Improve Business Relationships through Storytelling
Josh
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What does your resume say about you?
027 days
by Josh
in Storytelling
I recently was asked for my resume for the first time in about six years. Between running TurnStar (nee Textaurant) for almost three years and working for my prior job for three-plus, I haven’t had to update or even look at my resume in quite a while.
To be honest, I kind of thought (hoped) they’d gone the way of the dodo. Between interview websites like TakeTheInterview and the fact that networking is more important – and easier – than ever, it seemed to make sense that nobody would want a single-page summary of what you’ve done and where you’ve been.
Turns out, that’s not how the world works.
So in reexamining my resume for public consumption (even though I’m not job hunting, just networking), I realized that my resume doesn’t reflect me as a person. I put in anywhere from 2-20 hours a week helping run events for Startup Weekend (speaking of which – if you’re in Boston, consider attending SW Boston on Feb 24-26); I was part of the core team for the sold-out RamenCamp 2011 (and RamenCamp 2012, coming in May!); I teach entrepreneurship among other topics to teens on Sundays. These are core pieces of who I am, demonstrating my passion for entrepreneurship, knowledge, and networking, but they would be mere side notes on a resume.
In mentioning this conundrum to a friend, I was surprised by her answer. “You’re a storyteller,” she wrote in an email. “Think of the resume like a story: what have you been doing, what does it matter, what’s the drama, comedy, and action, and how do all those things work together. Oh, and what do you want, obviously.”
Great advice – but harder to put into practice in a way that doesn’t seem flippant. I’ve come up with a pretty unique creation that I think is worth a second look from anyone who sees it – but I wonder if it’s TOO unique and expresses something unintentional, like cockiness or disdain for the process. Drop me a line and give me your feedback.
How does your resume tell your story? How do you stand out in a sea of white paper?
A Cold Call Doesn’t Need To Be Freezing
4I’d like to share with you an experience I just had which left me with an incredibly bad taste in my mouth.
I received a phone call from a blocked number [1] on my mobile phone. Expecting another call, I answered; here is a rough approximation of the conversation:
Random Woman: Hello, is the technical decision maker there? [2]
Josh Bob: I’m sorry?
RW: I’m looking for the head of technology at your company. [3]
JB: Who is this, please?
RW: My name is {name withheld} and I’m calling from {firm withheld}. I saw you’re hiring developers.
JB: OK…
RW: I’d like to tell you about our .NET developers we can hook you up with. [4]
JB: We don’t really use .NET at all.
RW: Oh, really? What do you use?
JB: Our tech is based in Rails.
RW: I see. We do have some great pHp developers, too. [5]
JB: We’re not really interested. This also isn’t a great time. [6]
RW: I can send you some information. Who would the developer be reporting to, you?
JB: No, they would report to the CTO.
RW: Oh, and what are you?
JB: I’m the CEO.
RW: And what’s your name? [7]
JB: {getting annoyed} You called me!
RW: I found your company on the {name of job board} job board. [8]
JB: Wow. OK, why don’t you give me the website and I’ll look it up when we need it?
RW: You can just give me your email address and I’ll send you some information.
JB: Why don’t you just give me the website? [9]
RW: In this time, you could have just given me the information by now. [10]
JB: {clearly annoyed} I can understand that you work on commission…
RW: We don’t work on commission.
JB: {very annoyed} Look, this cold call clearly isn’t going very well. You can give me the website, and we’ll call it a day, or I can hang up. [11]
RW: Why don’t you…
JB: *CLICK* [12]
Unbelievable. So many lessons to be learned…
- A blocked number is a terrible way to introduce yourself to a potential customer. It says, “I don’t want you to be able to track this back to me.”
- Have a good introductory line, even if you don’t know the name of the right person to speak with. How about “Happy new year! How are you today?”
- So now you don’t know who you want, you don’t know who I am, and you don’t know my company. Did you, in fact, do any research at all before making this call?
- Don’t act like you’re doing someone a favor by trying to sell them something. Even if you have a machine that can help them lose 25 pounds in 2 weeks safely, they still need to be shown the benefits and convinced to purchase.
- If someone tells you they want X, don’t immediately tell them you have Y. If you have X, talk to them about X; if you don’t, then figure out how else you can help them – or bail out to save both of your time!
- When someone says, “We’re not really interested,” it can be a gateway to a future sale – but you’re not likely to complete a sale then and there, so don’t push.
