Johnson Cook

Atlanta tech investor. Entrepreneur.

Johnson Cook - Atlanta tech investor. Entrepreneur.

Setting External Goals – EO, YPO, Village Verified and the 83.3 Club

 

When I started my first business, I discovered the Young Entrepreneurs Organization early. It was just for me… until I realized that it had a revenue threshold of $1mm in annual gross revenue.  I was equally bummed and motivated. I realized that I needed to set $1mm as a target for my business because I wanted to be in that group.    For my next business, I have the YPO target in mind already. $12mm in annual revenue, be the CEO or President, and join before your 45th birthday. (And a few other requirements, here.) I’m not there yet, but 11 years to go!

There is something valuable in goals that are external to you and your company.

If you set an internal only goal like one of these, it would be easy to make excuses and say things like “we decided that revenue isn’t important, and we want to focus on user growth.”  If you set the goal to Join EO or Join YPO, then there are metrics outside of your control. Giving up is not an option.

See Seth’s post on Owning It. This one made it to my “classics” folder.

In the Atlanta Tech Village, we are hoping to provide some stepping stone goals for all companies in the Village.    The first one is our Village Verified program.    This is our six-figure club: meaning that a startup has reached $100,000 in either funding or annual revenue.   Once in Village Verified, serious new perks and meetups will be unlocked to a startup founding team.   Villagers reading this- members can apply to become Village Verified here on F6S.

Next up for us in the Village is to create the 83.3 Club.   This is the equivalent of the EO membership target. $83,333 in monthly recurring revenue (MRR) is a giant accomplishment for tech startups. This means you are at the $1mm annual recurring revenue (ARR) mark and have proven serious traction.

Don’t shy away from big goals like this. Put it out there. Put a timeline out there, and go for it.

 

Inventing Deal Pipeline Boxes for Atlanta Ventures

 

Zemanta Related Posts ThumbnailGiven that we are relatively new at this quasi-institutional investing with Atlanta Ventures, we have had the opportunity to do the same as most startups and that is learn how to invent our own wheels. How to find deals, how to evaluate them, and how to manage the workflow and tracking.

It may help startups raising money to understand how we’ve setup our pipeline so you can understand the process.  Here’s what our deal pipeline looks like.  (By the way, we are using Stream CRM to manage this right now. A free CRM that is a Gmail Plugin by a YCombinator company that seems to be on a rocket ship.)

  1. Lead – the holding area for every possible lead, no matter the source.  After evaluating tons of tools (including DIY), we have finally determined that F6S is the absolute best tool for startups, investors, funds, accelerators, and incubators.
  2. Want to Pitch – if the startup looks good on paper, the founders have some visible domain expertise and it’s an area not completely foreign to us, they go in the want to pitch. Usually this means Lindsay will start working to schedule a first meeting with myself or one of the team.
  3. Pitch Scheduled – sometimes meetings take a while to schedule so these can be in this bucket for 30-60 days.
  4. Want Second Meeting – After a first meeting, if we like what we see, we typically will assign some homework. We ask startups what they will accomplish if/when we get together in 30-60 days. The second meeting is largely a test to see their ability to follow-up and deliver.
  5. Need Outside Input – Many times, we like the founders and the idea but it’s a little outside of our team’s expertise, so we introduce the entrepreneurs to other investors and entrepreneurs whose opinion we trust for feedback on the idea.
  6. Second Meeting Scheduled –  During this time between first and second meetings, we like to stay in touch with the entrepreneur to get a feel for what it’s like to work together. Communication styles, etc…
  7. Term Sheet – Once a term sheet discussion starts, we move them here.   Surprisingly to me, we have only closed around half of the term sheets we’ve negotiated this year – a lot can happen in the time that it takes to negotiate a deal. Life happens, success happens, failure happens, valuations change, other investors happen. So it’s another reminder to everyone at the table that a term sheet isn’t a closed deal.
  8. Monitor – The 2nd largest end result is this bucket. It’s for teams that we like with pretty good ideas, but the timing isn’t right or there are a few pieces of the puzzle still missing. We want to keep an eye on these and if they request another meeting in 3-12 months, we want to be sure to take it to follow up and see the progress.
  9. Unlikely – I don’t like the terms that are absolute… so internally, we like to be open to amazing things happening down the road. But the bottom line is that we’ve told these teams “We are not a fit.” so we aren’t stringing anyone along.
  10. Worked and Passed – This is where the term sheets go that don’t close.  This is the category I don’t like. It means a lot of energy was spent on something that didn’t happen. My operational goal for us as an organization is to keep this as close to zero as possible.
  11. Signed! – Ahhh, the good stuff.   This is when the fun begins. This is what it’s all about. NOW we get to help Atlanta entrepreneurs build companies.

