HILARIOUS read in the strange-but-true category. This is essential reading for any manager who has ever mediated an employee dispute. Tthanks to Tami Forman for citing this one!
links for 2005-10-23
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Return Path’s newly unveiled web site is now a blog, with an online resource center for email marketers and postings by its executive team
links for 2005-11-16
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Jeff Jarvis on Why We’re Glad We’re New Media…good stats on all the troubles facing “old media” nowadays (box office, newspapers, music, radio, books)
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Fred Wilson on how VCs relate to entrepreneurs vs. their limited partners. They should think of entrepreneurs as their customers, and think of LPs as shareholders.