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Dublin: 10 °C Saturday 25 May, 2013

Column: Why does a tech startup succeed? Here’s the recipe…

Did you know the most promising startup founders in the US are from Limerick? John Gleeson looks at what we can learn from them.

John Gleeson

Stripe is a software startup founded by two young brothers from Limerick offering payment systems for websites – and it’s attracting a lot of attention in the US. Here John Gleeson looks at the startup’s manual for success.

IN THE LAST three years there has been a significant change in the startup ecosystem in Ireland. Programmes such as Endeavour.biz, Launchpad, Hothouse and Propeller have reduced the friction involved in getting started and the government are now pro-actively trying to keep the best technology start-ups here. A few slip through the cracks and some just want to move, but for the most part the situation is much improved.

That is why it is unfortunate that Ireland’s most promising startup is already in Silicon Valley. Stripe.com may have ultimately decided to setup in the US, but rejected applications for funding from government agencies and complete dismissal by Irish banks didn’t help. For those of us who read a lot about technology, the  day that Stripe has its IPO feels strangely inevitable.  There are no sure things in technology startups and a lot can go wrong quickly, but I would be slow to bet against Patrick and John Collison. Here are the reasons why:

1. The founders are exceptionally smart

Patrick won the Young Scientist of the Year Award when he was sixteen and John got the highest score in the history of the leaving cert in 2009. They have been programming from a young age and are exceptionally talented hackers as well as being academically strong. Not only that, but the smartest guys in Silicon Valley agree that they are exceptionally bright.

2. Paul Graham, Peter Thiel, Elon Musk, Max Levchin and Marc Andreeson

These are not household names in Ireland but they are some of the most well respected technological minds in Silicon Valley. Not only did they all put money into Stripe without much hesitation, some invested at levels that are untypical for their portfolio. They all believe these guys are not only smart, but can execute on a difficult problem.

3. They can execute

Before John and Patrick had been accepted to MIT and Harvard respectively, they had already created and sold an online startup based on optimizing eBay for power users. It only took 10 months for the company to be acquired and although they both went to start in US colleges, the startup bug had bitten them.

4. Their team is extremely strong

By all accounts there are no weak links in the Stripe team. While most start-ups need to worry about getting smart and hard-working people, this is the baseline at Stripe. Their primary concern when hiring is that new employees are ‘incredibly nice’. To judge this, they consider whether they would be happy to come into the office on a Sunday to work as an excuse to spend some time with the new hire. In a market where it is notoriously hard to find good developers, they turn away people who are just smart and hardworking.

5. Culture

The team are so focused on the details that it draws comparison with how people describe the culture in Apple’s hardware design team. They really care about things that other companies might dismiss as trivial, and that is a powerful advantage when combined with an ability to get things done. There are perfectionists, those who get things done and everything in between. Very few companies rank highly both in attention to detail and execution.

Reading about the company makes me think of Paul Grahams line in his 2005 essayReturn of the Mac. To paraphrase his thoughts on early adopters; ‘Whatever hackers are using now we’ll all be using in 10 years’. He used the Mac as an example.  Admittedly Stripe is a software company, so the analogy isn’t exactly the same, but hackers in the US are moving to Stripe in large numbers. Stripe will hopefully come to Europe in the future and I’m sure they will have an Irish office.

Maybe predicting an IPO for a team of 15-20 seems premature, as only a tiny percentage of startup companies ever reach this level. But only a tiny number of companies have the combination of factors I have mentioned above.

The odds that a startup that has some financing will ever reach an IPO in the US are very long. But if  you offered me an even money bet  that Stripe won’t ever IPO, I wouldn’t take it. These guys are not only clever, resourceful and hardworking, they are arguably the most promising early stage founders in the US, and they are from Limerick.

John Gleeson is the founder of AccessLegal.ie, a virtual team of six Irish solicitors founded in 2009. He writes on Law, Startups and Technology here. Follow him on @accesslegal or linkedin.com/in/johngleesonaccesslegalltd.

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Comments (16 Comments)

  • You can make your own luck if you work hard enough and smart enough, especially the smart bit.