napoleon-dynamite-kit-yes

Hot Hot Themes in B2B SaaS Startup Opportunities

 

Following up on the post from Sunday about types of businesses I like the best, I’d like to share some more forward looking ideas about startups that I like.   In Atlanta Ventures, we have a solid strength in B2B SaaS, and within this opportunity area, there are some themes that we see and love.   I wouldn’t consider these the same as Foundry Group’s Investment Themes; meaning, we aren’t limiting ourselves to investments in these areas. But these just get me extra fired up.

Automation. Sure marketing automation is hot, but there is so much more automation that can happen now. With tools like Kevy now connecting our data, business processes that are still done manually can no be automated to a level never before possible.

Predictive.  This are of Big Data is definitely bleeding edge of SaaS — but I think it’s about to explode. Given all the data we have now and the simplicity of connecting, evaluating, and leveraging it, making predictions about things we’ve not normally tried to predict is a huge area.

Data ownership.  Big Data is the new awesome wild west. There are now new opportunities in a whole new value chain. The collectors of data. The aggregators of data. The ideas of what to do with data. The services to implement the ideas. Obviously, the person with the most value potential in this chain is the person who owns the data. Whether it’s collection, gathering, generating– the ownership is key.

What an exciting time with all of this. I feel like a B2B SaaS MacGyver could really make a ton of money right now.

macgyver

 

Sales Solves All Problems – As Long As…

 

Years ago a successful entrepreneur friend of mine told me “Dude, sales solves all problems. Put your foot on the sales accelerator and no matter what happens, don’t let up!”

I keep trying to find an exception to this absolute statement, but I haven’t yet found anything to truly  contradict this.  Some examples of the debate go like this:

- Having a hard time fundraising for growth capital? More revenue and faster growth rate of revenue will always attract investors and better valuations.

- Limitations with your product?  If you have revenue now, then you have something that people will pay for, so sell what you have. Fund the product enhancements with sales revenue.

- Team resource limited? Need more hires to deliver the goods you say, sell more stuff and get creative with your payment terms and delivery plans so that you can do what it takes to deliver and have money left over to invest back into cash that will eventually be able to grow the team.

I could go all day… and some days, I literally do have this conversation with startups all day long because they are stuck raising money and don’t know what else to do. It’s not a silver bullet, blue pill, or magic potion, but it “sell more” is the answer that startups usually need, whether they like it or not.

There are however, just a few assumptions that go into this [otherwise] absolute statement that sales solves all problems.

Assumption #1: Your business model is fundamentally sound and you make a respectable gross margin.

Assumption #2: You are fully committed to the business for the long term. There are no quick fixes in growing a business.

Assumption #3: You aren’t disappointing your customers. You may not be able to exceed their expectations, but at least delivering to the expected value is mandatory.

Assumption #4: You have an awesome culture and your team is on board with you and enjoying life.

 As long as these fundamentals are in place, then I stand by the motto “sales solves all problems” for startups. Roll up those sleeves and make some cold calls.

Action item: need advice on how to sell? Read Predictable Revenue by Aaron Ross YESTERDAY!

 

 

Deal Evaluation Tool: The 3 Traits of My Next Startup

 

Recently I was taking a look back to evaluate some of the best startup business ideas I’ve seen.  I was hoping to find a checklist that could be used to gauge “what makes a good idea?”   Not surprisingly, there are so many moving parts around the team, timing, market, strategy that creating this checklist is a next-to-impossible task.

So I took a different approach. I looked at our database of startups and said “Which of these would I personally want to launch today… given my personal style, experience, and resources?”    That list is much smaller than the “good idea” list. So then I was easily able to pull out three top traits of the businesses that I would launch today if I were looking for something to do.

