outline.md

Outline

NOTE: Please feel free to provide additions, feedback, questions, and more in Issues: https://github.com/piepdx/pie-cookbook/issues

PIE Cookbook

2. About 3. Preface (https://github.com/piepdx/pie-cookbook/blob/master/notes/context/preface.md) 3. Context 4. https://github.com/piepdx/pie-cookbook/blob/master/notes/context/building-startup-accelerator.md 4. Building an accelerator is not a means of creating a community from scratch. Building an accelerator is a means of recognizing, embracing, and capitalizing on the momentum of an existing community, enabling community leaders, supporters, and contributors to focus their efforts in conjunction with that momentum for the greatest benefit — and highest likelihood of success — for that community. (https://github.com/piepdx/pie-cookbook/blob/master/drafts/community/community.md#1-about-i-context-a-building-an-accelerator) 5. While PIE speaks from its vantage point on its experience as coworking space, a community hub, and an early stage tech startup accelerator, the PIE Cookbook is not meant to be tech specific. Nor is it meant to be a guide that only applies to startups. 6. We believe that the accelerator model is a powerful and efficient educational construct to can be applied to a variety of markets, businesses, and communities. 7. We believe that no one has perfected it yet. So you should feel free to adapt and revise it as you see fit. 7. We believe that the accelerator market is currently like the search engine market pre-Google. There are lots of well meaning people sort of doing things right but no one has really hit upon a repeatable and successful formula for doing this. 8. Remember pre-Google Web? Well if you don’t, suffice it to say that there were a few choices for searching the Web, back in the day. Like hundreds. And no single one had significant traction. Mostly because they were all variations on a theme. Some were directories. Some were aggregators. Some were really, really smart algorithms. Many of them were wildly successful at the time. But none of them had really nailed the way to find the most relevant information on the Web. That’s kind of where we are with accelerators, today. And I’m hopeful that getting more smart people thinking about the model will help us find a better way of doing this. For everyone. https://medium.com/portland-incubator-experiment/unnecessarily-proprietary-a709e850d8f4#.qjyagrd3p 8. Using higher education as an analogy, accelerators have our Harvard and Stanford. We have our Oxford. But where our state schools? Our small private liberal arts colleges? Where are our vocational schools and community colleges? We haven’t even begun to scratch the surface for this educational model. 9. As far as accelerators go, we have our Ivy Leagues and our Stanford, but we have barely begun to scratch the surface for this educational model. Where is the Georgia Tech of accelerators? Where is the RISD? Where is the Reed or Whitman? Better yet, where is the state school or community college or junior college? Where is the vocational school of accelerators? There’s still plenty of room to explore this educational model. We have a long way to go before we’ve even leveraged the existing model, let alone begun to inflate the bubble. https://medium.com/portland-incubator-experiment/unnecessarily-proprietary-a709e850d8f4#.qjyagrd3p 6. This document is full of "spoiler alerts," things that PIE has learned over the course of time. In most every case, it may not be wise — or downright foolhardy — to start where PIE ended. You should start where PIE started. And try to end where you want to end. 7. There is inherent value in the journey, itself. 8. Risks (https://github.com/piepdx/pie-cookbook/blob/master/drafts/community/community.md#1-about-i-context-h-risks) 9. Too Early. Attempting to start an accelerator without an existing community is a recipe, too. It’s a recipe for complete failure. 10. Too rigid. You can go too far. 11. In structure 12. In goals 13. In trying to over architect the experience 14. In over planning and under participating 11. Too exclusive. Stepford wives versus Berkley. 'nuf said. 12. Too short. Once you start, you cannot stop. Ever. 4. Format 5. How to use this book 6. By way of analogy, the PIE Cookbook should serve as a map for your road trip. 7. It's a visualization of where you're trying to go and a record of all of the places you'll stop along the way as you head toward your intended destination. 8. We're providing the details and roadside attractions so that you understand what the journey will take. 9. Sometimes, you may get off the beaten path and discover something incredibly interesting. 10. Sometimes, the map may be dated and the roads don't exists anymore. So you'll need to find your own way. 11. It's not designed to be an airplane ticket that allows you to skip all of the messy stuff. The messy stuff is actually what it takes to bake something tasty, sustainable, and effective. 12. Unfortunately, we’ve now mixed metaphors with cookbooks and roadmaps. Get used to it. We said it was a mess. 7. Open Source 7. We are releasing this information as an open source project for a reason. Because we want this to be a conversation. 8. This isn't a broadcast or soliloquy. It's a collaboration among communities. 9. That's why, it is equally important that your provide feedback. What was helpful? What worked? What didn't work? What was complete malarkey? Where was PIE’s experience a matter of timing and luck, rather than repeatable? How did you do things differently? 