- If you don’t know the person’s name, there are ways to find it out; “What’s your name?” sounds condescending. Try “I’m sorry, the page didn’t have your name. With whom am I speaking?” Or better yet – do some damn research and find a name!
- Admitting that you farmed job boards to find cold call candidates isn’t likely to get you on anyone’s “Favorite Sales Goon” list.
- The customer asking for the information is a good sign that they aren’t interested in giving you their contact point. Take the hint.
- Never – EVER – blame the customer for wasting your time. You called them – interrupting their day – so you do not have the right to point fingers at them.
- If the customer gives the salesperson an ultimatum, it has gone past the point of no return. Give them the information, on the off chance that they might write it down (without then turning it into a voodoo doll), and GTFO.
- (This is when I hung up.)
There are many more sales lessons to be learned (some of which I’ve been taking from Chet Holmes’ fantastic book, The Ultimate Sales Machine), but I wanted to share some glaring idiocy to brighten your day: “Look, I’m not as horrible as that person!”
The value of a check-in is…
0Much has been written about the value of a check-in. From the TechCrunch article begging FourSquare and GoWalla to “stop pretending this is fun” to one author’s query, “Why the hell would I do that?“, it’s pretty popular to slam location-based services (LBS) as being a valueless fad. One author defended these companies on four bases: Getting rewards, capturing travels, receiving recommendations, and playing fun games.
But the truth is that none of these is really right. The value isn’t there for the masses to declare their location to the world – yet. The user gets nothing from checking in on FourSquare, GoWalla, or Whrrl, and games like MyTown, which focus on the game rather than the network/discounts, just don’t have the stickyness to keep users coming back day-after-day for months on end.
Looking at the MomentFeed article’s four reasons LBS apps will succeed is depressing: the rewards require long-term commitments which are often too grand to suck in the average, non-techie user; capturing and sharing travels is fun when you go to a new city, but loses its luster quickly; recommendations can be found in much more detail through Yelp or other review sites; and the games have a finite level of entertainment – they simply aren’t that fun.
So is LBS simply a fad, that will go the way of the snap bracelet and Tickle-Me Elmo? No. I see location-based services diverging into two large, profitable sectors: large-scale social games, like Parallel Kingdom or the new concept that came out of Startup Weekend, The Hitchery, in which you transport other people’s virtual hitchhikers around the world; and companies that provide direct, immediate value for consumers at businesses around the country. An example of a company that is headed in this direction would be SCVNGR, which currently straddles the line between the two categories by offering immediate rewards for individual and social tasks; another seems to be ShopKick, which offers “Rewards for simply walking into stores.”
This latter category – rewards for checking in, right here, right now – leaves a great deal of room for subsets. For example, imagine that, once GPS technology is more precise, people will be able to check into trade show booths on their phones. Better yet, what if a parent could check into a restaurant to let their child know where they are in case of an emergency – and that same child could check in when they go out with friends, to put the parent’s mind at ease – and earn points that can be exchanged for rewards (this is being done by a product called TouchBase). Perhaps closer to my heart is the idea of an immediate reward being something other than tangible – say, checking in to skip the wait at a restaurant or night club.
Regardless of the reward, it’s clear that the winners of location-based services are going to be the consumers, as the software companies continue to build and the stores continue to try new things to court their customers’ dollars. In the meantime, what should those of us with smartphones do about the question, “Which check-in app do I use?” The answer, for now, seems to be, “Check back later.”
Lessons Learned at 95 MPH
0(This is a joint post by Chris Gallello of the Olin College Foundry program and Josh Bob of Textaurant. Read Chris’s blog here)
Thursday, October 14 was the MassTLC unConference, which has been called “the highlight of the New England start-up community year.” This year’s event brought its usual incredible energy and great flow of ideas through over 100 breakout sessions, organized and run by the attendees themselves, plus one-on-one meetings between entrepreneurs and experts, and plenty of networking in the hallways. The mix of people was also fantastic: old and young, accomplished and aspiring, founders, investors, journalists, and people from all backgrounds mingled together seamlessly.
For some, the true highlight of the day was something new to the unConference this year: the opportunity to drive a Ferrari. The drawing (held during lunch) brought great energy to the event, giving two pairs of drivers and passengers the wheel for an hour. Thanks to luck – and with some help from the surprising lack of people entering the drawing – we were one of those fortunate pairs to slip into the cockpit of a 2004 Ferrari Modena 360.
