1 to 100 is about the journey that happens after the start. There’s a lot on startups – the 0 to 1. That’s easy. The next part, where you have to grow consistently over a long period of time, the 1 to 100, that’s tough. Things are fuzzy. Useful insight is rare. Thousands of decisions on where to invest your time, your energy and your cash will confront you.

Smart people that have done it before are the key to success. I’ve done it beofre. I started Level Access in a dorm room at Stanford. Since then I’ve led the company through every stage of growing a company, the start, the (many) fails, the rebirth and, ultimately, the scale. In that time I took the company from an idea to 100M in Annual Recurring Revenue (ARR). And it sucked. And it was great. It required the company to constantly grow and change. More than that, though, it required me to constantly grow and change.

1 to 100 shares the lessons from that journey. Some are things I learned directly. Most of it, though, are things I learned from other people or by studying other companies. Those lessons cover the professional – the methods and mechanics of growing a company – and the personal – how you’ll have to change along that journey.

Business Development

Enterprise Software

Venture Capital

1 to 100

The Newport Beach office likely serves as a strategic hub for executive leadership and high-level decision-making.

1 to 100

Org chart

Teams

Offices

1 to 100

Org chart

Teams

Offices

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