8. https://medium.com/portland-incubator-experiment/no-interest-in-building-a-startup-accelerator-like-pie-good-f31ecbd14e05#.7ybyv2grm 9. Unnecessarily proprietary: https://medium.com/portland-incubator-experiment/unnecessarily-proprietary-a709e850d8f4#.97oi6moii 10. “So with the PIE Cookbook, getting the chance to actually help lead an open source project…? That’s been a long time coming for me. I’m looking forward to learning — and probably making some mistakes. But no matter what, I’m really interested in seeing where the community takes this project.” 6. History 7. In that same vein, we are providing the PIE history as an example or parable, not a step-by-step, cookie cutter process for you to follow to achieve the same ends. 8. It is important to note that, like many things in the world of startups, PIE worked at a moment in time, because of the people involved, and the way the world happened to be going in Portland, Oregon, with open source, technology, startups, blogging, and creative agencies. 9. To put it another way, the way PIE came into being and worked would likely not work if we tried to do the same thing today. Too many things have changed. There is no way to recreate those random collisions of things. Or to recreate that period in time. 9. That said, your community is likely at a different place. Maybe there are similarities to our experience or moment in time. Maybe there are companies or individuals we’ll reference in the PIE Cookbook who remind you of someone in your community. 10. Whatever the case, we are hopeful that our history with PIE provides reference points that allow you to better identify — and take advantage of — potential opportunities in your community, today. 7. Recipes 8. Julia Child vs Better Homes and Gardens 9. We don't expect you to follow these recipes step by step. This isn't a science experiment. This is sustenance for your community. And as such, it needs to taste the way your community wants it to taste. 10. We expect you to make these recipes your own. Maybe you like more salt or more spice. Do what works for your community. 10. Jump around as needed. Choose your own adventure. 11. This isn’t a book you read cover to cover. 12. Some of this will seem obvious to you… but it’s not obvious to everyone 13. Sometimes you’ll need to start later in the book and work your way backwards. 14. Start with what you have. Go from there. 10. Definitions 11. https://github.com/piepdx/pie-cookbook/blob/master/notes/context/context-definitions.md 11. We feel that it is extremely important to have a consistent set of language to describe the concepts and participants in this process. Without clear definitions, we run the risk of miscommunication — even when we think that we’re speaking the same language. 11. Community (https://github.com/piepdx/pie-cookbook/blob/master/drafts/community/community.md#1-about-ii-format-e-definitions-b-community) 12. Incubator 12. Accelerator 12. Mentor Technical Marketing Sales Operations 13. Advisor 14. Investor 15. Angel 16. Venture Capital 17. Institutional Capital 17. Private Equity 13. Startup 14. Founder 14. Resident 14. Patron 15. Sponsor 15. Partner 16.Cheerleader 16. Leader 8. Before you begin 9. https://github.com/piepdx/pie-cookbook/blob/master/drafts/community/community.md#1-about-iii-before-you-begin-b-pre-requisite-reading-a-required-a-startup-communities 9. Establishing context and your own vocabulary 10. Prerequisite reading 11. Required 11. Startup Communities http://www.amazon.com/Startup-Communities-Building-Entrepreneurial-Ecosystem/dp/1480563854 12. Venture Deals 13. Accelerators 14. The Launch Pad: Inside Y Combinator 15. Optional 16. Zero to One 17. Good to Great 18. Hatching Twitter 19. The Hard Things about Hard Things 12. Checklist

3. Baking PIE 5. Portland 6. Open source 6. History of PIE 7. A Tale of Two Cities 7. Portland startup community 8. Wieden+Kennedy 7. Founding hypotheses 8. Startup community 9. Provide a means and method of “giving back” to channel the pent up desire of the community to do so 9. "Build better founders" 10. "Make new mistakes" 9. Wieden+Kennedy (aka, W+K, Wieden) 10. "Founders are just another flavor of creative" 11. Entrepreneurs and technologists are a new creative class, and their problem-solving toolkit will be increasingly important to solve the emerging brand challenges we tackle at Wieden+Kennedy. But words and images don’t always seem to play well with code. And folks great at one craft may not recognize another as “creative.” But in a world of distributed software and hardware, it’s important to find ways to work together. Entrepreneurs and technologists are inspired creatives who’ve chosen technology as their medium for creative expression. We should be able to find ways to do cool stuff, together. 12. Fail harderer. https://cdn-images-1.medium.com/max/1760/1*p-8RVqSOywefET-W2TnBgw.jpeg 13. PIE has always been a wedge 14. A means of empowering entities to initiate conversations that would be difficult, at best, if not downright impossible. 15. We have served this role throughout our history, enabling a variety of companies to engage in more meaningful and impactful conversations with critical partners. 7. Experiments 8. PIE's culture of experimentation 9. PIE's culture of community 10. (via @nohorse) "One of the things I always appreciated about PIE was that it felt like it embodies the spirit of collaboration in Portland. For example PIE seems at home in Centrl Office. It's likely something that is obvious to folks who have spent a while in Portland or Austin, but it's slow to sink in to some cities. There is a value in supporting other business incubators, maker spaces, coworking spaces, in your city and build a web of trust where everyone can feel safe and supported. Competition in the classic capitalistic sense is toxic to the young businesses that need as much help and support as they can to get off the ground and should never need to feel like they are picking brands or picking sides and potentially burning bridges to get the help they need. It might seem obvious to the cookbook authors, but it's worth explaining as it's a new concept to many folks." 