How I Launched My First Startup

One of my goals in life was to start a company and on July 31, 2013 I launched When you subscribe to we ship you 4 different teas every month. This allows people to easily experience new teas and flavours.

Here are a few tips I learned while creating and launching that I thought would be useful for people wanting to launch their own companies.

Sleep on the Idea

I had the original idea for 2-3 years ago. At the time I wanted to ship out bags of coffee instead of tea, but for various reasons the timing wasn’t right and I never executed on the design. Every few months I’d think about how I could get to work and I constantly thought about it. I started drinking tea a lot and in May of 2013 I knew I was ready to start this company. Having that long-lasting idea helped me finish Short term ideas are often not important enough to finish.


The most important part of starting a business is researching the feasibility of the company. You can have the most amazing idea fail if nobody is willing to pay you for it. Once you’ve found people willing to pay you for your idea you need to research whether you can be profitable from it. I know there are stories of companies not being profitable until year 2/3/4 but that’s not the norm. I wanted to make sure that was profitable from almost day one and that took a lot of research into the costs of shipping, packaging, buying the tea, etc…

Researching your company first can save you a lot of time building something that won’t succeed.

Use Tools your Comfortable With

For me, launching my first company meant removing as many barriers to launch as possible. One of these barriers was technology. It’s exciting learning a new language, using the latest and greatest framework or technology but these things take time to learn and ultimately delay the launch of your company. I stuck to what I knew (Python, Django, PostgreSQL) so I could launch quickly. Using these tools also let me fix 14 separate things that weren’t working correctly after I launched. If I had used the latest and greatest tool it would have taken me longer to fix those problems.

Just Launch

There’ll always be missing features and nice to haves that you want to add. I could easily have procrastinated the launch of until 2014, then 2015, then never if I had tried to put every single bit of polish on the design and every feature that I wanted. Figure out the absolute minimum that you need to launch with, do those things and then launch.

For example, still doesn’t have a great logo, or labels for the first shipment, or even shipping envelopes. I knew I could do all of those things once I launched and got customers.

Content is greater than Features

The biggest oversight I had when launching was not to have as much content as I should have. The number one criticism about the site was that my tea section was empty. I initially thought that didn’t matter because each month the tea selection is chosen by myself and my team but I quickly learned that people want to see what they could be buying.

Next time I’ll make sure I’ll have all the content I need and potentially pass of some features that aren’t necessary.

Leverage your Network

Once you’ve launched your company you need to market it and get the word about about it. One of the best ways I found to do this was to leverage my social network. I created a Facebook page and a Twitter account and told all of my friends, family, acquaintances and pretty much anyone I could about it. Ask people to sign up, ask people to give you money, do whatever you can to get people to sign up and tell their friends about it.

I’m still learning about running my own company so if you have any tips or tricks I’d love to hear about them. Also if you haven’t seen the copious amounts of links, sign up for now!

7 Musings on Minion Management

So, you’ve just been promoted to the dark side of management but you don’t know how to lead your minions?¬†Here are a few tips on keeping your plebeians in line:

Make your Minions do the Dirty Work
You shouldn’t worry yourself about work that’s underneath you, you get paid way to much. You’ve hired coder monkeys to handle everything from downed servers at 3am to documentation to those pesky clients. All you have to do is sit back and make sure they don’t lose focus.

Don’t give any Praise
Your minions just put in 100 hour weeks to get the feature launched on time? They get paid to do that work so there’s really no need to tell them they’re doing their job. Work horses don’t need to be told they’re doing a good job every time so why should your employees? As soon as you’re done you should give them more work since that’s what they need.

Belittle your Minions
You’re the manager so that makes you better than everyone else. If they were as good as you, they’d be managing people themselves. This means you’ve earned the right to make the others know that they aren’t as good as you.

Always Leave before your Minions
Your time is way more valuable and you don’t want to wear yourself out. This means you should come to work later and leave earlier than your team. Besides, as long as you’re doing a good job guiding your newbies they should be able to carry on their work when you’re gone.

Avoid all Responsibility
If your staff messes something up it’s their fault not yours. Why should you be held responsible for something they’ve done. When the top brass asks you what happened make sure they know exactly who screwed up. This also secures your position because you’ll never do anything wrong.

Believe that your Job is more Valuable
Obviously the people underneath you wouldn’t be able to do their job without you. Who would lead them? You get paid more so that means you’re way more valuable than them. Make sure that they know you’re more valuable to the company.

Always think you are Right
Again, you’ve probably been there longer and you get paid more so that means you’re always right. When someone tries to tell you otherwise make sure you make them look bad to their co-workers; this will show them who’s boss.

If you’ve gotten to this point and haven’t realized you shouldn’t do any of these things you probably shouldn’t be managing people. If you realized that you should be doing exactly the opposite than go forth and manage! If you have any suggestions on things you shouldn’t do as a manager feel free to leave them in the comments.

Working at G Adventures

A while back I wrote about hiring for culture, not skill and I talked about how G Adventures has a culture fit interview which is the final go, no-go as to whether or not an employee is hired. Because of this post, one of the most popular search terms for this blog is “working at g adventures” and I thought I’d take the time to write about what it’s like working at G Adventures.

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Meetings are Poisonous

Last week I was talking with a group of friends about what their “perfect work day” would be. A number of scenarios were discussed when one person said “an entire day filled with meetings”. I began asking them questions about why they felt this way and what their meetings entailed to try to get an understanding of why they would want an entire day of meetings.

After a brief conversation I came to the conclusion that meetings are poisonous and should be removed from the social norm of the business world.
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Hire for Culture, Not Skill

G Adventures doesn’t hire new people the way most companies do. They still have the normal interview process but what sets them apart from most companies is something called the “Culture Fit” interview. This is the last interview that a candidate goes through and it gives the last go, no-go whether or not a candidate is hired.
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Properly Handling Failures

Remember the two benefits of failure. First, if you do fail, you learn what doesn’t work; and second, the failure gives you the opportunity to try a new approach –¬†Roger Von Oech

Every developer has written a bug at least once in their careers. It’s almost a rite of passage to debug faulty code and turn it into something that works. Most of the time these bugs are caught before they ever reach the eyes of your customers but every so often a bug gets through to production. How you handle these bugs can be the difference between a successful program or business and a failed one. A couple of days ago a company emailed me with one such bug and it demonstrated a company that knew how to handle failure.

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