With Josh (Babson MBA 2008) behind the wheel and Chris (Olin College 2012) riding shotgun, we decided to drive all the way from the World Trade Center in the Boston seaport to Babson/Olin (they’re next to each other) to show it off to our friends. Along the way, we realized more and more that the Ferrari ride was actually a lot like entrepreneurship. Maybe this is just a cheap excuse to relive the excitement of tooling down the Mass Pike at nearly three-digit speed; but we say we’re doing it to show Bill Warner that we actually held an unConference session in the car, as requested.
Lessons Learned at 95 MPH; or
10 Ways Driving A Borrowed Ferrari Is Like Being An Entrepreneur
- Go with your gut – but don’t go it alone. Driving a Ferrari (especially someone else’s) is a lot different from driving other cars: because you’re so low to the ground and the car is so wide, it’s hard to judge exactly where in the lane you are. There were definitely certain points where Chris would have to tell Josh that he was getting too far to the right side of the road. Much in the same way, entrepreneurship can be scary since it’s hard to judge the boundaries, and sometimes you have to go solo. Just as Chris told Josh when he was nearing the curb, team members, mentors and advisors can help you figure out your limitations and nudge you in the right direction. Ultimately though, there’s only one driver.
- Look behind you, but keep moving forward. It’s fun nearly hitting 100 MPH on the open road – ok, it’s freaking fantastic – but it’s also a bit nerve-wracking watching the rear-view mirrors for police. Keep an eye on what’s behind you – that is, remember what has happened – but make sure that you’re not spending all your time looking toward the past, so you can continue to move forward.
- Push to the limit, but know when to slow down. The Ferrari goes from 0 to 60 in 4.3 seconds, and the faster you go, the more beautiful the engine behind you sounds. But you can’t speed around the back roads at 80 – even if you want to, there are points where you have to take it down to first gear, or even stop altogether. As an entrepreneur, there’s a big temptation to work 20-hour days, limit your social life, and exhaust yourself, because you’re the one responsible for the success of your company. Just because you can work all day doesn’t mean you should; finding the right balance is key, and it’s crucial to slow down at times – and even take breaks – so you don’t burn out.
- Know your goals and plan appropriately. Driving a Ferrari is exciting, but the car is small, has little storage, and is quite low to the ground; in other words, it’s certainly not the right vehicle to take on a long road trip. Running a start-up is a lot more like driving cross-country than taking a day ride to see your friends – it’s a long way from start to finish, and you want to choose the proper set of wheels to get you there. Maybe you have the option to take a flashy, impractical car from San Francisco to Boston, but you’d be a lot better off taking a mini-van or an RV with less sex appeal; just the same, you can be out there trying to show everyone how cool you are, or you can prove it by succeeding.
- Nothing’s ever perfect. After just a few minutes in the car, we noticed a number of imperfections: the hood (which covers the storage area, since the engine is in the back) was hard to open; the interior design was nothing to write home about; even the brakes squeaked (quite loudly) every time we slowed down. Despite having the (hopefully not once-in-a-lifetime) opportunity to drive a beautiful car, we still saw things we would have fixed or changed. Much in the same way, you can’t fix every imperfection in your business right away. No matter how good things get, there will always be little things you notice that you wish were better. Seeing the big picture, fixing what’s important first then what’s less so, and understanding that you’ll always find flaws are three important lessons that every entrepreneur needs to learn.
- Being lucky is great, but sometimes you need to create your own luck. One could say that the only reason Josh got to drive and Chris got to ride in the Ferrari is because we were lucky; and one would be correct in saying that, since we both were chosen by random draw. However, Josh was one of just three people to submit his form properly and be eligible for the first drawing, and Chris’ card was chosen out of just two dozen or so. Every attendee over the age of 25 was eligible to get behind the wheel – why did only three take the time to fill out the form, scan their license, and print their confirmation email? Because it took effort; if you don’t put forth the work that it takes to be in a position to win, you are far less likely to have the opportunity to be lucky.
- Watch out for potholes. Simple, but true. In a Ferrari, every pothole, every bump, every little speck of gravel feels ten times as painful. Plus, you’re more worried about them, since parts and labor are more expensive (and in our case, since it wasn’t ours to begin with!). Entrepreneurs rarely have a safety net – the company is yours to bring to success or failure. So keep your eyes peeled for potential hazards, and avoid them much more diligently, since they’re going to cost you a lot more than they would if you weren’t the one responsible for the company.