8. Coworking 9. 2009-2011 10. In 2009, PIE served as a curated coworking space for promising early stage startups and interesting creatives who called Portland home. During the coworking phase, PIE served as a hub for community, regularly hosting gatherings, hackathons, and educational meet ups. 9. Events 10. Hackathons and Code Sprints 11. DjangoCon 12. Map Hack 11. W+K engagement 12. PIE as wet blanket 13. Briefing in with account teams 14. Office space for W+K employees 15. Transition space 12. Other corporate engagement 13. Nike Open Data 14. Municipal engagement 15. City of Portland open data hack 16. Portland Public Schools hack 15. State engagement 16. Home away from home 9. Accelerator 10. 2011-2014 11. Based on learnings from the curated coworking space, PIE changed its engagement from a passive observational role to an engaged and active role. This phase became the PIE accelerator, a series of three-month cohorts focused on intensive mentorship and community development. 10. Equity based investments 11. Standard 6% 12. Floating percentage 13. Experiments 13. Nonprofit 14. Hardware 14. Open source 15. Solo founders 16. High school founders 17. W+K engagement 18. Brand sprints 19. Corporate engagement 20. Coca-Cola 21. Target 22. Google 23. Intel 24. Narrative Hack 25. Hack at Hayward Field 26. Nike 27. Kinect Hack 24. Municipal engagement 25. Portland Development Commission 25. State engagement 26. OregonInC and Business Oregon 26. Home away from home 27. Accelerator² 28. 2013-Today 29. In 2013, PIE began exploring the application of an accelerator framework beyond early stage technology startups. That experiment led to the next phase of the PIE experiment, an accelerator designed to help other incubators and accelerators operate more effectively. 10. Community engagement 11. PIElette 12. BREAKER 13. PIE staff as mentors for other programs 14. Oregon Story Board 14. Portland Seed Fund 15. SXSW Accelerator 15. Techstars Seattle 16. Nike+ Accelerator powered by Techstars 17. 9Mile Labs 18. Straight Shot 19. Startup PDX Challenge 9. W+K engagement 10. Brand engagement 7. Drawing inspiration from other chefs 8. YC 9. Ingredients we borrowed 10. Investment strategy 11. Timeline 12. Family Dinner 13. Office Hours 14. Mentor recommendations 14. Demo Day 10. Ingredients we intentionally left behind 11. Class sizes 12. Non-resident accelerator 10. TechStars 11. Ingredients we borrowed 12. Investment strategy 13. Timeline 14. Class sizes 14. Mentor Network 15. Resident Accelerator 16. Speed dating 17. Demo Day 12. Ingredients we intentionally left behind 13. Day-long speed dating 14. Pitching from the beginning of the program

4. Kitchen Prep 16. https://github.com/piepdx/pie-cookbook/blob/master/drafts/community/community.md#3-kitchen-prep 16. Where you start is where you start. It might not be where you want to end up. But you've got to start somewhere. 16. Environmental scan 18. Assess what's what before you begin 18. Start with reality 18. What assets/resources does your community have? 19. How mature are they? 20. Are they currently accessible? 19. Where are the gaps? 21. Are they solvable? 22. How entrenched are they? 23. Create one of those annoying Venn diagrams, because those things are a thing for a reason. They actually can help you visualize where the opportunity exists. 23. Then you can get visionary

5. Cooking 13. Primary objective: Create an environment of trust that accelerates creative output 14. Tinge it with realism 15. This should be a representation of the outside world, not a utopian existence 16. You're helping founders understand how to survive in the real world 15. Base ingredients 16. Community 17. https://github.com/piepdx/pie-cookbook/blob/master/drafts/community/community.md#4-cooking-ii-base-ingredients-a-community 17. How do you define your community? 17. What are the objectives? 18. Shared 19. Conflicting 20. What is the expertise (if any)? (via @tlucich) "Not every community will start with the depth of talent or experience to launch into the celebrated 'tech incubator' paradigm. The same principles used at PIE are every bit as pertinent for fledgling concepts and companies - from window coverings, to consulting services, to widget makers. (I'd personally love to see the local grange hall doing sometihng like this with a new generation of farmers. It was easier when kids grew up to do what our parents did, living in the same familiar and networked community. The PIE concept helps us rediscover what this kind of intimate and engaged community used to do.) The rules around crowdsourcing open up a new world for more traditional businesses to secure startup capital, but they equally need a thoughtful ecosystem of engaged parties to guide them and help shape their success. Anyone can start to redefine their community: working from where they are, with what they have." 21. What are the weaknesses? 17. What are the silos? 18. What are the issues? 19. What are the gaps? 20. How can they help (if at all)? 17. Patron(s) 18. At PIE, we get a lot of questions about how to fund accelerator operations and investments. It makes sense. Finding the money that matches up with the opportunity is a challenge. It’s never easy. No matter how compelling the pitch.  