Category Archives: Startups

Cybersecurity ROI: Still a tough sell

Panelists at the MIT Sloan CIO Symposium agree that selling top management on the value of “something that doesn’t happen” is tricky. How do you convince a company board of directors that there is a return on investment (ROI) for something that doesn’t happen? Read here…

Military Veterans and Startups

Here at Netizen, we’ve blogged a lot over the past year about the value veterans bring to the table for any startup. We are proudly veteran owned and have a staff comprised of incredibly dedicated, talented employees of which over 80% are veterans of various branches, occupational specialties, ages and backgrounds. It is this aspect […]
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Working Ridiculously Long Hours is a Sign that Something is Wrong

Ever find yourself bragging about working a 60, 80 or even 100 hour work week or publicly complaining on social media about that incessantly heavy workload of yours? This is not a badge of honor. It is generally a sign that something is wrong, and it could be the way you go about your work. […]
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Lessons in Startup Project Management Part II: The Tools

In a previous post I tried to dispel some of the myth of how entrepreneurs in “hip” startups perceive project management.  It is not (well, it doesn’t have to be) a stodgy, stifling bureaucratic nightmare, and, on the other hand, just calling your operations “Lean” or “Agile” does not mean it is effective project management. […]
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Startup Founders Must Love to Learn

We reposted this from a blog our founder wrote some time back, thinking it was pertinent to the required mentality of entrepreneurs looking to break into the tech scene. Look, tech startups are hot now, but they aren’t for everyone, regardless of what Silicon Valley says. If you aren’t willing to put in the time […]
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How a Scrappy Startup in a DC Garage Revolutionized

For clarification, we wanted to point out that this particular praise for this system only applies to a small portion of the site – the static interface.  It has become apparent, unfortunately, that the majority of the back-end was developed with typical procurement mechanisms, and handled much like many other turbulent federal projects.  This example […]
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