- Respect is a funny thing. I wouldn’t say that people respected us for driving around in a Ferrari; heck, I’m pretty sure most of the people who saw us thought negatively toward us, either out of jealousy or out of some pre-conceived notion of what a person driving an expensive sports car would be like. That said, nearly every other driver gave us a wide bearth, whether on the highway or the back roads. This didn’t happen because they respected us as drivers or people, but because they were looking out for themselves – they didn’t want to be responsible for repairs to a $100,000 car. As a company founder, people are given a tremendous amount of what some might call “respect” – particularly in the form of requests for speaking engagements, interviews, and partnerships. In many cases, this has less to do with the entrepreneur being worthy of respect, and more to do with the person making the request wanting something from them, even if it’s just through having their name associated with someone successful. In other words, beware the fast friends that come with success, whether it’s winning a ride in a car or successfully running a great company.
- There’s no reverse! That’s a lie; there is, it’s just a pain. Some crazy rumors got started at the unConference that we couldn’t find the Reverse gear on the car. Now, we won’t confirm those, but if they were true, it would have been because the reverse function is annoying – you have to put the car into first gear (not neutral), then pull a little lever on the center console. Driving a Ferrari was a brand-new experience; using paddle-shifters was so new that putting the car into reverse (allegedly) became a difficulty. When starting a company, with limited resources and time, all efforts must be focused on pushing forward. Any backward motion means lost time, money, and opportunity. In the end, we (may have) had to have some friends push the car backward in order to get back on the road – but those friends are always available, so we were better off not having to go backward at all.
- Don’t be a jerk; it’s more noticeable. We were about the friendliest Ferrari drivers there have ever been: we waved to people, smiled almost non-stop, and drove in a manner that showed that safety was our number one priority. People may not have noticed, but you can be sure they would have if we’d peeled out, gunned the engine, driven 75 in a 25 zone, and cut people off. And they’d have noticed not just because we were driving like idiots, but because they’d already taken note of the car – so everything we did was scrutinized that much more. As an entrepreneur and early representative of a small company – particularly founders and CEOs – everything you do is seen as representative of your entire firm, and also is much more visible since there are few other employees to take the heat off of you. Lesson #1 is “Don’t be a jerk – period,” but a close second is “Don’t be a jerk when all eyes are on you.”
We both loved the opportunity to slip into a Ferrari, but the real value of the day came from the connections we made at the unConference. Both of us are convinced that this is one of the best programs for entrepreneurs and innovators anywhere in the world, and would strongly encourage people to attend next year. Kudos to Bill and the MassTLC folks who ran it, and thanks for the hard work you put into making Thursday a great day!
The Customer is NOT the User
4
Here’s a riddle for you:
The man who made it didn’t want it;
The man who bought it didn’t use it;
The man who used it didn’t know it.
Give up? The answer’s at the end of the post; feel free to scroll down and find it, then come back up here.
Much of the time, the person who makes a purchase is the one who ends up using the product or service. Software, hardware, electronics, cars – the vast majority of these are purchased by the eventual user. Marketing is geared toward the first-person; that is, “this is what will happen to/for you when you buy this.”
Sometimes, though, there’s a distinct gap between the person who buys your product and the person who’s going to use it. Ignore the parent/child purchase/use gap – of course this is going to be a factor. But consider corporations, whose executives make purchasing decisions for the entire company and, in some scenarios, never actually utilize what they buy.
This point was driven home recently as we were testing Textaurant at our Alpha locations. We’d created a number of fantastic, robust features that managers loved, and we were excited that they were interested in giving the service a try. We installed at three locations, with the managers’ blessing, and started training the hosts on how to use the application.
It was soon after this that we discovered that the hosts were not using the equipment, and were instead reverting to pen and paper. Why was this? We were mystified. Wasn’t it a huge step up from pen and paper? Hadn’t their managers signed off, and asked them to try this out?
We spent days talking to the managers about the lack of use by their hosts, and eventually stumbled on the answer: it didn’t matter what the managers liked about the software – ultimately, it was the hosts who were using it, and if they didn’t feel comfortable, they weren’t going to make it happen. Once we recognized this gap, we started talking directly to the hosts, and realized that the software was too complicated for them. Yes indeed – what the managers loved about the system was exactly what was preventing its use by the people whose adoption was crucial to its success. We went back to the drawing board and “dumbed down” (simplified) the UI, and suddenly hosts were more interested in putting it into play.
