3. Not focusing on profitability early on
Acquiring new customer logos without having a profitable model is not always a good idea. This approach will definitely help you get initial traction and build momentum. However, at some point you need to have a sustainable and profitable business model in place, otherwise, each new customer acquired magnifies your losses and puts you one step closer to bankruptcy.
As a rule of thumb, the proceeds from each new sale you make need to cover the direct costs associated with providing the service/product sold plus a healthy margin on top. One calculation I always make is **how many new customers/deals need to be closed to reach break-even **or to reach a certain MRR/ARR target. A simple calculation for a subscription business reaching break-even will be dividing the company’s monthly operating expenses by the monthly gross profit that each new customer generates.
There are many other useful ratios and metrics that can be applied and tons of different posts what to use and how to calculate it. My personal favorite, when it comes to subscription businesses, is David Skok’s site that has a very detailed and well-explained section on key metrics such as Customer Acquisition Costs (CAC), Customer Lifetime Value (LTV), etc.
4. Completely ignoring the finance function
The finance function can play a significant role in making your organization data-driven and laying out the foundations for scaling the business. Yet having someone with CFO skills on-board (either as an employee or a part-time consultant) is often not a priority for companies until it is too late. Not setting a good financial framework and practices in the early days can cause a lot of problems down the road. And the more you delay dealing with this, the harder and more expensive it gets to be resolved.
Having a trusted finance person that can go beyond the basic accounting transactions and chasing of invoices and get closely acquainted with the business can be very beneficial. That person’s role stretches across different functions and competences and can help you stay afloat by:
- Laying out the financial framework
- Keeping the books clean and have a well organized and timely reporting
- Keeping everyone (founders, management, partners, investors, etc.) well informed and guided about the health and prospects of the business
- Managing the cap table
- Designing entity structure and inter-company relations (in case you need to have more than one entity)
- Scrutinizing overly-ambitious sales targets
- Designing strategic plans
- Engaging and facilitating fundraising and exit
5. Compliance and regulation
As the famous quote goes “ in this world, nothing can be said to be certain, except death and taxes”. In the context of companies, I would say that failing to adhere to the relevant compliance and regulation can ultimately kill your business.
When we talk about compliance and regulation we often think of public companies or huge enterprises in highly regulated sectors such as energy, healthcare, insurance, banking, etc. However, the compliance and regulations list that applies to small business. In general, should not be underestimated and is ever-growing (tax returns, labor laws, GDPR, just to name a few). In addition, depending on your line of business or industry, you could be subject to specific regulation regardless of your company size.
Relying on legal and tax advisers and investing in compliance always pays off in the long term. On the other hand, not complying can result in hefty penalties and even risking your company is closed.
The bottom line
There are countless financial mistakes and ways to sink your startup. One sure way to mitigate financial risks is to look for professional advice and try to on-board finance experts early on even if engaged on a part-time basis with your company.
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