18. What are the objectives? 19. What is the expertise? 20. How can they help? 21. Can take several flavors (Note: This isn’t an exhaustive list. But it’s gives you a pretty good idea of where to look.) 22. In our observations, there are four types of folks who fund accelerators. Sometimes they’re actual, well, folks. Sometimes they’re companies. Sometimes they’re angels or venture capitalists. But here are the buckets into which they seem to fall. 22. True patron 23. Sponsor 24. Partner 25. Investor 26. On the upside, venture capital can be a very effective means of funding this sort of activity. 27. Used to spending money on risky efforts 28. Have a time horizon that is in line with company maturation 29. Have the potential to provide follow on investment. 30. Ongoing portfolio management can be super valuable for the continued success of your companies. 27. On the downside, this funding mechanism can curtail the experimental nature of an accelerator if VC is the only backing. 28. VCs are in the business of making money. 29. The relationship will be driven by financial motivations. 30. Will likely be only interested in investing in 31. Companies that have the highest likelihood of returning capital to the fund 32. Companies that best match their investment thesis. 33. This sort of focus can hamstring accelerators and incubators who may see promise or opportunity in verticals or companies that are outside of the fund’s purview. 34. Long story short, you don’t get to “experiment” with VC money. You get to make money. 18. Soapbox(s) 19. Other critical ingredients 21. Mentors 21. Types 22. Non-resident 22. Typical 23. Define role and expectations 27. Value to the organization 28. Value to the mentor 29. Value to the startups 29. Typical percentage of the mentor pool 23. Lead 24. Define role and expectations 27. Value to the organization 28. Value to the mentor 29. Value to the startups 29. Typical percentage of the mentor pool 30. Corporate mentors 24. Define role and expectations 27. Value to the organization 28. Value to the mentor 29. Value to the startups 29. Typical percentage of the mentor pool 30. Special challenges of corporate mentors 31. Making mentorship a requirement 32. Including mentorship in review process and roles & responsibilities 33. Getting corporate mentors to take off the “brand hat” and speak from personal experience 34. “You’ve achieved a level of success as [executive at company x]. What’s your personal opinion?” 35. Investor mentors 36. Define role and expectations 27. Value to the organization 28. Value to the mentor 29. Value to the startups 29. Typical percentage of the mentor pool 30. Special challenges of investor mentors 31. Getting investors to take off the investor hat and mentor 32. This isn’t due diligence. It’s mentorship. 33. Preparing the startups for when an investor switches from mentoring to investing 30. Resident 24. Peer 25. Define role and expectations 27. Value to the organization 28. Value to the mentor 29. Value to the startups 29. Special challenges of peer mentors 25. Mentors in residence 26. Define role and expectations 27. At PIE, these were companies PIE alums who had been through the PIE process 27. Value to the organization 28. Value to the mentor 29. Value to the startups 30. Can provide valuable insights into working with PIE and mentors 31. Can provide tips and tricks for getting the most out of the program 32. Can help startups work the system 26. Entrepreneurs in Residence 27. Define role and expectations 29. Value to the organization 30. Value to the entrepreneur 31. Staff 32. Define role and expectations 27. Value to the organization 28. Value to the mentor 29. Special challenges of staff as mentors 21. Anyone can (and should) be a mentor 22. It’s not just “experts” 23. Different viewpoints reveal flaws and opportunities 22. Identifying potential mentors 23. Qualifying potential mentors 24. Alums as mentors 24. Onboarding 24. Time commitment 25. Mentoring the mentors 26. Setting the tone 27. https://github.com/piepdx/pie-cookbook/blob/master/notes/mentors/mentoring-mentors.md 26. How to mentor 27. Common mistakes 26. Test driving mentors 27. Assessing skill fit 28. Assessing personality fit 29. Actively engaged pool 30. Passively engaged pool 30. Overlap 31. Integrity 32. #2 33. Managing mentors 34. Scheduling should occur at the mentor’s convenience, not yours 35. Always make mentors aware that things change 36. Be prepared for pop-ins — and always take advantage of them 32. Unused mentors 33. Bad actors 34. Mentor value beyond the accelerator 35. Mentors referencing the accelerator 36. Online profiles 37. Spokespeople 38. Speakers 34. Startups 35. Do they have to be traditional startups? 35. Focus 36. Stage 37. Needs 38. Investors 39. Objectives 40. Outcomes
