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Come work at Redpoint! The Redpoint Software team would like to add a new associate to the software team in our Menlo Park office.

We’re looking for someone to work alongside the small, tightly-knit group managing Redpoint’s early stage software practice. This person will work shoulder-to-shoulder with all the members of the team, discovering new startups, evaluating their market opportunities, working with portfolio companies, expanding the firm’s network and contributing to investment decisions.

I met a founder a few days ago who captured the idea of building brand equity really well. He said something along the lines of, “Every time we provide a magical experience to a customer, we invest in our brand equity. Each time we do something that disappoints them or overtly extracts value from our users, we expend brand equity.” This founder prided himself on continuously investing in and increasing his business’s brand equity over long periods of time.

This post is part of a continuing series evaluating the S-1s of publicly traded SaaS companies in order to better understand the core business and build a library of benchmarks that might be useful to founders.

Founded in 2007, MobileIron is a leader in the Mobile Device Management sector. MDM provides enterprises software to manage the mobile phones and tablets of their employees. MobileIron provides three different products: a server product called Core to define and deploy security policies, a client product named Client that enforces these policies on each device and a gateway called Sentry that secures traffic from the device to the enterprise’s servers.

Bill Gurley and Fred Wilson have focused on burn rates as an important topic for startups. The immediate question that follows this commentary is: How much does the typical startup burn throughout its life? And what is a “risky” burn rate for a company?

I use a rule of thumb to evaluate the burn rate of a Series A startup. I multiply the number of employees by about $10-12k, depending on the location of the company. For example, Bay Area salaries are higher than most other places. If a startup’s current burn rate substantially exceeds the this heuristic, I ask why. But like many others, this shortcut isn’t rooted in analysis.

The startups that build and retain the best teams develop a huge competitive advantage. It’s no surprise that managers are the most important influencers of team development and retention.

The most frequent and consequently most powerful tool for managers to coach, develop and lead their teams are one-on-ones, weekly meetings between a manager and his or her individual reports. Most one-on-ones are ad-hoc, loosely structured 15-30 minute meetings. While extemporaneous meetings can work, leaders who manage their teams this way forgo an important opportunity to further their team’s success.

I remember many the great TED talks I’ve watched. Sir Ken Robinson’s ,“How Schools Kill Creativity” and the story of a little girl whose genius was unrecognized in school until she was allow do dance, and ultimately became a prima-ballerina, is simply unforgettable. In most of my meetings, I remember Amy Cuddy’s “Body Language” talk for a split-second. Commanding her body language changed her career. And who can forget Steve Jobs announcement of the iPhone?

This post is part of a continuing series evaluating the S-1s of publicly traded SaaS companies in order to better understand the core business and build a library of benchmarks that might be useful to founders.

All of the businesses we’ve looked at in the past have been purely SaaS businesses. Today, we’ll examine Tableau, the market leader for data visualization software. Tableau sells software the old-fashioned way, with perpetual licenses not subscriptions. Customers pay a fee for the software up-front, in addition to an annual maintenance fee of about 20-25%. To offset the mostly one-time payment from customers, Tableau employs a land-and-expand strategy. The company went public in 2013 and we’ll use data from their S-1 through 2013 to benchmark the business.

Jason Fried, co-founder of 37Signals and Basecamp, published a blog post today called Faith in Eventually that captures the emotional tensions of building a product:

During the development of most any product, there are always times when things aren’t quite right. Times when you feel like you may be going backwards a bit. Times where it’s almost there, but you can’t yet figure out why it isn’t. Times when you hate the thing today that you loved yesterday. Times when what you had in your head isn’t quite what you’re seeing in front of you. Yet. That’s when you need to have faith.

Startups are intense experiences. Driven by a burning passion to change some aspect of the world, startup teams push, push, push to grow as fast as possible. Without the right balance, though, teams burn out - a terrible outcome. One of the most important responsibilities of every startup’s management team is to shepherd their teams to maximize their performance and prevent burnout. But how?

This post is part of a continuing series evaluating the S-1s of publicly traded SaaS companies in order to better understand the core business and build a library of benchmarks that might be useful to founders.

In the two most recent analyses, we’ve explored the S-1s of Hubspot and Zendesk, two of the public SaaS companies with the smallest Average Revenue per Customer. Today, we’ll look at Veeva, masters of the massive enterprise sale, and one of the most remarkable SaaS businesses.