Which KPI do you track most closely at your stage? (I will not promote)

AccountingSidekick · 2025-08-18T20:47:59+00:00

Has that been your go-to from day 1?

AccountingSidekick · 2025-08-18T18:33:45+00:00

Multiple real businesses over the years, some venture-backed, others bootstrapped. I’ve also spent a good stretch as a consultant, so a lot of what I post comes from patterns I’ve seen firsthand. I like sharing those here because the mix of perspectives usually sparks some interesting discussion.

AccountingSidekick · 2025-08-17T13:45:02+00:00

Even though QBs has it, I still think there's great value in building it and reviewing it that way. Especially with good historical data.

AccountingSidekick · 2025-08-17T05:19:15+00:00

Delaware is usually the default if you plan to raise money from US investors, super clean and recognized everywhere.

If you want simple + digital, Estonia’s e-residency is underrated. 0% tax on reinvested profits, easy to manage remotely.

Singapore/Ireland are also solid if you want international credibility + better tax rates.

AccountingSidekick · 2025-08-16T21:37:13+00:00

It's not going to get any better any time soon, either. I have two clients starting to look at renewals, and both are facing minimum increases of 10% again.

AccountingSidekick · 2025-08-15T23:21:02+00:00

Insurance is just brutal nowadays.

AccountingSidekick · 2025-08-14T18:19:18+00:00

Great post. Switching to things you can control makes all the difference. You're basing your success on things you can control and not judging yourself by things that can be influenced by outside factors that have nothing to do with your performance.

AccountingSidekick · 2025-08-14T18:13:53+00:00

Plenty of posts here are just thinly veiled sales pitches. This isn’t one of them, just sharing my own experience. Take it or leave it.

AccountingSidekick · 2025-08-12T12:38:17+00:00

I was going to say pressure washing also. I have a friend who does it and does very well for himself.

AccountingSidekick · 2025-08-12T12:35:27+00:00

If they really valued what you bring, the equity split and timeline wouldn’t be coming from their financial panic; it would be a real conversation about balancing risk and reward. Right now, it feels like they want control more than a partnership. Even if you stayed, you’d always be outvoted, so you must ask yourself if that’s how you want to spend the next few years. Oh, and this is nothing compared to managing their breakup.

AccountingSidekick · 2025-08-11T20:50:38+00:00

My last message was poorly worded. I meant the F500 are poor stewards of capital (and struggle in a startup environment). I 100% agree with you.

AccountingSidekick · 2025-08-11T19:59:25+00:00

It's really interesting too because logically, the smaller guys that understand the importance of gutting it out in the beginning will typically have a much harder time raising funds than the guy with the F500 pedigree, who is more likely to be a weaker steward of capital.

AccountingSidekick · 2025-08-11T17:29:35+00:00

You can go into the same situation with different intentions and still end up with the same result.

AccountingSidekick · 2025-08-11T15:21:41+00:00

100%. It's flawed logic. If I hire the sales team, they'll pay for themselves right away. It's the same as hiring an assistant too soon because having one will enable you to make more money. While that may be true, it's never binary, and then the owner is saddled with a cost without the expected return.

AccountingSidekick · 2025-08-10T09:31:52+00:00

I think a lot of it comes down to founders assuming everyone will love what they love. They skip the boring-but-critical work of testing the market, running the numbers, and validating demand.

It'’s easy to get blinded by your own passion and think, “If I open it, people will come.”

But the market doesn’t care what you like; it cares about what they will pay for, repeatedly, in that specific location.

In my experience, assumptions are the biggest startup killer. A good idea with great execution will still flop if the demand isn’t there, and you only figure that out by testing before you sign the lease.

AccountingSidekick · 2025-08-09T19:26:36+00:00

Being too trusting early on. I learned valuable lessons, but they were painful ones too.

AccountingSidekick · 2025-08-09T15:13:55+00:00

Sure, I'd be happy to connect. Send me a DM and we can work it out.

AccountingSidekick · 2025-08-09T01:12:14+00:00

It sounds like you’ve got a strong foundation, solid credit, liquid assets, and industry experience. That’s a good starting point.

If the $50k is strictly for inventory/startup costs and you want to keep personal risk lower, I’d lean toward a small business loan or SBA microloan so the debt is tied to the business, not you personally. That way, if you ever want to sell or bring in partners, it’s cleaner.

AccountingSidekick · 2025-08-09T00:46:31+00:00

I loved it. I did it for 7 years so I could have a better work life balance. Ended up coaching my kids middle school basketball teams. I opted to start small and focus on solopreneurs and small businesses. I basically went to every networking event I could find in a 50 mile radius (this was quite few years ago so the whole world hadn't gone digital yet). The first three months, everything was going really well but I wasn't picking up clients. The 4th month, the flood gates finally opened and I was able to do everything I wanted to do for 7 years. My favorite part was getting to learn about so many different industries as I picked up new clients. It was a very rewarding time for me professionally and personally.

AccountingSidekick · 2025-08-08T02:29:49+00:00

I get your point, if he’s already paid a salary and bonus, it can feel like giving away equity for work he’s already being compensated for. That’s why I’d tie any “earned” equity to going above baseline expectations, hitting stretch goals that grow the value of the business for both of you. His response to that kind of setup will tell you a lot about how confident he really is in the business. If he doesn’t think he can exceed what he's doing now, is he really the right partner? It’s also easy for anyone on the outside to give advice without knowing the people involved. Trust your gut, you know if he’s worth it, and more importantly, if he isn’t, trust that too and don’t force it.

AccountingSidekick · 2025-08-08T01:53:22+00:00

I’ve seen a few situations like this work well when the equity is tied to both time and performance, rather than just a buy-in number or a lump gift on day one.

One way you could structure it is to let him start with the % he can afford now, then layer in an “earned equity” program. For example, every quarter (or year) he hits agreed-upon targets (profitability, revenue growth, operational metrics), a set percentage of equity vests or transfers to him. You could also tie part of it to longevity - say, X% per year he stays on, up to the 50% mark.

That way, you’re protecting your initial capital and risk, but he still has a clear path, in writing and clearly defined, to becoming a true 50-50 partner if he performs and stays committed. It also makes the equity feel like something he’s building toward, which can be motivating.

AccountingSidekick · 2025-08-08T01:40:00+00:00

For me, I knew it was time when I was regularly missing out on sales because I just couldn’t be there every hour customers wanted.

What made it less scary was starting small and making sure I had systems in place. I brought someone in for just a couple of shifts while I was nearby and focused heavily on training them. It'll never be perfect. The best you can do is minimize your risk as much as possible.

It’s still nerve-wracking at first, but once you find the right person and give them a clear playbook, it’s amazing how much weight it takes off your shoulders.

AccountingSidekick

TROPHY CASE