   39. Investor as mentor 40. Homegrown or imported? 41. Travel to them or bring them to you? 40. Focus 41. Stages 42. Sponsors 43. Objectives 44. Outcomes 45. Staff 46. Hiring 47. Required roles 46. Managing Director (https://github.com/piepdx/pie-cookbook/blob/master/notes/logistics/pie-staff-roles-responsibilities.md) 47. Program Manager (https://github.com/piepdx/pie-cookbook/blob/master/notes/logistics/pie-staff-roles-responsibilities.md) 48. Optional roles 49. Entrepreneur in Residence (EiR) (https://github.com/piepdx/pie-cookbook/blob/master/notes/logistics/pie-staff-roles-responsibilities.md) 49. Intern 50. Associate 51. Technical assistance 51. Partners 52. Objectives 53. Outcomes 54. Media 55. Culture 56. Hospitality 57. "Have hospitality be a focus and core value of the accelerator. be welcoming and let people know it… at meetups do we welcome new people, in the accelerator do we communicate in a way that is respectful and heard by all… and are we authentic and appreciate authenticity in others" (via Shane Johnson) 58. There is some hospitality content in this post https://medium.com/portland-incubator-experiment/want-to-start-an-accelerator-don-t-start-an-accelerator-fa88e457be0b#.ahsv3suf1 57. Diversity and Inclusion 52. Oven 53. Budget 54. Considerations 54. Pro forma 55. Space and requirements 56. Infrastructure 57. Power 59. Internet 60. Wifi 61. Printing/copying 57. Furniture 58. "Amazon"-esque/garage days 59. Ikea desk days 60. Kitchen 61. Coffee 62. Refrigerator(s) 63. Dishwasher 61. To kegerator or not to kegerator 61. Bathrooms 62. Mail 63. You will be receiving mail for your startups for the rest of your life 58. Office arrangement 59. Ongoing build out 60. Conference room 61. Meeting areas 62. Phone booths 63. Fishbowl 64. How this enabled more effective mentors in residence and portfolio management 56. Catalysts (Entrepreneur + Patron) 57. Pressure/heat (Startups + Staff + Patron) 58. Good cop/bad cop 59. Recipes 60. Beverages (community engagement) 61. https://github.com/piepdx/pie-cookbook/blob/master/drafts/community/community.md#4-cooking-v-recipes-a-beverages-community-engagement 61. Attending events 62. Online presence 63. Social 64. Blog 65. Hors d'oeuvre (Hackathons, events, coworking) 66. https://github.com/piepdx/pie-cookbook/blob/master/drafts/community/community.md#4vb-hors-doeuvre-hackathons-events-coworking 66. Don’t start with an accelerator (https://github.com/piepdx/pie-cookbook/blob/master/drafts/community/community.md#want-to-start-an-accelerator-dont-start-an-accelerator) 66. Coworking and Community Development are not complementary 67. We’ve tried any number of models: paid desks, free desks, desks in trade. What has worked best for us, to date, has been the concept of free desks for “mentors in residence.” This is usually reserved for people who have been through the program, but it’s also been used for companies like Sprintly, Automattic (WordPress), and Upworthy. We established a soft baseline for participation (“You have to be actively engaged in mentoring startups in the space.”) And assessed and judged that participation anecdotally. Those not meeting our expectation were counseled to up their mentoring game or encouraged to leave the space. We gave them a few warnings. 68. Why do we believe this is an effective model for PIE and other accelerators? At the core, accelerators are about knowledge transfer. Retaining class participants beyond their cohort allows us to more efficiently transfer that knowledge (“You shouldn’t miss that mentor talk,” “You definitely need to connect with so and so,” and “I couldn’t help hearing you were having an issue with x. Here’s how we dealt with that.”) 69. It seems counterintuitive but we’ve learned that giving startups desks for free often creates a tighter bond and stronger commitment than asking them to pay. That is, they perceive more value in the offering than office space to be more valuable than simply cash out of pocket. They feel like a valued part of the community. And since a very important part of our role is strengthening community, we feel this emotional tie has far more value that the rent check. 70. Long story short, we feel we’ve gotten exponentially more value out of giving desks away than we ever would have by adding a few more dollars to the revenue stream. 67. Curation of coworking participants 68. #3 68. Home away from home 69. Day-to-day 70. Hosting events 71. Startup 72. Creative 73. Technical 74. Hybrid 75. Hackathons 76. Main course (Accelerator) 77. Culture/brand of the accelerator 78. Have a thesis 79. You don't have to be married to it forever and it can change as often as you want. But you need one. Your thesis can be defined by market dynamics, community trends, the expertise of your mentors, the success of your startups, the desires of your patron, or any combination thereof. 80. At PIE, we hit upon the fact that we were really good at accelerating platforms and enabling technology. Why did we get good at this? There were any number of reasons. 81. Portland has a culture of platforms and enabling technologies 82. We inherited the culture of the agency itself moreso than the cultures of the agency's clients. 83. Our mentors had expertise in building platforms. 84. Our startups happened to be focused on platforms. 85. The risk tolerance profile for the Portland community favored platforms and enabling technologies over consumer plays because the perceived risks and challenges are lesser. 86. We started PIE just as both the SaaS and mobile markets were exploding 87. Know where you suck 88. Know — don’t assume; know — what you are truly good at doing. 89. And even more importantly? Be willing to admit where you suck. 90. At PIE, it quickly became obvious that we sucked at helping startups with fundraising. We were hamstrung by several things. 91. First, there was a small investment community in Portland. 92. Second, the community that was there had little appetite for the types of companies—or the risk profiles of those companies—as investments. 93. Third, we had not established adequate ties with investors in other regions. We had friends here and there, but we didn’t have a strong rolodex of investors whose theses matched our startup profiles. 