Key insights and strategies for creating, scaling, and consolidating startups—from validating the business model to managing growth—with a strategic perspective and hands-on experience in high-pressure environments.
When does a startup stop being one? Beyond age or revenue, the answer lies in factors such as profitability, business model validation, internal structure, and market perception. In this post, I explore the metrics and signals that mark the transition from exploration to consolidation—and how the “startup” label can sometimes serve as a refuge from the demands of real growth.
Just like humans are born with all their vital organs, a startup begins with all its functional areas. Age and size are often the most used parameters to define it, but they don’t tell the whole story: what truly matters is the development and maturity of those areas. So, can we really call a startup a company, or not yet?
For some, chasing unicorn status has become a distraction. Some startups rush to scale without validating product-market fit, mistaking valuation for value. Quibi, Beepi, and Jawbone show what happens when hype overrides fundamentals. True success isn’t mythical—it’s meaningful. Focus on building something real, profitable, and lasting. Not every company needs to be a unicorn. But every founder should want to build something that matters.
In this video, I share my journey from marketing to music, highlighting my diverse industry experience and passion for bass guitar. I discuss the evolution of the music industry, the impact of technology like AI and streaming platforms, and the importance of personal branding for musicians. I emphasize adaptability, diversification of income, and the value of live performances.
Why do startups emerge? Do we understand the rationale behind a company (new or established) in its innovation process? This methodology, developed by Oriol Guitart, facilitates the analysis of new innovative solutions.