1. B2B and starting focused on the low end.

In some respects, selling to SMB’s is like the B2C of the B2B world. That means lower price points. Lower touch required for selling. Automation tools play a key role in lead gen, nurturing, closing, and customer engagement. It means you have more customers using the product earlier so you learn and iterate faster. But unlike B2C businesses, these customers are usually paying you, so you have more customers but also faster to cash-flow positive.   As you learn and grow you likely will go up market and sell to more enterprise customers, and this usually makes sense for businesses that start out selling to SMBs. If you have enough customers and cash flow, then you have the luxury of choosing to go farther up or down market.

2. Massive upside in the solution: ROI can be reasonably argued to be unlimited.

I could never sell something to HR departments. It’s just not my style. I don’t want to sell a risk management solution where the absolute best case scenario of my tool helps their risk go to 0%. The problem with that is that ROI can be calculated and it has an upper limit.  I love selling tools that help companies dream bigger. I want them to see that the “closing one more deal” is just to cover the cost of my offering, but what they are buying is not the ability to close that one more deal, but to close hundreds more deals! And then to grow that monthly!  I want to sell something that is inspiring and looks more like a Larry Page’s 10x idea to the customers buying it.

3. Constant, heavy use.

The most beautiful example of this is Salesloft Job Change Alerts. Although it’s a free product, I use and depend on it every single day.   Without heavy utilization, value can disappear or be forgotten. Being front of mind of the customers is key to building a high growth company.

Again, these are just the top characteristics based on my personal style. It’s a good exercise if you are evaluating ideas for yourself. Build a checklist.   If you are already in your business, it would be good exercise to define why you love your business. Understand the reasons you think it’s going to change the world and be able to articulate that to anyone you meet.

ps. If you happen to have a startup that meets my 3 traits above, I want to hear about it…  johnson.cook@atlantaventures.com

 

 

 

Go Big or Don’t Go

This post goes out to those entrepreneurs who have been around the block once or twice and are actively seeking the next thing.  It’s not for the first time startup CEO.

Allen Nance is on a crusade to get Atlanta to GO BIG.   I’m in. I totally agree.

Here’s why it’s the only thing you should be considering if you are looking for your next thing…

Opportunities are everywhere.

Holy cow this is so true. There are really good ideas, smart people, great investment opportunities around every corner. They are everywhere! If you think there aren’t deals and good startups in Atlanta, then you aren’t spending enough time in Midtown at Spring and Fifth and Buckhead at Piedmont and Lenox.  There is an awe-inspiring amount of energy going into tech startups in Atlanta right now.  With so much quantity of opportunity, we have the unique luxury of waiting for a big one.  Take your time– you will find one.

It’s too easy to go small.

Everybody is starting something these days. Doing another one that fits in with the crowd doesn’t get me going, nor will it fire up a proven entrepreneur.  You know from the last one that this shit is hard. Really, really freaking hard.  You don’t need to be going into your next company thinking “money ball”… getting on base isn’t enough for the fire that you need to build a giant team, raise a ton of money, and create a world-changing product.

You owe it to the community.

You are in possession of the most expensive education an entrepreneur can posses. You’ve already been there. You know what is ahead of you.   You are the equivalent of a physician with a license to practice medicine and an MD after your name.  Put that education to work and do something bigger this time around.

But Johnson, why is this only going out to proven entrepreneurs? Are you saying I can’t go big the first time out?  What about (fill in the blank)?

Of course there are tons of companies that are successful from the first time. But this post is not about the reality of the success, size, or scope of the company: it’s about the MENTALITY OF THE ENTREPRENEUR.    Remember, my goal is to create entrepreneurial inspiration as fuel for entrepreneurs.  We should all be so lucky as Steve Jobs to have our own personal Reality-Distortion Field around us. Proven entrepreneurs have the self-awareness to engage this RDF and still get cool stuff done.

 

 

 

Intentional Mentor Relationships – Acknowledge Growth and Chapters In Your Journey

 

One of the secrets of the most successful entrepreneurs is their ability to leverage mentor relationships along their journey.  An interesting observation here that few people talk about is that mentors for one chapter in your journey may not be the most effective for future chapters.  Of course there are different kinds of mentors: personal mentors, family mentors, industry mentors, and general entrepreneurial mentors.

From my own experience, I have a ton of love and respect for my mentors along the way. But I admit, and they will tell you, that what I needed to get my very first business off the ground at the age of 20 is different than the mentoring that I needed to grow it and different again for what I need now. Many of my early mentors I now consider my closest friends (more than mentors) and will appreciate them forever.

