Govindh JayaramanEntrepreneur. Change-maker. Leader. Learner.

Entrepreneur. Difference-maker. Believer in the power of one. Lifelong learner. Passionate leader. Strategic Dreamer. Author of Paper Napkin Wisdom (@wisenapkin). Coach and teacher to more than 50 Accelerator companies. Becoming the change I want to see ...

Recent Answers

Dangerous to pitch a partner ... instead seek to align yourself with companies that share your Core Values. Without that you really have nothing in the long term and when I'm doing partnerships I'm really concerned about alignment in the long term.

So, on that basis, I'd find companies that use the same kinds of language as you in their outward facing communication. Be discerning, it'll pay off!

I have a great podcast on this here:

Make it a great day!

Hello ... I've pivoted a few times and can tell you that the answer to your question is not binary. There is no answer to your question based on time, quantity of customer interviews, or even a sales figure.

Sorry to say this, but I don't think that this question will really get you the answers you're looking for.

If your challenge is that you feel that you've put in enough "time" and, hence, think you can start to pivot your model to the next phase - you're looking at it the wrong way.

If you've managed to start-up and align the company along your mission, vision and values ... then the key is to hone in on the sweet spot. That 20% of your customers, contacts, employees, etc that drive 80% of your results. You need to refine your model to a sustainable competitive advantage that is a beacon to the customers you want, the employees you need, and the resources to bring them all together.

You turn on the light and become that beacon when you start to build organizational alignment around mission, vision, and values. The key is then based around getting the Right People in the Right seats and working on the Right things. Suggest you read the Rockefeller Habits by Verne Harnish if you haven't already.

You can focus on your BHAG, but keep the focus on the next step. You can focus on innovation and marketing in that space and that's where the company needs you.

If you want to go fast, go alone. If you want to go far, you need to bring people with you ...

When you've built the systems and structure around alignment you're ready to pivot and scale.

I have lots of blog posts on this subject, just follow this link:

Make it a great day!

Hi - I run three successful companies of varying sizes. It can be done, but it is not easy to accomplish and it is easy to get sidetracked if you are not intentional about developing focus each and every day.

I've written and podcasted a fair bit about this subject ( but the key is this: develop a very clear picture of where you're going; develop a top 5 list each and every day of the most important things that you can do that day to work toward your goal, maintain records of your progress, ask for help along the way, get a coach/mentor/forum of your peers, and execute consistently.

Make it a great day!

There's a bit of myth regarding time management in my view. That said, I think there are two perspectives to the answer - depending on your perspective in asking the question. If you're asking because you seem to be running out of steam before you get the work you need done in a week, I'd suggest your issue is not time management but either energy management or focus.

I've done a few blog/podcasts on this subject from that angle:‎

On the other hand, if you feel like you work all day and are failing to get ahead on the key and important parts of your day, I'd suggest you have an issue with establishing priorities:

Make it a great day!

I have a couple thoughts for you around decisions like this one:

Perfect is the enemy of done ...
Ready, Fire, Aim ...

Nothing is forever and if you miss you can change ... how do you feel? Do you like it? You're the entrepreneur and, ultimately, the business serves you - not the other way around.

For bigger strategic decisions use this structure:

Make it a great day!

I've been an entrepreneur for a long time (since 1990) and this subject is there in the highs, the lows ... there are so many times that I've felt this. I can really say I've had two lives, however, the first was when I was alone (Lone Ranger style). Even though I had business partners I had so much time when I felt I was all alone. And now ... where it is very different.

I can remember times that were so bad from a cash flow point of view that I would look at pan-handlers with a pot of money in a hat, or cup and think, "wow, they have more cash than I do right now."

Life for me changed when I joined a peer group for Entrepreneurs called Entrepreneurs Organization ( ... the impact on me, my business, my family and my ability to contribute to a greater good has been obvious to all that know me. I truly can say that I am a better person accomplishing more than I had thought possible since my journey with EO. That said, you have to have a business of more than $1 Million in USD sales per year to qualify for membership. There is an Accelerator program put on by EO, with many of the same benefits plus instruction to help grow your business - and all the instruction is put on by people who have DONE it before. You can get info about that at ...

But if neither of those things make sense to you ... I have written a number of blog posts on this subject. They are also podcasts so you can listen when you're on your way to and from meetings. They mostly deal with the fact that we can be our own enemies when we're in that low phase ... we need to ask for help from our teams, from our friends and from others.

The reality is that we all have baggage - as leaders and entrepreneurs we NEED to find people to help us unpack.

Here are some blogs for you to look at:
About a Forum of peers:
Vulnerability/Asking for help:
On riding the emotional roller coaster of being an entrepreneur:

I've been there ... just remember you are not alone.

Make it a great day!


I have a business that operates in this space and it can be tricky because of the dynamics. That said, not knowing anything about the sector, size or scope of your business and the question it makes this hard to answer.

It's generally accepted that the greatest example of a 2 sided market is the credit card business ... and they're a useful example of how to create market efficiency and marketing prowess in the space. In this kind of thing I'm a big fan of R&D (ripoff and duplicate) what they're doing well ...

Watch for the cross-market effects. That is the larger your network side of the market the more attractive and differentiated you are from competition. Secondly, the pricing model likely has a more lucrative side and a more subsidized side. The greater alignment you can bring to those sides around purpose the greater the long term synergy. Finally, these models tend toward a dominant player ... watch out for that (unless you're that player).

Good luck.

So many great thoughts around this ... the only thing I'd add is that a decision around solely financial principles will fail in the long term. Systems are more important than goals and Core Values alignment are more important in the long term than short or medium term promised or proposed financial gains.

Looking for Core Value alignment first empowers the freelancer to truly create synergy and leverage in the new relationship. Gaining 20% in something that has synergistic value in addition to a reasonable base may make sense if the partners are in great alignment. If not, there's no long term value to the relationship.

Tactically, the freelancer should look at the agency's systems and processes to ensure they are efficient and that there's further operational value in the alignment of their priorities.

I've written a great deal on core value alignment and you can find blogs and podcasts here:

Good luck and let me know if I can help.

Culture < Core Values ... that is the greater question. Does the person align with your Core Values and that of the company. Culture is a product of a number of things ... but the greater and more measurable metric is Core Value fit.

I have made the mistake of keeping staff because they fit the culture, but the fact is that the culture needed improvement and I wasn't aware until much later because we weren't measuring alignment with Core Values on a regular basis. Core Values alignment is the heartbeat of the Organization. I have a number of blog and podcast posts on this subject here ... feel free to check them out (especially the one with Christine Comaford) and let me know if you have any questions.

Good luck!

This is a great question. I've had teams that are great and ones that needed to be re-engineered ... the key is leadership. It's sometimes hard to understand that, as a leader, all things begin and end with the leader. It's the leader's job to first articulate the core values that are going to define behavior when no one is watching ... what are the key things that govern how you want your team to act? What are the competencies required to act in a matter consistent with this. Then we need to set clear parameters for performance, what do you want them to do, by when, what skills should they bring to the table. What are the consequences of misses, and what are the rewards for successful completion of activities? How do their activities contribute to the greater Purpose of the company (Mission, Vision) and how will you support their professional development. I have several blog and podcast posts on this subject at ... feel free to check them out and get back to me if you have any questions!

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