'Lather, Rinse, Repeat': FeedBurner's Serial Founding Team

Posted: 19 Apr 2012

See all articles by Noam Wasserman

Noam Wasserman

University of Southern California - Lloyd Greif Center for Entrepreneurial Studies

Eric Olson

University of Chicago - Booth School of Business

Date Written: February 4, 2011

Abstract

"Is this the right time or is it still too early?" Dick Costolo wondered as he reflected on the latest acquisition offer. He had been building FeedBurner with his three co-founders for almost four years and was staring at the details of an acquisition offer from Google. He and his co-founders had founded three prior ventures together, each of which had had increasingly attractive outcomes, but none of which had reached their full potential. The number on the table from Google was a big one. Should the deal be completed, it would be the biggest win the founding team had ever had. However, was this the right time to exit? If Costolo didn't think so, would he be able to convince his co-founders who all had different personal risk profiles? This was going to be the biggest decision in the life of FeedBurner and its co-founders.

Learning Objective: To examine the lessons learned by serial entrepreneurs during their early ventures, regarding building strong founding teams, hiring and incenting employees, dealing with investors, and making exit decisions.

Suggested Citation

Wasserman, Noam and Olson, Eric, 'Lather, Rinse, Repeat': FeedBurner's Serial Founding Team (February 4, 2011). Harvard Business School Entrepreneurial Management Case No. 809-089. Available at SSRN: https://ssrn.com/abstract=2042069

Noam Wasserman (Contact Author)

University of Southern California - Lloyd Greif Center for Entrepreneurial Studies ( email )

United States

Eric Olson

University of Chicago - Booth School of Business ( email )

5807 S. Woodlawn Avenue
Chicago, IL 60637
United States

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