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San Francisco, California, United States
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12K followers
500+ connections
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Experience & Education
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Blaze
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Volunteer Experience
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Member, Greater Boston Advisory Board for the Massachusetts Division
The Salvation Army
- 2 years 5 months
Poverty Alleviation
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Program Committee Chair, Advisory Board for the Hawaii & Pacific Islands Division
The Salvation Army
- 1 year 1 month
Economic Empowerment
• Youngest member and chair of the Board’s largest committee, overseeing an annual program budget of over $38M
• Led a comprehensive impact assessment process and developed a new strategic vision and resource priorities for the Hawaii Division
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Member, San Francisco Bay Area Advisory Board
The Salvation Army
- Present 9 years 8 months
Poverty Alleviation
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Tré Baker
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I've consulted with a few economic development entities around spinning up an accelerator. My first piece of advice is usually "don't do it" because there are other things that need to happen before such a program can be effective, like developing an engaged and active local angel network that actually writes checks consistently. First step is usually a lower lift, like pitch competitions and meetups. If you've already received the mandate to establish an accelerator, I suggest the following: 1. Consider an incubator instead. A time-bound, cohort-based model (accelerator) has its benefits in terms of program experience, but doesn't necessarily result in better outcomes for the local economy. Incubators are more flexible and can enable more customizable experience for each company. 2. The entity running the program should be non-profit. Accelerators/incubators, if run properly, are loss leaders and require subsidies. However, there should be a for-profit fund attached to it, the purpose of which is to fund the top quartile/decile coming out of the incubator. 3. Develop a shared support services program within the incubator, but available (at a cost) for any company operating in your area of interest. Think of it like AAA for back office business services (accounting, basic legal, payroll, financial modeling, graphic design, social media management, virtual assistants, etc.). The purpose is not only to give discounted services to these companies, but actually shoulder some of the admin burden so they can focus on customer and product development. See startupok.org for an example. 4. Last, but not least, start with customer demand first, using a reverse incubator model. This likely means working with the local chamber of commerce (for B2B companies) and community organizations (for B2C companies) to identify unmet needs and quantify demand. Otherwise you'll spend too much time and resources attracting companies to come to your town/city/state for your program, who then have to move away because there aren't enough customers, investors, or local talent with the necessary skills to keep them there. The exception is companies that build physical products, who need a different set of incentives (logistics hubs, cheap power, sufficient labor pool, physical space, etc.).
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7 Comments -
Matias Zorrilla
Harpoon • 3K followers
You can feel it, something’s shifting in hard tech. From materials to manufacturing to energy, we’re seeing founders take on harder problems, and raising from investors who finally understand what it takes to build in these sectors. When Harpoon Ventures started Black Flag, our goal was simple: help critical-tech founders close the distance between great ideas and the right capital. Over the past few months, we asked hundreds of founders which investors they trust and recommend most. Their answers became something worth sharing: a public list of the most active deep-tech funds today. It’s meant to save founders time, connect them to the right partners, and make this ecosystem a little easier to navigate. 🏴☠️ Introducing The Black Flag Investor List → https://lnkd.in/dYsCnpnd
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