Tiny
tinycapital.com
Tiny
1–10 of 158 posts
Re: Tiny
#2What's the catch with this, I wonder? If it's so easy to cash out, what does that mean for the price at which you cash out?
How does Tiny manage to stay non-interventionist as they claim?
It's interesting but I think there has to be more than what's pointed out here going on
Re: Tiny
#3What's the catch with this, I wonder? If it's so easy to cash out, what does that mean for the price at which you cash out? How does Tiny manage to stay non-interventionist as they claim? It's interesting but I think there has to be more than what's pointed out here going on
The catch is that your business has to be in pretty darn good shape. They won't just buy any company, you have to prove it is stable, profitable, and growing.
Re: Tiny
#4Tiny is basically as advertised. A few years ago, I tried to sell one of my businesses to them (Zack) and he was straightforward in his reason to pass back then (profit too low). Took about a day once I had my metrics sorted.
The experience was positive and re-enforced my understanding of important growth metrics and product storytelling.
Re: Tiny
#5Thanks for sharing. I found a lot of interesting information here. https://www.upsers.onl/
Re: Tiny
#6See also https://open.store/ for Shopify stores.
Re: Tiny
#7What's the catch with this, I wonder? If it's so easy to cash out, what does that mean for the price at which you cash out? How does Tiny manage to stay non-interventionist as they claim? It's interesting but I think there has to be more than what's pointed out here going on
The catch is that your business has to be in pretty darn good shape. They won't just buy any company, you have to prove it is stable, profitable, and growing.
I imagine it has to be something that another company can generically understand and take over. A startup where the founders deep domain knowledge / connections is the key - that domain knowledge / connections go when the founder leaves.
Re: Tiny
#8Tiny is basically as advertised. A few years ago, I tried to sell one of my businesses to them (Zack) and he was straightforward in his reason to pass back then (profit too low). Took about a day once I had my metrics sorted. The experience was positive and re-enforced my understanding of important growth metrics and product storytelling.
Yes, having been through situations like that you can feel bummed and dejected at the time because the deal didn't go through, but when you look back it can seem like a really positive learning experience.
Re: Tiny
#9Tiny is basically as advertised. A few years ago, I tried to sell one of my businesses to them (Zack) and he was straightforward in his reason to pass back then (profit too low). Took about a day once I had my metrics sorted. The experience was positive and re-enforced my understanding of important growth metrics and product storytelling.
> profit too low
> important growth metrics
> product storytelling
Yup. Everything that's wrong with (predominately US) modern business culture.
Product doesn't matter, storytelling is. Nothing matters, inflated growth metrics do. Profit doesn't matter unless it's high (for some definition of high), but even that doesn't matter if you have hyperinflated growth metrics.
Re: Tiny
#10Tiny is basically as advertised. A few years ago, I tried to sell one of my businesses to them (Zack) and he was straightforward in his reason to pass back then (profit too low). Took about a day once I had my metrics sorted. The experience was positive and re-enforced my understanding of important growth metrics and product storytelling.
Sounds good. An instant NO is better than a dragged out and expensive NO.