You too will find that you will outgrow your mentors, and there’s no shame in this, as long as you show respect and remember to pay it forward and help others, just as those early mentors helped you.

A great book on this topic and others is listed on my books page: Necessary Endings. It is a super encouraging book around how we grow, how we prune our lives and move forward when it’s time to move forward.

I encourage entrepreneurs to constantly be evaluating your mentor relationships. Be intentional about them. If you aren’t being challenged and fed loads of helpful value, it’s ok to look around and add mentor horsepower to your calendar.

 

Adventures and Lessons in Commercial Real-Estate

 

The first photo of the future Atlanta Tech Village Event Center

The first photo of the future Atlanta Tech Village Event Center

I hope I’m not bursting anyone’s bubble about us with this post, but if you didn’t know already, for those of of us at the helm of the Atlanta Tech Village … this is our first venture in world of commercial real-estate development.  It has been a ton of fun, and already I can start to see the lessons learned that will make the next project even more fun.

A few of the top lessons learned and surprises from my first year in CRE:

There are few fixed processes.
This was the biggest surprise to me. With an industry so old, with so much history and money, I really expected there to be more questions that are answered with: “This is just how it’s done.”  But the truth is, things can be done however you want them done. Each project is unique. Every relationship is unique.  Every contract, every price, every process is unique to any given project.  This surprised me, but it has been fun to navigate.

There is an opportunity to be creative around every corner.
A year ago if you told me that a real-estate developer is successful because he/she is more creative than those around him, I would have giggled.   Building + tenant. How creative can you get?   I couldn’t have been more wrong!   To develop real-estate takes a TON of creativity. You have to find ways around, in, over and under things… from regulations, to fixed laws of physics, to financial arrangements, to personal relationship building, negotiations, and especially vision.

Teams must be managed differently than in a startup.
Unlike in tech startups where you can recruit a team to your own culture and can build around core values, this doesn’t work quite the same in CRE development.  The biggest difference is that you are outsourcing everything. You aren’t going to have a rockstar architect, general contractor, permit expeditor, urban planners, audio-visual experts, mechanical engineers, structural engineers, cleaning crews, equipment rental, etc, on your team in-house.  You are forced to use a team made up of 95% contractors. Culture is different here. Where a startup team can and usually should be left to make ton of assumptions for you, this can’t happen with this much variety of personalities at the table. You have to work hard to get what you want and keep on everyone.

The constant challenge— forward motion.
Given these contractors and the nature of their business (that they have other clients besides you), keeping your project in motion is the most difficult thing I’ve discovered. There is always one hand waiting on another hand. Getting the hands to transfer information and requirements from one to another is challenging.

Details are exhausting.
Now that we are finally in all out construction mode at the Village, I’m starting to develop a twitch and lose sleep.  Now we are seeing the culmination of 10 months of planning, almost a million dollars of design and prep work, and thousands of people hours come together. Now the “What if” questions are non-stop for me. What did we miss?   Did we remember power beside every conference room for the iPad apps? Did we discuss the automation enough? What about the elevators? Light switches are where?  Are we clear on the security systems? And on and on… Staying on top of the details is what separates the awesome buildings from the mediocre ones and we plan to be nothing less than awesome.

Everything takes longer.
Ok, so this is true in software too… but no, in the world of CRE, it REALLLLLLY takes longer!!

More factors are out of your control.
This is the last big surprise for me. So much of the process is out of your control. Of course things can be “influenced” (and that’s part of the forward motion challenge), but controlling these elements is a lot different than influencing them.   Neighborhood planning units. Design review committees. City planners.  Building inspectors. OSHA inspectors. DOT officials.    The outside interactions that you have to navigate are far more intense than anything else I’ve done in my life and admittedly it does take lot of the fun out of the process.

Overall, this has been an awesome journey and now that glass walls are starting to come up and our work is starting to show visible rewards, it’s getting even better.   Give us a few months and if things go according to plan, we will have a gorgeous building to show off where people are doing amazing things in an amazing space.

 

The Rah-Rah CEO is Priority Number 3 of a Good Startup CEO

 

The third of the top 3 Startup CEO priorities, I believe, is to be the Rah-Rah CEO Face of the Company guy.    People who have pitched us in Atlanta Ventures have heard me ask this question: “Which one of you is the Rah-Rah guy?”