94. But you know what? Admitting we sucked at that — and being open with our applicants that we sucked at that — freed us up to be better at any number of other things. And made us way better and more focused on the things we were good at doing. Not only that, but it provide us with yet another measure by which to select the companies we chose. 78. Setting expectations 79. Communicating expectations 78. Time period 79. Number of classes per year 80. Number of companies per class 81. Continued coworking or not? 81. Promotions 82. Media 83. Community 84. Mentors 85. Alums 86. Partners 87. Patrons 88. Sponsors 89. Evangelists & Cheerleaders 84. Events 82. Tchotchkes 82. Applications 83. Example application (https://github.com/piepdx/pie-cookbook/blob/master/notes/logistics/pie-application-cheat-sheet.md) 84. Communications 85. https://github.com/piepdx/pie-cookbook/blob/master/notes/logistics/letter-applications-open.md 86. https://github.com/piepdx/pie-cookbook/blob/master/notes/logistics/letter-applications-two-weeks.md 87. https://github.com/piepdx/pie-cookbook/blob/master/notes/logistics/letter-application-one-week.md 88. https://github.com/piepdx/pie-cookbook/blob/master/notes/logistics/letter-technical-issues.md 84. Fringe benefits of applications: Market research 85. We often referenced trends and indicators based on the anonymous aggregate results of our application periods. And with 400+ applicants per class, those insights had the potential to be statistically relevant. 86. http://www.themacro.com/articles/2016/05/the-startup-zeitgeist/ 83. Selection 84. What we’re solving for: good founders 85. Grading criteria 86. People 87. Idea 88. Ecosystem 85. Written responses 86. Follow up questions 87. Face to face Interviews 88. Travel 88. Objective 89. Tells 90. Prep 91. Background checks 92. Paperwork 91. Onboarding 92. https://github.com/piepdx/pie-cookbook/blob/master/notes/logistics/onboarding-startups.md 93. https://github.com/piepdx/pie-cookbook/blob/master/notes/logistics/onboarding.md 92. Setting expectations 93. https://github.com/piepdx/pie-cookbook/blob/master/notes/logistics/onboarding-acceptance-letter.md 94. https://github.com/piepdx/pie-cookbook/blob/master/notes/logistics/onboarding-what-to-expect.md 95. https://github.com/piepdx/pie-cookbook/blob/master/notes/logistics/onboarding-what-youre-getting-in-to.md 93. Touring the space 94. Think Skunkworks, not Architectural Digest 95. The space sets the tone - is this my 3rd place?

   		94. Introducing startups to one another
   	91. First day
   	92. Family Dinner (https://github.com/piepdx/pie-cookbook/blob/master/notes/logistics/logistics-family-dinner.md)
   		93. Origin
   			94. Borrowed from YC
   			95. Originally didn’t involve any dinner
   			96. Focused on peer mentoring
   		93. Format
   		94. Mistakes we made
   			95. No time limit
   			96. Chest-thumping
   		95. Rules
   			96. Mandatory attendance
   				97. Orchestrate calling in was a highlight
   			96. No bragging
   			97. Share what’s going wrong
   			98. Everyone has to talk
   			99. If you can help, help
   	96. Day-to-day
   		97. The emotional ebb and flow of a stressful startup accelerator (https://github.com/piepdx/pie-cookbook/blob/master/notes/logistics/cadence-timing.md)
   		98. Typical week (https://github.com/piepdx/pie-cookbook/blob/master/notes/logistics/logistics-typical-week.md)
   		98. Curriculum
   			105. More independent study than classroom
   				106. Founders are extremely creative and driven, but they  are also intently focused on the immediate problem at hand. To them, nothing else matters but the problem they are working on right now today. Which, of course, tends to differ from startup to startup. And while those startups may _eventually_ all experience the same problem, they will not intuit that the problem exists until they encounter it. Therefore, it is our opinion that it is  nearly impossible to teach at scale in a classroom environment on an ongoing basis.
   				107. However, do be on the lookout for opportunities where every startup is experiencing the same exact problem at the same exact time. Take advantage of those opportunities. But take advantage of them ad hoc, and on the fly.
   				108. Some examples of these struggles that impact all founders simultaneously are learning how to meet, roughing out financial projections, pricing their product, and pitching.
   			109. Structure was ad hoc for first two classes
   			110. Formalized for Coconut Creme and Derby
   				105. Product
   					106. Product demo checkpoint
   				106. Projections
   					107. Peer mentoring around pricing
   						108. AppThwack
   					107. Spreadsheet checkpoint
   				107. Pitch
   					108. Pitch practice
   					109. Peer feedback
   		97. Work time
   		98. Social time
   			99. Coffee hour
   			99. Happy hour
   		97. Care and feeding of startups
   			98. Stress reliever
   			99. Keeps them healthy
   			100. Develops social bonds
   			101. To Lunch and Learn or not Lunch and Learn
   		98. Care and feeding of mentors
   			99. Not every engagement needs to be "work"
   		100. Keeping the conversation going
   			101. Chat
   			102. Email
   			103. Status reporting
   			104. Weekly 1:1
   			105. Office hours
   		99.  Working with mentors
   			100.  https://github.com/piepdx/pie-cookbook/blob/master/notes/logistics/guide-mentors-meeting-with.md
   		99. Mentor engagement
   			100. Formal
   				101. Presentation with Q&A
   					102. As we mention above, founders only care about the problem they’re experiencing today, right now. To further the disconnect, even if a mentor provides step-by-step instructions with excruciating details, the founder will never be able to recreate the steps, moments in time, or luck that founder had. 
