Demo Day for Summer 2019 class in front of nearly 1,000 investors at IAC HQ.

We are NYC’s leading startup accelerator and the most active VC in NYC-based startups. Since 2011, we’ve invested in 200+ companies, and our alumni have raised more than $500M in investor capital.

Companies selected to join our Summer 2020 program will receive a $100K investment, with potential for follow-on funding. You’ll move into our Madison Avenue offices for four months, working daily with our team and NYC’s largest mentor network of 500+ industry leaders and 400+ alumni founders.

The deadline for the Summer 2020 program is April 7. Click here to meet us for office hours, or come meet us at one of our upcoming events:

If you’re ready to apply, begin the journey by clicking here.

Triplemint cofounders David Walker (CEO) and Philip Lang (COO)

New York City is not only the nation’s most valuable residential real estate market — reaching nearly $1 trillion last year — but it’s also the most complex for consumers to navigate, whether they’re buyers, sellers, or renters. It’s even tougher for start-ups trying to crack the code with technology. Only a few remain standing and even fewer can claim success.

Among them are Triplemint, which former Yale classmates David Walker and Philip Lang launched in 2011 after running into the apartment-hunting buzzsaw themselves. …

Lingo Live helps companies improve their teams’ English communication skills with online coaching, but as the start-up rapidly grew, employees and leadership didn’t seem to be speaking the same language regarding career planning. And even when they did, what employees and the company needed from each other didn’t often align.

Many individual contributors had “shoot for the moon” C-level career goals, recalled CEO Tyler Muse, but didn’t understand the ladder of competency-building required to get to that level.

“You get these wildly creative, relentless, hard-working but green people who join your team in the early days and figure out how…

Joe Leiva had an early start in the construction industry.

Growing up in a Maryland construction family, Joe Leiva had mud on his workboots even before heading off to college for a civil engineering degree.

After returning to help with the family business, Joe saw firsthand how public works subcontractors were quickly buried by government red tape. Every contract required 20+ different forms, such as workforce demographics and daily reports, that were submitted throughout the course of a job. Worse yet, don’t follow the rules and you don’t get paid.

“I wanted to help these folks avoid compliance issues, to help shorten payment cycles because it’s so critical for these…

Those three hours under a cloudless Himalayan sky had been hypnotic, sitting on that granite boulder with the waters of the Paro Chhu burbling around me. The only distraction was the occasional ibisbill, curved red beak picking through riverbank pebbles looking for lunch.

Meditation had always been elusive to my discursive mind, yet there I was in Bhutan, glued to that spot on a cool October Sunday in quiet, calm contemplation. The tumult of the prior years melted away as I reflected on my past and future with a clear mind. The focus was addictive, a literal flow state.


In a fast-growing company, knowing when and how to “level up” is critical to maintaining momentum and avoiding self-inflicted wounds.

Whether it’s evolving opportunistic sales into a repeatable revenue factory or baking more resilience into fast-changing technology platforms, start-up leaders know there’s truth in the old business maxim “What got you here won’t get you there.”

Leveling up product management is particularly freighted with emotions, as a founder is often the de facto chief product officer, shepherding the product from concept through market-fit tuning. Sometimes the product founder is the CEO and needs to refocus on the broader business. Other times, a non-CEO product founder is skilled at early-stage development, but lacks experience in scaling and overseeing a portfolio. …

Part 1: What’s going on and why it’s getting worse

The above picture is among my most prized possessions, a snapshot of how wild and woolly the world of Internet data collection has become.

Beginning in 2013, I’ve spent thousands of hours scanning millions of websites to better understand how data is collected and visitors are tracked. This journey started when I launched my data start-up Mezzobit, but it soon became an obsession, consuming many nights and weekends researching the companies behind these activities, resulting in a database of nearly 4,000 firms.

Facebook and its missteps with Cambridge Analytica may represent an extreme case of collecting and tracking, but that’s…

A single hour with a customer is likely more valuable than 10 hours of internally focused time. Yet many enterprise product managers are sadly content with only riding along with sales reps a couple times per year and kibitzing with clients at annual customer events.

Lots of SaaS companies have “customer-driven” or “defined by our customers” somewhere in their missions, yet don’t walk the walk when it comes to actually getting PMs out in the field to regularly talk to them.

Perhaps it’s because corporate HQ is geographically isolated from customers. Or sales and account management are overly protective regarding…

Happy customers are often one indicator of product-market fit, but how you made them happy will determine whether you’re building a sustainable SaaS business with scalable unit economics.

In particular, how much of your customer’s success is due to high-touch service and how much is due to value delivery from your tools or platform?

I’ve found the four-stage start-up maturity model, proposed by Matrix Partners’ David Skok and others, to be helpful in thinking about this problem: first you make your customers successful, then you focus on making that success repeatable, then scalable, and then ultimately profitable.

We’ve all been…

Your SaaS product may generate the most earthshaking data-driven insights for enterprises, but without anticipating and addressing how customers will act on them, you’re creating barriers to sales and client success.

Most enterprise-focused software companies have successfully moved their products up the maturity curve from data to information to insights, creating the potential for big impact with their customers by uncovering new ways to look at their businesses.

Maybe flashy dashboards and a suite of reports are sufficient for some applications — particularly new-to-world data with a high “wow” factor — but customers now often demand more.

Joseph Galarneau

CXO SaaS builder | Data product leader | Rider of 52 subways. Serial CPO/CTO. EIR @ ERA. Née: Mezzobit cofounder/CEO (acq’d by OpenX), Newsweek/Daily Beast COO.

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