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Your first 90 days are critical for a number of reasons:It's when all of your new coworkers will form their first impressions of youIt's when you'll start to get slotted, or not, for interesting projects outside of your roleIt's when you're likely to make your new hiring manager look like a hero or a zero.It's not great, but first impressions are often the only ones that matter. So what can you do to give the best first impression over your first 90 days?Cheat by starting early. Who says your 90 days has to start when everybody else's does? Start early! Do the stuff you'd be embarrassed to do if you were actually in the office: deep dive product research, spend a lot of time on LinkedIn getting a feel for the other employees and sending out some friend requests, familiarize yourself with the origin story and get an early read on corporate culture, have some lunches with some future fellow coworkers and ask them about key projects or initiatives that are coming up.One thing most people don't think about: get some competitive intel. Until you're working there you're not working there and your LinkedIn profile and email won't tip you off. Get a feel for your counterpart at comparable companies and you'll have valuable insight on day one.Hack the machine. Important things that most people neglect to learn while they're still trying to set their email up:Familiarize yourself with corporate structure. Understand who reports to whom, how budget flows, which positions and departments have decision making authority for projects that might be relevant to you.Get a feel for the corporate culture. What motivations have the leaders put in place to move their teams? Competition? Cash? Social status? What kinds of things work best for you? Will there be an adjustment needed?What does success look like? What does your promotion and bonus cycle look like? What kinds of things do you have to do to get a top review? Do they even have a review process? If so, who are you going to be reviewing and reviewed by?Forget your goals and ideas for the first quarter, go help someone else first. Despite your best efforts you're still not going to know anything when you start. Not relative to what everybody else knows anyway. Do yourself a favor and don't make a big show of picking some impossible goal only so you can spend the last 5 days of your first quarter with the company frantically trying to find excuses for why you've missed. Everybody knows why you missed: you didn't know enough to pick a good goal, your manager may or may not know what they're doing, and you got stalled out for resources or red tape and are dead in the water.Save yourself the trouble: go find mentors, and fast. Get on their teams; make their goals your goals. You're not going to get topline credit but it's the fastest way for you to get the lay of the land. If you make yourself useful to smart people in month one they'll help you with your goals in month two. This is how you build a network and networks are how smart companies and smart leaders get things done.Most of all, remember to think about the long tail effect of everything you're doing. The real goal of your first 90 days is to learn enough to start making something out of your first year. Get the fundamentals in place and in three months people will consider you a reliable resource and someone who deserves to be riding shotgun on the most important projects.

Related to Phones:Present day cell phones have more computing power than the computer used for Apollo 11 to land on the moon.The first call made from a mobile phone was placed by Martin Cooper(engineer of Motorola) on April 3, 1973.First Smartphone was debuted in 1993 by IBM named as "Simon" priced $899.Only 2000 Simmons(code name is Angler) made at that time.Related to Computers:Microsoft’s project to develop a new operating system was code-named “Interface Manager”. However, they found the term “Windows” more appealing, so they decided to name it – “Windows” but not “Interface Manager”.The first 1 GB hard drive was announced by IBM in 1980 which had a price tag of $40,000!9 out of 10 of the world’s supercomputers run on Linux. So, now, don’t you think, Linux is appealing enough to be tried out at least once by every consumer present. Google, Facebook, Twitter, and Amazon are all powered by Linux. Yes, Linux is not among the most popular OS for the general consumers. But, Linux leads the Industry.Related to Programming :The first high-level programming language was FORTRAN. invented in 1954 by IBM’s John Backus.Lady Lovelace wrote the first ever computer program for the Analytical Engine. This program was written to calculate the seventh Bernoulli number used in mathematics.It was only in 1953 that her work got wide publicity in B.V. Bowden’s book, titled “Faster Than Thought: A Symposium on Digital Computing Machines.Computers run on binary code—written in 1s and 0s—which is very difficult for humans to work with. But just as people can understand different languages computers can understand different languages (like Python, C, C++, Perl, Visual Basic, Java, Javascript, Ruby and PHP, among others) which translate our instructions into binary.Related to Emails :First email system was developed in 1971.The total number of email accounts are 3.7 billion worldwide.269 Billion emails are sent per day, in which 49% emails are spam.Random facts :USB- It was developed by an Indian Developer, Ajay Bhatt in 1995. The interesting thing is 86% of people try to plug their USB device upside down.Alarm Clock - The first alarm clock was designed by Levi Hutchins(1787) and it could only ring at 4 am. An adjustable alarm clock was created after another 60 years. Then a French inventor Antoine Redier (1847)Created an adjustable mechanical alarm clock.Banner Ads- The first banner advertisement was used in 1994.Android- You know almost about Android. Then tell me, Why Android 3.0 did not launch?Bonus:The concept