   					103. For this reason, we suggest that mentor presentations primarily be used as an anecdotal learning experience. Not a teaching one.
   					104. Your primary objective with this format is to convince your founders that they, like the mentor, are capable of succeeding. 
   					104. Mentors, therefore, should avoid chest thumping. They should be comfortable sharing stories of failure, mistakes, and missteps. Things the mentors wish they had done differently. Stories about how they got lucky. And things they wish they had known during their journey. 
   					105. This allows the founders to extract the content that is important and relevant to their current frame of mind and ask clarifying questions as needed.
   				100. Workshops
   				101. Lunch and Learns (https://github.com/piepdx/pie-cookbook/blob/master/notes/logistics/logistics-lunch-and-learns.md)
   				101. Gauntlet/speed dating
   				102. 1:1
   				103. Office hours
   			103. Informal
   				103. Happy hours
   				104. After hours
   				104. Social gatherings
   				105. Pitch practice
   				106. Drop ins
   				107. On the fly/visiting mentors
   		108. Peer mentoring
   			109. Creating the culture of peer mentoring
   			110. Enabling random collisions through the selection process
   			111. Reinforcing collaboration and trust
   			112. Encouraging bonding among peers (https://github.com/piepdx/pie-cookbook/blob/master/notes/logistics/logistics-enforced-socializing-with-peers.md)
   			112. Using shared experiences
   				113. So much of what occurs in a startup accelerator is "independent study" where each company — and often each founder — has a unique experience in the accelerator.
   				114. Family Dinner
   				115. Lunch
   				112. Pitch Practice
   			108. Status reporting
   			109. Check-ins
   			110. Weekly reports
   		111. Pressure valves
   			112. Planned
   				113. Happy Hour
   				114. Nike employee store
   					115. Kept secret
   					116. Provided each founder with $100 spending money
   				115. Cooking together
   					116. Kitchen Cru
   			113. Impromptu
   				114. Meals
   				115. Perks
   				116. Financial assistance
   					117. Hiring a sitter so that a founder could spend time quality time with his wife
   	111. Brand sprints with W+K
   		112. Studio
   		113. Benefits to startups
   		114. Benefits to W+K
   	112. Startup sprints
   		113. 404
   		114. Bring the pain
   	115. Demo Day (https://github.com/piepdx/pie-cookbook/blob/master/notes/logistics/logistics-demo-day.md)
   		116. To Demo Day or not to Demo Day?
   		116. Objectives
   		117. Audience
   			118. Investors
   			119. Media
   			120. Community
   			121. Mentors
   			122. Government
   			123. Peers
   			124. Partners
   			125. Sponsors
   		123. Demo format
   		124. Additional content
   		118. Venue
   		119. Promotion
   			120. Communications
   				121. https://github.com/piepdx/pie-cookbook/blob/master/notes/logistics/letter-demo-day-invite.md
   				122. https://github.com/piepdx/pie-cookbook/blob/master/notes/logistics/letter-demo-day-logistics.md
   				123. https://github.com/piepdx/pie-cookbook/blob/master/notes/logistics/letter-demo-day-livestream-reminder.md
   				124. https://github.com/piepdx/pie-cookbook/blob/master/notes/logistics/letter-demo-day-follow-up.md
   		120. Logistics
   			120. Run of show
   			120. Pre-show
   			121. During show
   			122. Post show
   			123. Archive
   				124. https://www.youtube.com/channel/UCMEbih2k3WBsODB68WqwT6g/videos?sort=dd&shelf_id=0&view=0
   115. Dessert 
   	116. Post mortems (https://github.com/piepdx/pie-cookbook/blob/master/notes/logistics/logistics-post-mortem.md)
   	118. Tweaking the model
   	119. Quarterly surveys
   	119. Metrics for success
   		120. Qualitative versus Quantitative 
   		121. Accelerator program versus Broader ecosystem
   		120. Traditional (https://github.com/piepdx/pie-cookbook/issues/6)
   			121. Jobs created
   			122. Capital raised
   			123. Valuation
   			124. Exits
   			125. Survival rate
   		126. Nontraditional
   	120. Ongoing portfolio management
   	120. Ongoing communications
   	121. Off season
   		122. Mentor recruitment
   		123. Startup recruitment
   		124. Events
   		125. Hackathons
   

6. Other flavors of PIE 127. Oregon Story Board 128. Daimler SPIN 129. Startup PDX Challenge 130. Newberg Innovation Accelerator

Appendix

132. PIE statistics