What I mean is this: Who is going to be “out there” jumping up and down, grabbing attention and being the face of the company?   Every company needs a persons face. It’s not enough to be a cool brand.   Facebook is Zuck.  Apple is Jobs.   MSFT is Gates.   Dell is, well, Dell.  Yahoo is Marissa. Salesloft is Porter.  Pardot was Cummings… now is Salesforce, is Benioff.  AirWatch is Dabierre.  ISS was Klaus. Oracle is… Virgin is… Twitter is… Google is… Turner is…     You see where I’m going with this.   Even a 3-person startup, needs the Rah-Rah “face guy.”

Here are some tips and thoughts on being the Rah-Rah guy.

Be active on social media.   Not obsessed. Just active. Show a personality. Share thoughts, share opinions. Be funny. Be where the discussion is happening. Get mentioned there. Not a company twitter handle, a personal Twitter handle.

Write.   Personal blogs are hugely important for Startup CEOs. It gives you an outlet to discuss macro views of the world that aren’t specifically appropriate to your corporate blog. It also gives you good rhythm and is a nice personal brand platform. It’s pretty likely this won’t be your last company. Make sure people know what you are doing.

Be a person.   Don’t be afraid to share personal stories and parts of your life that are important to you.

Speak, educate, inspire.   Startup CEOs need to be in front of an audience every chance they get. If possible, set a yearly goal for how many public presentations you will give.  Help educate your market about what you do. Help them accomplish their mission in their own businesses and they will repay you.  Don’t always be selling in these presentations. Just be there, be inspiring and be helpful.

Share your personal values.    Along with sharing your personality, share what’s meaningful to you. People will connect with you, because more than likely, other people care about some of the same things you care about. Don’t silo your beliefs and passions away from your company. Be open and transparent about them.

Be an active leader in the community.    Participating in non-profits, leadership or otherwise, is a valuable activity for any Startup CEO. It will help you keep perspective on your own problems, but if you have the right intentions, it will repay you with new opportunities, new ideas, new contacts, new inputs that will help your startup.

Don’t be too afraid of other entrepreneurial projects.   The most successful entrepreneurs I know always have more than one thing going on.  One of my friends tells me that he sees his life as a stool, and he wants it to have four-legs.  Your stool can still stand on 3 legs if one of them falls out from under you.   This goes against what most think about being focused and only doing one thing.  While I agree, for first time entrepreneurs, keeping the plates spinning requires 150% focus and attention, but once you’ve been around the block at least once, you will begin to understand that adding diversity to your energy output makes you learn how to be more efficient.   Done right, you can create a personal synergistic ecosystem where each project feeds the others.

Last point… if you aren’t the Rah-Rah guy, it may be hard to come out of your shell and go find him or her. I sympathize with you, although I can’t relate. :)  My advice to you is to get in front of the connectors around you. Investors, bankers, lawyers, entrepreneurs.   Be humble and tell them you need a Rah-Rah CEO.  The good thing about Rah-Rah CEOs is that they aren’t hard to find if they are good at being visible.      I can say with confidence that there are plenty high energy guys out there looking to be your Startup CEO.

 

The Top 3 Jobs of a Startup CEO

In Atlanta Ventures, we see quite a few brilliant single technical founder startups. These are smart guys who really know how to build stuff, have a great personality, great insight on the problems of the world, and tons of energy.   Yet, of every one that we’ve seen we have agreed internally that they aren’t investable until they find a good Startup CEO.

There are a whole host of reasons why every company needs at least 2 co-founders. But I’d like to specifically share my thoughts on the CEO role.   It really comes down to three priorities.  In my opinion these 3 things should the 90% focus of every startup CEO.

JOB #1.  Cash. Fundraising.

This may be the CEO’s own money. Or it more likely means doing the road show and pitching to investors. However it happens, it is the CEOs job to be sure that the company is well capitalized to accomplish it’s mission. Setting out on a journey to build a company takes capital. There’s no way around it.   Bootstrapping is always an option, so if that’s the chosen path, then the CEO should be an amazing sales guy at bringing in customers to get that cash needed to bootstrap.  Bottom line, CEO needs to fill up the gas tank.

JOB #2.   Recruiting and Supporting the Team.

I learned this two-part lesson from two guys named Jack.

