u/Ffilib

I have been in the UK for about 12 years with 8 year no claim (wasn't driving the first years).

I have had my driving license for 19 years total.

For the last few years my insurance has been around £350.

Now I cannot find anything for less than £400 (Admiral). Even recievrd a £900 quote from a Churchill. Compare the market (always been using them) quotes start from £500.

I'm assuming this has to do with my EU licence. Nothing unusual in the add-ons (breakdown cover, 8000 miles a year, courtesy car, PI £5k cover. No windscreen cover...)

In curious.

Have all of you seen an increase on their insurance? Or is it link to foreign EU licenses?

Is there any known angel syndicates within the HR tech/ future of work space in the UK?

Is there any known angel syndicates within the HR tech/ future of work space in the UK?

Preparing budget for pre seed stage.

We have a few b2b customers on our MVP and looking to get a few more within a specific bracket.

Slight snag, this bracket makes the economics of the ICP quite narrow.

As a result, we would struggle to reach break even, if we were to stay within this bracket. The goal is obviously to address a larger customer bracket later on, when the MVP has progressed to a point where the product is ready for larger scale deployments.

At the pace I see things progressing and how quickly customers provide feedback, I'd say it will easily take another 12 months from the raise to actually have a product we can scale without doing all the manual work we currently do.

A question to those who have experience in this: how should I position my budget?

I'm raising with a 2 year runway in mind.

Its going to be near impossible to reach break even within the first 2 years, as the prodyct will most likely be scalable from end of year 1. With long sales cycles taken into consideration, it will probably take 12 months of conversations to get a contract with enterprise customers.

Is this a dead end and should I look to secure break even by the end of the runway? Or is it common at pre seed to accept that having the keep on building the product after the raise might mean break even will not happen within 2 years.

Based on current projections, we would reach break even in year 3 and true large revenue would come from year 4 and 5 as we would be able to address enteprise size customers.

As I write this title, I'm think "duh, seems obvious!", but thought i might post anyway as some of you might have some actual data.

For context, we have some early b2b customers on our mvp.

The product is awkward to introduce to new customers, as the product evolved as we develop it with the current customer base.

All customers joined in for the initial scope and we ended up finding users were using our product for another purpose it was intended for - even though the original scope proved to be a success, our customers have grown more interested in the potential of what users are doing with it.

It sounds great, but I find it sometimes difficult to answer "what business are we in now?".

Got me thinking maybe our customers might actually better suited to promote the mvp to their peers than us.

Wondering if some of you may have actual data on uptake from current customer referrals vs cold out reach at the early stage.

And if you did, what was the ideal way to generate these referrals?

Hi all,

I wondering if there is a tool available (ideally free to test) to edit ai generated images. Sometimes i need to add some text and it takes a lot of time for midjourney to generate the right text. I am wondering if there is a tool that would simply allow to erase and rewrite the correct text based on the font used in the generated image.

Is there anything available?

A few months ago, I contacted a CEO of a company about a product we are working on.

The following day I had an email from the budget holder about the product and she asked for a proposal.

The company just got acquired and they said it might take longer to get a pilot over the line than it would have had I contacted them a few months ago.

She was meant to discuss the proposal with the CEO and with the take over the proposal kinda became a low tier priority.

Part of the early conversation, I was told the CEO was really keen on an extra feature we didn't do at the time.

But now this is done and working.

I am planning to send an update/follow up to said budget holder, but I do feel the CEO should also be made aware too, as the budget holder is just an employee at the end of the day.

My problem is that I don't want to antagonise my point of contact for going above her, but equally I cannot see things moving without the big boss making big boss decisions. I would like to make sure both are kept up to date of the progress.

Hopefully you understand what I am trying to say.

WhT approach would you suggest? And what has worked in this situation?

We have been running and slowly scaling our product out the last 6 months.

It's b2b and requires employees to log in. In most cases employees need to use their own devices.

We are still onboarding manually.

The official reason is because it allows us to see the user interacting with the product and also builds relationship.

Although that's true, we also cannot do automated onboarding as it would require us to connect with some HR systems and it feels overkill for where we are.

So today we onboard 17 people. All builders type. All in the same room. All at once.

They were meant to have the app installed on their phone, but none did. So we had to get them set up on Google Play and TestFlight. All 17 of them.

If you can imagine what a room full of lads can be, we called in each user on by one:

- Clive Smith iphone or android? What's your Google account? Go on Google play, that's the one at the top of the account, not the one you sent me.

- George Doe? Iphone or Android? Ok I sent you a live through the app store, you will have to install TestFlight AND use the code at the bottom of the email. You have already deleted the email?..fine let me send you another one.

I don't think I got to demo half of what I wanted to show. It took about 60 minutes to get every one on board.

I felt a bit like the biggest idiot this morning.

And the thought probably carried out in the afternoon. This evening I am more hoping this doesn't reflect badly on the actual product.

But there was some good stuff though: I got to see some things that could be improved in the sign up process (a validator was missing) and found a few errors in the user journey when the user ends up doing things in an order they weren't meant to.

So I am overall pretty grateful for the experience. Most were nice and appreciated the benefits of the product for themselves.

I'm really hoping the various issues will not reflect too badly on the product (they are mainly related to the friction of signing up internal testers or test flight users) as losing a customer, in particular this customer, could be fatal.

Looking back I could have onboarded users via 2 or 3 sessions to make it easier.

What was hard was the moment of negativity by some users - if it doesn't work for one person, they will try to get the rest pf the group agree with them. Luckily it didn't work.

It made me curious about others experiences. How do you do this sort of onboarding? Did you live a similar experience?