133. PIE class breakdowns 134. Coworking 135. 88 inc 135. AppFog (acquired) 136. Bac'n (acquired) 137. Bass Masta (acquired) 138. COLOURlovers (acquired) 139. Dovie 140. Epipheo 141. Geoloqi (acquired) 142. Glider (acquired) 143. Gorlochs 144. Here File, File 145. Kickball 146. Kickstarter 147. LucentPDX 148. Maurerville 149. Mugasha 150. Paleo Plan (acquired) 151. Refresh Media 152. Showyou 153. Silicon Florist 154. Simple (acquired) 155. Sprintly (acquired) 156. Subscription Tools 157. Tindie (acquired) 158. Uncorked Studios 159. Urban Airship 160. VodPod (acquired) 161. Temporary 162. Twitter 163. Burbn/Instagram 164. PieLab 134. Apple PIE 135. Applications 136. Submitted 137. Second round 138. Interview round 139. Companies 140. Adyapper 140. Athletepath 141. Cloudability 141. DailyPath 142. Mopix 143. Revisu 142. Spotsi 143. Stayhound 144. VendScreen (acquired) 140. Mentors in residence 141. Ward Cunningham 142. Geoloqi 143. Staff 144. Rick Turoczy 145. Renny Gleeson 135. Blueberry PIE 136. Applications 136. Submitted 137. Second round 138. Interview round 139. Companies 140. AppThwack (acquired) 140. Code Scouts 141. dot dot dash (formerly Stublisher) 142. KS12 143. Little Bird 144. Lytics 144. Vadio 140. Mentors in residence 141. Staff 142. Rick Turoczy 143. Kirsten Golden 136. Coconut Creme PIE 137. Applications 136. Submitted 137. Second round 138. Interview round 139. Companies 140. Cloneless 140. Fleck 141. Orchestrate (acquired) 141. Smart Mocha (acquired) 142. Stand In 140. Switchboard 141. Teak 140. Mentors in residence 141. Staff 142. Rick Turoczy 143. Kirsten Golden 137. Derby PIE 138. Applications 136. Submitted 137. Second round 138. Interview round 139. Companies 140. Cairns 141. Droplr 142. Krumplr 143. Nutmeg (acquired) 144. Outdoor Project 145. Read the Docs 146. Shop Tender 144. Supportland 145. WANT 146. WorldState 147. XOBXOB 140. Staff 141. Rick Turoczy 142. Kirsten Golden
134. Tool Kit
135. Equipment list for space
136. Application forms
137. Assessment forms
138. Term sheets
139. Pro forma for the accelerator
140. Pro forma for the startups
141. Speeches we give time and time again 136. First day 137. How to meet 138. MVP: Minimum Valuable Product
142. Resources 140. YC open sourced documents 141. Techstars open sourced documents 142. Fostering a thriving ecosystem 143. http://www.techstars.com/content/regions/latin-america/white-paper-announcing-5-ingredients-fostering-thriving-startup-ecosystem/ 144. Pitching 145. https://nathanjeffery.net/pitch-ssg/ 146. Mentor “No solicitation” agreement 147. Request: #2 (comment) 148. Document: https://github.com/piepdx/pie-cookbook/blob/master/source/documents/Mentor%20Protege%2020140609.docx 143. Community 144. Startup Revolution 143. Startup Communities 140. Slack 141. http://slack.com 142. Switchboard 143. http://switchboardhq.com/ 142. IRL 143. Calagator http://calagator.org 143. http://beerandpizza.co/ 144. Meetup 141. Reportedly 142. http://reportedly.co 144. Read the Docs (you're soaking in it) 145. http://readthedocs.org 142. Google Docs 143. AngelList 144. http://angel.co 145. MentorDB 146. Dashboard 147. https://dashboard.io/ 144. PIE countdown clock 145. Open source 146. https://github.com/piepdx/board 144. Perks 145. Amazon Web Services 146. Softlayer 147. Google for Entrepreneurs

Parking lot

Put stuff here that you know belongs somewhere but you’re not quite sure where

146. Mistakes were made 147. The Vizzini Paradox http://www.imdb.com/title/tt0093779/quotes?item=qt0482717 148. Caffe Umbria coffee card 149. Family dinner 150. Chest thumping 151. No time limit 147. PIE Apple 148. Segregated management and one team up in the fishbowl (pre-fishbowl buildout)
147. Happy accidents 147. Mentors in residence
148. Unresolvable friction 148. Some things simply cannot be resolved. Nor do they necessarily need to be. But it's important that we highlight these areas of a friction, so that they don't surprise folks.
149. Blogs
150. Podcasts 148. Accelerator (Starter Studio, Orlando, FL) https://itunes.apple.com/us/podcast/accelerator-startup-story/id1090477285?mt=2
151. Presentations 150. https://github.com/piepdx/pie-cookbook/tree/master/source/presentations
152. Mentors 148. Brad Berens 149. Kyle Bañuelos 148. Doug Gould 149. http://www.pacificstandardtime.io/blog//5-years-of-pie 150. Make the Community Accessible 151. Cultivate a “Give and Take” Culture 152. Humility Goes a Long Way 150. James Keller 151. Minimum Valuable Product 152. Mike Pacchione 153. Shane Johnson #5 (comment) 154. Explicit give before you get for accelerators. 155. Doing the work 156. What an investor looks like? monetary, connector, champion, others? 157. As a founder you really aren't all that so, DO THE WORK! (theme?) 158. Decision making.... to steal yogi berra "If you come to a fork in the road, take it"
153. Startups 160. How do we leverage feedback and insights on the accelerator experience from PIE alums ? 161. Insights from post mortem interviews 162. Insights given where they are now 161. What worked? 162. What didn’t? 163. What stuck with them? 164. What would they do differently?