First Jack Daly — the most amazing speaker I’ve ever seen, who helps entrepreneurs get off their ass and build a sales organization.  He reminds you over and over that you have to be always actively recruiting your sales team.   Good sales people DO NOT apply for jobs. They make a ton of money, already. They are GOOD. Instead, you have to ABR (Always Be Recruiting). You have to know the A-players around you and be forming relationships with them so you can bring them to your team on their schedule, not yours.

The same goes for engineers. Especially now, when engineers are the scarcest resource for every company, no matter the size… you can’t rest.  You must always be out there recruiting.

Second was Jack Welch. I’ll never forget when I was in the College of Business at Georgia Tech and he came to speak. He said that he always told the folks at GE Headquarters their phone should ring more inbound than calls outbound. They should reply to more e-mails than they initiate. His point is that management’s job is to support the company. Not create work for the company. I believe the Startup CEO is about the only management there is in early stage, so it’s important to be there to support your team. Not manage them.

Another good example is Home Depot’s upside down org chart. The customer is on the top, followed by the front line store service people, with the corporate management being all the way at the bottom.   You get the idea.

The third job of a Startup CEO….   let’s hold that one for tomorrow. It’s my favorite.

 

Inputs Drive Output, Dummy

 

I should be more embarrassed to say this:  It took me almost 2 years of disciplined running to really figure out that what you eat and drink hours and days before any run affects how you feel during the run more than anything else.

Once I started figuring out how to manage intake– I realized that the output happened. It was like magic.   Yeah right, you say.  Dummy, JC.

Luckily I’m not as embarrassed to say it took me about 30 years to learn that the same lesson applies to my entrepreneurial output.   What you put in dramatically affects your output. Call it productivity, effectiveness, efficiency, or success. Call it whatever you want. It’s output.  And input determines output.

When I started this blog almost 2 years ago (hey wait, that’s when you said you started running… coincidence? Of course not!), I added a section called “Fuel.”  I also had the tagline: “Seeking inspiration as entrepreneurial fuel.”

I finally started to learn that what you fuel yourself with determines your output.  Your output determines your trajectory.

Fuel for entrepreneurs:

- Books. Constantly.

- Mentors.   Intentionally chosen.

- Mastermind Forums.   Uber confidential accountability groups. Structured.

- Music / Art = Creative Inputs

- Exercise = Oxygen for your brain + Energy for your day

- Disciplined cadence. Rhythm.

- Intentional Good Life, like this and this.

Consider this the reciprocal to “garbage in, garbage out.” This isn’t about garbage. It’s about neutral inputs vs. positive inputs.  More positive inputs = more forward motion.

 

An Opportunity for More Media in Atlanta Tech Scene – Dare I Propose More @Urvaksh?

 

Lately I’ve been thinking a lot about the value of media players in an ecosystem. We (Atlanta) are finding our stride when it comes to events.   We are getting the “community centers,” or “clusters” or whatever you want to call them in high gear.   We also are tracking the right things to measure our progress.   One key part that I think we need to focus on is the importance of the media.

People need to know what is going on.   Knowing about the events. Knowing about the progress: exits, fundraises, product updates, big hires, new markets…. getting the word out is important.

We do a fairly good job of what I’ll call “internal” knowledge. This mainly comes from a handful of active bloggers and now a healthy Twitterverse conversation.   But what strong media companies can do is so much more powerful. It’s about bringing new people into the community that aren’t already participating.

One example.
When I was on the Atlanta Tech Edge TV show in August, a local Atlantan saw the show and learned for the first time about the Atlanta Tech Village.   This guy happened to be Joe Gebbia Sr., whose son, Joe Jr. is the co-founder of AirBnB  A San Francisco based startup recently valued at $2.5 BILLION (!?) and has 650+ employees, now in only it’s 6th year.     Joe Sr. called the Village to say that his son will be in town and he’d like to bring him by to see the place and maybe even speak to the community. He did, we hosted him at a Startup Chowdown, and his stories about AirBnB and his personal journey from $200/week existence to riding one of the hottest rocket ships around inspired a ton of Atlanta entrepreneurs. I still hear today from folks how that little chat fired them up.

This is a great example of how broad reach can bring meaningful traction to a community. I think Atlanta Tech Edge and the Atlanta Business Chronicle are doing a great job, but I think there is much more opportunity to tell the story of the Atlanta tech community than just these two organizations can deliver.

Mark my words, there’s an opportunity here somewhere and Urvaksh can’t be everywhere… nor do we really want to clone him. :)

#JustSayin.