    Sadly the first rule for Stripe, as you say, was ‘leave Ireland’. They could not have achieved what they have so far if they stayed, and that’s a sad fact.

    Reply
    • No the first rule is to be extraordinarily smart ! They did make it in Ireland aged 17 but thru scholarships and offers state side chose to relocate and study there and big ups to them.

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    • Didn’t question that at all Craig, what they did while in Ireland was amazing and more that most Irish start ups ever achieve. And leaving was definitely the smart thing to do, they had taken their talent as far as it could go here. I am completely in awe of them – it’s just been the most wonderful thing to watch their extraordinary progress.

      Reply
    • If working hard was a formula for making your own luck, coal miners would be the luckiest people on earth.

      Reply
  • You missed the first rule of running a successful startup, but that’s okay, nobody wants to talk about it because it’s embarrassing and scary.

    The first rule of running a successful startup is this : be lucky. That’s it, that’s all.

    There are _no_ examples of successful startups who were not lucky. Whether it be Microsoft (being lucky enough to have a founding member with a massive multi-million dollar trust fund when they were at the working-out-of-a-garage level) or Instagram (being lucky enough to be in the right place when Facebook had a panic attack about not having a strong presence in Mobile).

    And frankly, all the other rules? Aren’t rules. _Every_ startup has smart people who work hard. _Every_ startup has a good team. _Every_ startup is focussed. (At least all those who last past the first hard weekend). Despite this, 90% of them still go under. That doesn’t mean that 90% of the startups are bad and go under; that means that 90% of all the good startups with potential go under. That’s how startups work. Pretending otherwise while drafting policy is… probably not highly efficient. You can’t get round the high attrition rate, it’s a feature of the market.

    Reply
    • Mark,
      I agree that there aren’t any hard and fast rules. That title was added by the editors.

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    • Gee Mark way to ruin a good news piece, no yr right but I remember these brothers they were always going to setup in the states. Ireland has no silicon valley style cluster of industry from which startups can leverage their innovation and knowledge transfer. The problem with irish enterprise is there is no focused approach to hard and soft supports with multiagency competition diluting the whole effort. The previous govts innovation policy of the smart economy thru the NDP was fuzzy at best and this govt has no linkages with VCs or educational BICs to make a solid triad of support for opportunistic entrepreneurs.

      Reply
    • Firstly Craig, it’s not a good news piece. It’s not a news piece at all. It’s an opinion column. You can tell from the way it says it’s a column. And I happen to disagree with the opinion, and for a specific reason based on a few years working in SMEs and startups. That’s a few years of my life; so why I, or anyone else who’s put in the time, shouldn’t give our opinions on an opinion piece, well any good reason for that escapes me.

      Secondly, we need to fund startups. We need to fund them heavily, we need to fund them widely. But they will still fail at a 90% failure rate, and we need to plan for that because that’s the cost of doing business. We need to amend our bankrupcy laws to cope with that, rather than pushing people to invest in them and them keeping a financial gun to their head in the event of the overwhelmingly-likely failure of a startup.

      You have to understand that startups are to the IT sector what fundamental basic blue-sky research is to the entire high-tech sector – an unprofitable but deeply necessary activity. It’s where new engineers and programmers and designers get their first breaks. It’s where we get to try new things when building new products. It’s where we get to test new programming languages in the field, it’s where we get to try new products on a fast cycle, it’s where we get to see what the new thing is going to be and everyone else follows on with the stuff that works. Who else will do that? The large companies who do the databases banks rely on, the embedded systems that run the electronic drips in hospitals, or any of the other basic systems that our society _needs_ to _just work_ so that people don’t die or major systems don’t collapse.

      But we’re pushing startups as something else, both in this column (albeit implicitly) and in our policy decisions. We’re pushing them as an solution to our current smoking-hole-in-the-ground of an economy. And they just aren’t. They’re what enables that solution but they aren’t that solution themselves.

