From the outside, it might seem that joining a fledgling start-up should only be about economics and the big payoff: the popular business press always has stories of farsighted technologists, instant millionaires, and thirty-somethings coping with Sudden Wealth Syndrome. And there are certainly enough folks in the Valley who have made it that most of us know one. This strikes me as too narrow a view, though – and leaves out the important emotional aspects of start-ups. Deep into my fourth adventure, I’m less occupied by eventual exit strategies than by the day-to-day challenge of managing chaotic growth.
Price lists are never quite current enough, sufficiently detailed, or cover enough of the awkward special situations that customers raise. So, there’s a tendency for HQ product and pricing folks to do a lot of tinkering on the margins with their price lists. We may be forgetting the “consumers” of price lists, though: sales reps who pay our salaries and customers wondering what to buy. Complicated pricing models may be self-defeating.