enigmatic0202

Yes, extended exercise window is preferable, but that also means the ISOs have to be converted into NSOs, which are less tax favorable assuming an exit happens. So while flexibility is nice, it's not a free gift either.

What you can control though are:

1. Knowing your exercise cost in advance - sometimes you can negotiate for a bonus that can subsidize the cost

2. Getting a fair salary and equity cut based on the funding stage; even if you don't exercise all your equity, your package can at least be used in future negotiations: https://topstartups.io/startup-salary-equity-database/

3. Asking for the option to extend exercise windows if you choose, turning ISOs into NSOs

That’s what I would’ve expected too. But having spoken to many local retailers and seen sales trends, it’s the opposite. COVID has been a challenge for all, but local retailers have been uniquely resilient, using online channels like IG and Shopify to meet customers where they are.

Wariness of crowds is also not going away. A local retailer is likely to draw a smaller crowd at a given point in time than big box counterpart.

Good luck!

Very cool example. Agree with your point. What I meant by history isn’t actually made by singular heroes is that simultaneous innovation tends to be the norm. Not sure if that applies to the Tesla example, but for most other iconic moments like the lightbulb, there were dozens of people who independently arrived at the same invention.

That’s a great point. History is rarely made by singular heroes even though those make for catchier headlines.

The former. Good feedback! I’ll work on making this more clear.

Ya I’ve been in a similar position in the past. Leaving a big firm is less risky than you’d think if you’re really over it.

Point 2 is about figuring out a position that the competitor is unlikely to want to steal. Maybe it’s not attractive to steal today, maybe it’s diametrically opposed to their core business, maybe it’s not something they can execute on, etc.

Good point, I read it a while ago. Will go back and cite.

Not at a large firm. :) The article’s not meant to be a blanket policy, just arguing that doing more of the same results in... more of the same. Some company cultures are more open to this than others

Competition is often interpreted as going toe-to-toe rather than rethinking the game.

As for positive-sum, Shopify has provided that. By making it easier for entrepreneurs to start a online store, they’ve created another distribution channel for them beyond the Amazon status quo. They chose the opposite of aggregation.

Oh interesting. I was trying to express that the mentality of competition constrains us to what’s already been done. That’s why it’s harmful. Carving out a piece of the future requires a different perspective, ideally one that’s hard for the incumbent to replicate.

Hopefully this is within the scope of what you can cover: - My employer will sponsor my green card (EB3) which I'm hesitant to take given the lower priority. I also don't want to be tied down to the employer. How flexible are EB2 and EB1 criteria? - I currently am on TN and have H1B (but haven't activated yet)