of the Sony Walkman, one of the bestselling products in the firm’s history, was not appreciated by company executives initially.Before Nokia took over the number one spot in 1998, Motorola was the world’s biggest mobile phone seller.In 1999, Motorola launched iDen i1000 plus, which was the first mobile in history to feature a two-way radio, email and Internet browser.Facebook, in 2013, made a failed attempt to purchase messaging service Snapchat for a reported figure of around US$3 billion.IBM played a big role in helping NASA execute its first landing on the moon in 1969.The word “Yahoo” is a short form for “Yet Another Hierarchical Officious Oracle.”Co-founder Jeff Bezos initially wanted to name the company Cadabra, after the magic word "abracadabra".The lack of any colour and design on Google’s homepage is because the founders had no knowledge of HTML.The retina display of the iPad, Apple’s multimedia tablet, is actually a Samsung production.Source : Google ImagesEdit 1: Thanks for the upvotes, I have crossed 150, Please check my profile here Kumar Gaurav Singh (कुमार गौरव सिंह) . Keep supporting

Of course. That’s exactly what “due diligence” is all about. How thorough an investor will be depends to some extent on the professionalism of the investor, the size of the investment, and the stage of the company, but the checking will almost certainly entail requesting and reviewing all of the startup’s financial accounts and projections, customer contracts, cap table, IP filings, etc. (That’s one reason that a platform like Gust Launch can be so useful, because it ensures that everything is appropriately tracked and recorded.)Here is a typical business diligence checklist for an angel or venture investment:Company OverviewArticulate the “equity story” here (i.e. why the company is on to something and why its stock will appreciate greatly). Is it compelling?Does the company engage in thorough business planning?Does management have a clear understanding of the challenges it faces and a realistic plan to address them?Are there any skeletons in the company’s closet from previous activities (e.g. outstanding liabilities, unassigned IP)?Management TeamAre all resumes and personal references available?What key strengths does the management team have collectively and individually?What holes are there in the team and how/when might they be filled?Have there been any disgruntled employees and, if so, why? Do these employees cause any tangible risk going forward?What strengths does the Board bring to the company? How might it be augmented?Is there a Board of Advisors, and, if so, how active is it?MarketingDoes the company have a well-defined sense of what its true market is?·Is this market sufficiently large and fast-growing to be attractive?Is the company’s market generalized or niche?If generalized, does the company stand out from competitors?If niche, will the company dominate sufficiently to either build attractive cash flow or be bought by a larger firm?Is the company the leading firm in its market? Market share?What barriers to entry does the company enjoy? How long lasting are they?Does management understand the key metrics to measure its business and does it track its progress effectively? How do the metrics compare to similar firms?Does the company have a sensible business model?SalesDo customer reference calls bear out claims management make about demand for their products/services?Is the company pipeline attractive? What is the probability that it will hit its targets?Does the sales strategy make sense? What could be done to improve it?Can the company acquire customers profitably?Is the company’s sales cycle better or worse than its competitors and is it attractive?CompetitionDoes the company know who its competitors are, including indirect competitors?Where does the company stack up vs. competitors? Can it win business from them?Has the company focused its business plan narrowly enough to limit its competition?How well-funded is the competition?Product DevelopmentIs the product a need-to-have, a nice-to-have, or a luxury? Does it solve a critical problem or enable growth (if B2B)/provide entertainment (if B2C)?Describe the customer demand in detail?Has the company proven adept at product development? Does it have an adequate technical team?Did product development flow from perceived (or better yet researched) customer demand or from some other impetus? Explain.Intellectual PropertyDoes the company have an appropriate IP strategy? Explain.Are there any issues relating to patents or intellectual property?Production / Operations (HR, Customer Support, Fulfillment, Returns, Distribution Logistics)Do the management team and other employees enjoy appropriate incentives to run the company for the long term?Are the interests of management aligned with ours?Are total labor costs appropriate?Does the company have a realistic plan for managing its back office and customer support? Will it be able to handle customer growth while maintaining customer satisfaction?Financing StrategyIs the valuation attractive? What is the projected times money returned and IRR (if calculable)? Is the risk-adjusted return attractive?Does the company have a thorough plan as to what it will do with our money? Is it sensible?Is the company raising the right amount of money?What financing risk exists in the business plan? How much additional money must they raise and how flexible (in amount and timing) can they be in raising it?FinancialsDoes the company have a realistic set of projections based on reasonable assumptions?Are the projections bottom-up (good) or top-down (not so good)?Does the company have good operating leverage?Are the margins attractive (absolutely and relative to competitors)?Has the company met, exceeded or fallen short of its previous budgets? Analyze variances.Assets and PropertyAre there any issues here?Customer ReferencesWrite up summary of reference calls.Do customer reference calls bear out claims management make