Take to heart this lesson that we learned the hard way: your customer is not always your user. Figure this out early, and you can save yourself time, money, and annoyance. Just ask three simple questions:
- Who is saying “Yes” to the purchase?
- Who is cutting the check?
- Who is using the system the most?
If these aren’t all the same person, then you will need to gear the marketing toward the first two, but the product toward the last one.
Fail to do this, and you’ll likely find yourself frequently saying, “Back to the drawing board.”
Here’s the answer to the riddle: It’s a coffin. The coffin-maker didn’t want it; the mourner didn’t use it; the dead man didn’t know he was being buried.
Connect or Die
0There’s a great post by Mitchell York over at Entrepreneurs.About.com, called 5 Steps to Avoiding a Public Speaking Train Wreck.
In it, York says that the content of what is said in a speech, talk, or panel should theoretically be more important than the manner in which it is presented, but that the latter can often overshadow the former – usually for the worse. He also gives five great tips for speaking in public and getting through to your audience, which I’d like to share here. (note that the tips are York’s, but the comments are mine)
- You have to connect with the audience
- You can’t tolerate inattention
- Room layout is important
- Lectures aren’t compelling – Telling your listeners what to do doesn’t accomplish anything; you have to make them believe and understand, and that is accomplished through storytelling.
- The speaker has to relate to the audience – This is similar to the first point, but more important, because connecting says, “Listen,” while relating says, “We’re in this together.”
– I’ve been trying to emphasize storytelling in this blog (if the title didn’t give it away), but a powerful, interesting story is a must-have – right at the beginning. If you don’t grab their attention, you’ve lost just as you start.
– Taking the last sentence a step further: If you don’t grab their attention and never give it back, you’re not going to get through.
– There’s a reason people tend to sit in the back and on the sides: they don’t want you to notice them not paying attention. Don’t be afraid to encourage them to move forward and into the middle; shake their comfort zone up a bit.
The next time you have to speak in front of a crowd, consider what you look and sound like before you go on; if you’d tune yourself out, how can you expect anyone else not to?
Event of the Week: 3/29 – 4/02
0696 days
by Josh
I’m going to try to keep up with this on a weekly basis, because while there are tons of entrepreneurship/social event listings (Greenhorn Connect’s calendar, for example), there’s no way to know what you should be attending. I don’t want to pick through the noise for you, but I will tell you one “winner” each week if I can.
Remember: like Levar Burton said in every episode of “Reading Rainbow,” you don’t have to take my word for it!
MobileCamp Boston 3
Registration page
Where: MIT – E51 (Tang), 70 Memorial Dr., Cambridge
When: April 3, 9:00AM-5:00PM
What the organizers say about the event: MobileCamp is a one-day event that brings together entreprenuers, students, faculty, and telecom industry professionals to share ideas, network, and discuss the latest advances in the mobile industry. MobileCamp is one of the premier developer-focused events in the Boston region and attracts developers from throughout the Mid-Atlantic regions and as far as California, Europe, and Asia.
Why you should attend this event: Into mobile? Great. Into tech? Super. Love startups? Fantastic. Even if you’re just curious about any of the previous, or want to meet some smart people from around the Boston area and into surrounding states, you’ll want to check out MobileCamp.
Why else you need to go to this event: It’s an “unConference,” which means there’s no set agenda; if you want to talk about how to turn your phone into a taser, organize a session and make it happen!
Why you might not want to go: You crave structure, or you’re not a big fan of the geekier side of life.
Alternate events
MassChallenge’s unPanel (Tuesday, 4:30-8PM, Fall River)
Boston BizSpark Startup Meetup: Legal Considerations for Startups | Textaurant Startup Pitch (Thursday, 7pm, Cambridge) <– full disclosure: I am pitching this event.
Event of the Week: 3/22-3/26
0703 days
by Josh
I’m going to try to keep up with this on a weekly basis, because while there are tons of entrepreneurship/social event listings (Greenhorn Connect’s calendar, for example), there’s no way to know what you should be attending. I don’t want to pick through the noise for you, but I will tell you one “winner” each week if I can.
Remember: like Levar Burton said in every episode of “Reading Rainbow,” you don’t have to take my word for it!
