A great opportunity for talent from around the world 🌐. I'm | Dmitrii 迪玛 Lunin on Binance Square

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Dmitrii 迪玛 Lunin

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A great opportunity for talent from around the world 🌐.I'm sure it's worth just trying to apply (to see the questions in the application 🤔).

Go for it! 
https://balajis.com/p/network-school-fellowship

#thenetworkstate #balaji 

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The best source of inspiration is a closed door! The famous Playboy centrefolds featuring the "girl next door" were actually born out of desperation. The magazine's editors couldn't find a suitable photo of a professional model from the agencies for an upcoming issue. So they took a bold step. They photographed a half-dressed staff member and published her story alongside the photos - emphasising that she wasn't a model, just a normal woman. To their surprise, hundreds of everyday women queued up to be featured in future issues. From then on, Playboy had no trouble finding models for its centrefolds. The lesson: if you feel stuck or desperate in your start-up, don't keep banging your head against a closed door. Instead, look inside and ask yourself what unexpected internal resources you could use to solve the problem. No need to get naked - just think creatively.

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Your Ideal Customer isn't just "a Woman in Tech". A lot of companies talk about building an Ideal Customer Profile (ICP), but in practice, they often stop halfway — which leads to wasted effort and missed opportunities. A real ICP isn't just "a small business" or "a company using cloud services." Saying your ideal customer is "someone who lives on Earth" is like that – it's technically true, but not very helpful. Identifying the type of company is only the first step. Let's say you're after businesses that use cloud infrastructure. That's a start – now it gets interesting. You also need to know who in the company would be your internal advocate. Maybe it's the Chief Information Security Officer – someone who can champion your product internally. Then, you need to figure out what this person is responsible for that's directly connected to your solution. For example, protecting sensitive data and managing access controls in cloud environments. Just make sure this problem is high on their priority list – otherwise, even if they like your product, it won't move forward. Next, you need to understand how they're solving that problem today. If they're not doing anything about it, you might've misjudged how important it is. Maybe they're using tools A, B, and C. Now, dig into the pain points: What's frustrating or inefficient about those tools? Where are they or their team wasting time, money or energy? Can your product solve these problems? You'll have a much better idea of your ideal customer when you've got all this info — the company type, the main stakeholder, their top priorities, their current solutions, and their pain points. And here's the kicker: most of this information is out there if you look for it – in public materials, LinkedIn profiles, interviews, case studies, or even job descriptions.

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The fine line between good and bad leadership. Ordinary leaders tell their people exactly what to do - then wonder why the results aren't as good as expected. Great leaders set clear goals and let their teams figure out how to achieve them - then marvel at the creative solutions their people come up with. At first glance, bad leaders may seem similar to good ones. They too delegate without micromanaging. The difference? Bad leaders push responsibilities onto their team that they should be handling themselves. And they don't provide guidance - not because they don't trust their team, but because they don't know how to do the job themselves. Want to avoid being a bad leader? Learn to spot the difference.

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Does your product have a built-in growth engine? Relying solely on paid traffic is the business equivalent of being stuck on a treadmill - you have to keep paying just to stay in place. If you stop, it all goes downhill. Want to grow? You need to double your spend. But why double? Firstly, users naturally churn over time, which means you need to constantly acquire new users just to maintain your current level. The bigger your user base, the more people you lose in absolute terms - so your acquisition costs keep rising. Secondly, growth itself is costly. Maintaining the same growth rate month after month means acquiring a larger absolute number of users each time, which requires even more spending. This cycle can quickly drain resources, and for many companies it does. One way to survive is to keep convincing investors to fund this never-ending customer acquisition race - at least until you can sell the company. A better way? Build a mechanism into your product that allows existing users to bring in new users, either directly or indirectly, for free. That way, even with the same advertising budget, your user base will continue to grow. A classic example is Hotmail, which added a little line at the end of every email: "Get your free email from Hotmail". Within six months they had one million users. Within a year, they had 12 million - all with minimal paid advertising. Does your product have a built-in way for users to drive new subscriptions? If not, it's time to think about it.

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Japanese company Kawasaki just announced "CORLEO.” A four-legged robot that humans can ride.

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