      And it’s not enough to fund them – they work in the US because the bankrupcy laws don’t penalise people who start companies that then fail by banning them from running companies for years afterwards and financially stomping them into the ground. Which is why a few high-profile bankers have sought bankrupcy status in other jurisdictions.

      That’s the problem with opinion pieces like this (in my humble opinion). We do need startups; but we don’t want to push them as something they’re not. Fianna Fail did that when they pushed for hundreds of PhD students in the late 1990s when there weren’t enough roles for them for after they got their PhDs – and then, without lecturerships or post-doctoral research positions, they had to choose to either leave academia (and the entire point of getting a PhD is to have a career in academia) or leave the country – both of which meant that the money spent funding their PhDs was wasted, and the time they invested in those PhDs were wasted.

      You can’t just pick something that looks good and dump all our money into it just because it looks good. That’s how we got into this mess. We need something better than a first-order solution.

      Reply
    • You da man Mark. You da man. Luck more than anything else is the critical factor at the end of the day.

      Reply
  • Hello John, great name!

    You are very wide of the mark. The Colliston brothers were asked on the Late Late or some other chat show why they left Ireland. It was for no reason that you have made up for your article. It was simply because that’s the global centre for their technology.

    What about the startups that are coming from abroad to locate in Limerick? Ever heard of iTrack or iMosphere that have recently set up in Limerick?

    Reply
  • Much as it’s obviously not popular to agree with Mark, my experience is that being smart and hardworking does only get you so far. That last little bit which makes you successful is pure luck.

    It’s interesting to see this article as I’ve had the same conversation with some extremely successful entrepreneurs of late and they all agree that ultimately it’s luck but you have to position yourself for that luck – that’s the smart bit. Bringing it back to the chaps, of course they’re smart and hardworking but at some point someone out the blue spotted them. Reality is very very few people make it completely on their own. As for you make your own luck…that’s a comment you only hear from lucky people…until their luck runs out.

    Reply
  • The first rule isn’t to be smart or to work hard. Craig, if you think that’s going to ensure success, you’ve not worked in startups. _Everyone_ works hard in startups, everyone is smart, at least in all the startups that get past the first week. They’re the bleeding edge of the sector (but not, it’s important to note, the largest part, and saying they’re more important than any other part is like saying that one wing on an aeroplane is more important than the other).

    The first rule is be lucky. Because the 10% who succeed aren’t chosen on merit. Look at the projects who succeed and fail if you want proof of that. You just don’t get in that 10% by being the best. Hell, you don’t get into the 100% without being hardworking and good and smart, so saying you need to be hardworking and good and smart to get into the 10% is just not the full picture.

    You get into that 10% by being lucky.

    But here’s the thing – those 10% are not important. They’re nice, they’re the icing on the cake. But the whole point is the main course not the dessert. We should be doing startups so that our IT sector – the non-startup majority of it – is healthier and stronger. We should not do startups for the 10%.

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    • The opinion piece SAYS the first rule is to be smart not me ! Startups ideally need to be funded by private investors not public hard supports Ireland lacks a credible VC network. All of what you say about startups being the place where engineers developers designers test etc etc can and is also done in the backyard, garage or bedroom of these guys. What yr describing is prestartup. As for luck, unbelievable that’s what we should be teaching, it’s all about luck.

      Reply
    • Craig, we don’t have a VC network like that of the US because of the bankrupcy laws. And we don’t have the time to change our bankrupcy laws and wait for the VC network to build up; we need to fund startups directly until such time as those things are done.

      As to the prestartup/startup distinction, there isn’t really one. I’ve worked in both, and the difference was that one had an office and the other didn’t. Both are used as proving grounds for new programming languages, new work methodologies, new ideas and new people. And both are needed — the IBMs and the banks and the other large companies, they can’t try these things because they have to be risk averse because too much depends on their systems running properly. The startups act as the experimental lab and field testing for new ideas before large companies take them on. That’s a big part of why 90% of them fail.

      Reply
    • V interesting about VC and bankruptcy laws link must look into that more. Also the no distinction between per and startup … Curse my entrepreneurship lecturer !!

      Reply

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