Job Nob Boston Happy Hour: Connecting Job Seekers & Startups
Registration page
Where: Tequila Rain 145 Ipswich St., Boston (near Fenway Park)
When: Wednesday, 4:30pm-7:30pm
What the organizers say about the event: Come “Jobnob” with cool new start ups and talented job seekers at this informal networking happy hour where you can find startup jobs. Be flexible on commitment and compensation – bootstrapped startups may be offering alternative compensation: reduced rates, equity, internships, part time, etc. Get in on the ground floor with these great startups and meet cool tech companies!
Why you should attend this event: Get out there, meet new people, check out the job market. Startups are a vital part of the economy, particularly in Boston, and many of the best ones will be represented at this event. Even if you’re not looking for a job, this should be a fantastic networking event.
Why else you need to go to this event: If “some of Boston’s top startups” doesn’t get your motor running, how does “More than one VC firm will be there” work for you?
Why you might not want to go: You have a job you love and don’t want to consider another one. You don’t want to consider working for a startup, for whatever reason. Your compensation needs are inflexible. You hate kittens.
Alternate events
Wonder Women of Boston (Monday, 6 PM, Boston)
Propel Careers Healthcare IT Networking and Panel Discussion (Monday, 5:$5 PM, Cambridge)
Startup Roundtable (Tuesday, 12 PM, Cambridge)
Lean Startup Circle Boston Meetup (Thursday, 6pm, Cambridge)
Once Upon a Time > Happily Ever After
0707 days
by Josh
in Storytelling
When was the last time you told a story? Think back, and recall the path that it took.
Odds are good that you set the scene by giving background. You told the “Who,” the “When,” and the “Where,” before setting off onto the “What,” the “How,” and the “To What Extent.” You understood that a story is about the journey, yes, but it’s difficult to comprehend that without being able to picture who or what is experiencing the action.
Now think about this: how many of those stories – the ones that actually took place, not the ones that involved wolves in grandmothers’ clothing, or multiple anthropomorphic bears – had an ending as neat or as final as “… and they all lived happily ever after?”
Your business story isn’t about where you think you’re going to be in two, five, or ten years. Nobody can know that with absolute certainty, and to tell people you do is folly. Instead, your story is about the journey, starting with where you are right now. It doesn’t matter if you’re not where you’d like to be; maybe you have fewer customers, or less revenue, or a team that isn’t quite complete yet. Cinderella began her story as a maid; don’t think you have to be much better off in order to tell a riveting tale about where you’d like to go and be and do.
Weave the pieces of your story into a coherent, interesting, believable narrative. It’s not that there really is a city under the sea; it’s that there could be, and you’re saying, “Let’s imagine that this story is true; here’s what I think is going to happen.” Work with what you have, talk about what could happen, and let “Happily ever after” take care of itself.
Event of the Week: 3/15-3/19
0710 days
by Josh
I’m going to try to keep up with this on a weekly basis, because while there are tons of entrepreneurship/social event listings (Greenhorn Connect’s calendar, for example), there’s no way to know what you should be attending. I don’t want to pick through the noise for you, but I will tell you one “winner” each week if I can.
Remember: like Levar Burton said in every episode of “Reading Rainbow,” you don’t have to take my word for it!
Start Here Open House: HubSpot
Registration page
Where: HubSpot offices, One Broadway, 5th Floor, Cambridge
When: Thursday, 8-9:30am
What the organizers say about the event: HubSpot’s vision is to provide a (killer) marketing application and provide great advice to small businesses enabling them to leverage these disruptive effects of the internet to “get found” by more prospects shopping in their niche and to convert a higher percentage of prospects into customers. HubSpot transformsrelatively static websites into modern marketing machines that produces the right leads and helps convert a higher percentage of them into qualified opportunities. Come have breakfast in this fast-paced, growing Massachusetts company.
Why you should attend this event: Meet the executive team at one of the hottest tech companies in Boston. Get a tour of the offices, rub elbows with felling techies, and try to steal some of their coffee mugs.
Why else you need to go to this event: Free breakfast? What do you want, it’s a slow week.
Why you might not want to go: It’s at 8am, and you may have better things to do than meet some of the smart, fun, and successful founders of a company that started local and continues to stay local.
Alternate event
March Innovation Breakfast (Friday, 8:30 AM, Waltham)
WYP-BLOG-ID:7402
