There is the outside perception and the inside reality when it comes to human beings. And if you do not have the skill sets or the talent to decipher the true inside reality of the person across you, well then you should not be even doing business! Stick with a 9 to 5 job!

You may ask; what is this have to do with face to face networking? Actually if has a lot to do with it. The digital business arena certainly has its benefits. It’s quick, convenient, and universally accessible. While online networking is a big part of relationship-building nowadays, it’s far from the whole picture. Face-to-face interaction still offers a host of real, unique advantages – which people in business shouldn’t be too quick to dismiss.

Regardless of technological advances, humans are still social beings. The trust and momentum behind strong business relationships springs from sharing a real, physical presence – and that’s something the most dynamic online conversations fail to provide. Even video networking, which conveys subtle cues like body language, voice tone, and facial expressions, can’t simulate the reassuring grip of a confident handshake, or the positive energy of experiences, values, and interests shared face to face. These things can only unfold by interacting in person.

Because of that exclusive context, live networking can be a valuable opportunity to help keep you and your business a step ahead of the game. Networking in person sometimes demands a bit of effort and frankly a skill set (like anything else you aim to be good at). After all, it involves time and physical investment. In the long run, though, face-to-face business interactions help build stronger, more productive, and more mutually beneficial business relationships.

Stating that face to face networking is a waste or has less value than other networking platforms simply shows that one needs to improve their interaction and research skills to understand how to take advantage of face to face networking. You need to do a lot of due diligence about the meetings you attend and make sure that they have a well-defined agenda, purpose, target audience and many other things that would take too long to address here. In short you need to do some work and learn what the “positive” value proposition the event will bring to you and your business.

By; Hal Tezcan, Cofounder, Startup Port (,

First published in 2009

Do you know what is your most valuable Capital?
Is it: Education? Family? Money? Social Class? Pedigree? Stature? Legacy?

TIME is our biggest and most important Capital!
This is one resource we will never get back!

Time is a “capital” that cannot be rewound back and reset.

There is no “Ctrl-Alt-Del” for resetting your time.

Time is “final”.

What is spent is spent and cannot be refunded, or returned!

Stop and think about where you are after wasting the last six months reading blog posts and listening to so called experts at events (and boy there are plenty of them) and having a series of “pro-bono” mentors and advisors act like helping you?

We take our “Capital” very seriously! Our capital is the years of “from the trenches” expertise, know- how, skill sets, passion and grits that makes us so different from the other noise out in the ether. We bring to the table (and to your business) years of real life expertise to cut through the trial, waste and exercises of getting things done. We simply create a roadmap, solve gaps and execute in a lightning speed. We have a system which propels your idea to execution in a matter of weeks rather than months or years.

So don’t waste your time when launching and idea, get in touch with us before it’s too late!

Great article about the status of good governance with investors and startups.

The recent SEC decision to fine Theranos and it’s founders for fraud may or may not wake up the startup ecosystem (both founders and investors) only time will tell. But as the article points out, regardless of the outcome of the next SEC actions (the ICOs are in the cross-hair now) and Billions of dollars in losses, memories of bad intention-ed founders and deceptive pitches and promises will fade away, exuberance, fiction, deceit and fraud, will return. It’s human nature, it will not go away.

The take away from all this mess that founders need to realize (and hopefully the investors will smarten up a bit!) that deceiving investors, customers and public with a product or service that doesn’t work as advertised is not okay! You should not pretend a fiction to be a vision and as you go along the startup journey turn the fiction into a deceitful proposal! Sadly, investors are often complicit in this charade.

Quartz article

Decisions are worthless … unless you turn them into commitments.

In a business conversation, your counterpart’s decision states his intention, but a commitment holds him accountable. Although a commitment does not guarantee delivery, it’s far more reliable than a decision. More importantly, when managed properly, it allows you to handle breakdowns with effectiveness, trust and integrity.

Have you been in meetings where lots of decisions are made but nothing gets done and nobody is held accountable? Unless you finish the meeting with commitments about “who will do what by when,” you’ve just built 90% of a bridge.

Broken commitments damage tasks, relationships, and culture. They bring about inefficiencies, mistrust, and corruption. Coordination suffers, collaboration suffers, and cohesion suffers. You can avoid this suffering – if you finish every conversation with clear commitments.

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It takes more than cutting-edge ideas, scholastic credentials and financial backing to move a company from pre-seed stage to commercialization. It takes hands-on business expertise from people who have been there and have done it.

We help guide entrepreneurs by providing them with a real-world understanding of the unique dynamics of technology markets, and the nuances of starting and growing an early-stage company, including developing a viable business case, plan and model, product development, staffing for growth, researching market opportunities, selecting best locations suited for the business, researching available state and local business incentives and positioning the company to attract investment capital.

Corporate Innovation: Will visiting Silicon Valley help?

So called Innovation and strategy “experts” waste too much time on analysis and PowerPoint and not enough time actually doing it!

There are corporations that take the “pilgrimage trip” to Silicon Valley (to drink the water and breath the air in the hopes of getting struck by innovative ideas we guess?) or engage in incremental innovation but they fail to realize its not getting them further on identifying and executing upon an innovation agenda.

We have the road map for true innovation regardless of the size of your company. From ideation startups to established revenue generating enterprises all need to stay up to date with innovation and creativity.

(Answer to the title question: if that were to work everyone watching Star Wars would have been a Jedi…)

Let us show you how it’s done.

At Startup Port we always invest in “Intellectual Capital” (People) rather than ideas, concepts and gadgets. This HBR article so very well describes our investment and mentoring philosophy and methodology. In order for any startup to succeed you need “People” capable of executing the “deal”. It’s that simple. So in a nutshell, failure has to do with People and not the model or the strategy.

Execution Is a People Problem, Not a Strategy Problem
By Peter Bregman, January 04, 2017 posted on HBR (

Paul,* the CEO of Maxreed, a global publishing company, was having trouble sleeping. Publishing is an industry that’s changing even faster than most other fast-changing industries, but Paul wasn’t awake worrying about his strategy. He had a solid plan that took advantage of new technologies, and the board and his leadership team were aligned around it. Paul and his team had already reorganized the structure — new divisions, revised roles, redesigned processes — to support their strategy.

So what was Paul worrying about? People.

Which is precisely what he should be worrying about. However hard it is to devise a smart strategy, it’s ten times harder to get people to execute on that strategy. And a poorly executed strategy, no matter how clever, is worthless.

In other words, your organization’s biggest strategic challenge isn’t strategic thinking — it’s strategic acting.

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