9 Tips for Running a 'Tween' Company

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Scale requires clarity and alignment. The first step is to write down who you serve, why you are relevant, and the core values and culture that will make or break your organization's success. Then, engage broadly and deeply with the organization for belief in a common purpose and the journey ahead, making clear what is expected of them and how to operate as one team.
— Ramin Sayar, CEO of Sumo Logic

Entrepreneurs and leadership teams have challenges and obstacles that are unique to each phase of a business lifecycle. As an entrepreneur and/or key leader in a startup or growth company, you have to be flexible in your thinking and adapt your strategy as you progress the business. As a company grows, different strategies and approaches are required; for example, moving from initial market penetration to what is required to achieve growth or retain market share.

Sumo Logic CEO Ramin Sayar has his own unique view on the stage that comes after the initial startup phase,

"This is a strange, yet exciting stage of a business lifecycle — I call it the 'tween' stage. We don't have the carefree attitude of a startup or the secure feelings of a more mature, late stage company ready for IPO (a teenager) — we are in the middle and have our own challenges and opportunities as a company in this stage."

In this slideshow, Ramin and two other CEOs, Charles Ramsey of Sauce Labs, and Art Landro of Sencha, share their views and tips with other entrepreneurs and companies falling within this "in between" stage in the business lifecycle.


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