about demand for their products/services?Are there any issues flagged by customers? Does management recognize and admit to (without prompting) these issues?Contracts and AgreementsReview all contracts with legal counsel and flag any issues, risks or omissions.Corporate DocumentsReview all corporate documents with legal counsel and flag any issues, risks or omissions.TaxesReview company tax situation and analyze effects on cash flow over next several years.InsuranceAssess adequacy of insurance coverage and analyze risk to investment thesis of any insurance gaps.And here’s the legal/financial due diligence checklist that would accompany it in the case of a full venture or strategic round:“Please furnish for our review copies of the following documents or indicate in writing on a copy of this list that none exist. In addition, please provide a written summary of each oral agreement or arrangement which is responsive to the requests set forth below. Any documents identified as originals will be returned to you promptly.Unless otherwise indicated, (i) all requests are for any matters which are currently existing and in effect or which occurred at any time since the Company’s incorporation but which are not now existing or in effect, and (ii) each request applies to all past and present direct or indirect subsidiaries (if any), and all predecessors, whether corporations, partnerships or joint ventures. For purposes of this request, all such entities are included in the term “Company.” Where there is no information responsive to the request, please so indicate by writing “N/A” or the equivalent in the margin.I. Corporate Records.Chart showing, or a narrative description of, the corporate, partnership, limited liability company structures (parents, all subsidiaries and other financially or legally related entities) and ownership (including the number of shares and/or percentage of ownership) of the Company.Copies of the certificates of incorporation, by-laws, partnership agreements, operating agreements and other similar organizational documents of the Company.Stock record books and copies of all stock certificates, including reverse sides, of the Company and affiliates.List of all subsidiaries and affiliates of the Company, if any.List of jurisdictions in which the Company is qualified or has applied for qualification to do business and evidence of such qualification or application.List of jurisdictions where the Company has substantial contacts (e.g., real or personal property owned or leased, employees, sales representatives, etc.).List of the Company’s current shareholders, the numbers of shares owned and the consideration paid for such shares.Warrants, stock options, agreements relating to any warrants or options to purchase securities, any convertible security and other rights to subscribe for or purchase securities.Schedule of all outstanding stock options and warrants, including name of individual, grant date, expiration date and exercise price, of the Company.Voting agreements, voting trusts, shareholder agreements or other similar arrangements with or among shareholders or equity owners of the Company.Stock purchase and repurchase agreements.Stock restriction agreements.Registration rights agreements.Minutes or other records of meetings of the Board of Directors, committees of the Board of Directors or shareholders of the Company.All materials distributed to members of the Board of Directors, committees of the Board of Directors or shareholders of the Company since incorporation or organization (or written consents in lieu of meetings).II. Employee Benefit Plans and Other Employment Matters.Employment, consulting, compensation or other agreements or arrangements to which any director, officer or employee of the Company is a party.Copies of any provisions of any contract or arrangement, pursuant to which any director or officer (or other applicable principals, partners or members) of the Company is insured or indemnified in any manner against liability.All documents relating to pension, deferred compensation, stock option (including SARs), profit sharing and any other similar plans of the Company, all IRS determination letters relating to the foregoing and the most recent actuarial report for any defined benefit pension plan for the Company.All other employee compensation, bonus, incentive, benefit (e.g., life or health insurance) or similar plans of the Company, including plan evaluation and actuarial evaluation reports.Any standard form employment agreements used by the Company as well as any agreements that deviate in any material respect from such standard forms, and all severance or special termination agreements with senior management of the Company.Information with respect to any pension benefit plan subject to Title IV of ERISA maintained by an entity other than the Company which is, or was within the past five years, in a single controlled group with the Company.All collective bargaining agreements to which the Company is a party or by which it is bound, including any side letters.Any policy manuals or materials with respect to trade or employment practices of the Company.Confidentiality, proprietary rights, and non-competition agreements (i) between the Company and any officer, director, employee, consultant, representative, supplier or customer or (ii) which the Company’s employees or consultants have entered into with a prior employer.Information as to employment arrangements and/or compensation plans where any benefits or rights are triggered by a change in control of the Company, including any so called “golden parachute” or similar arrangements.Information as to employment arrangements and/or severance plans where any benefits or rights are granted upon severance or termination of an employee, whether or not in connection with a change in control of the Company.Any contracts for consulting or management services.III. Regulatory MattersAll applications, filings, findings, reports, registration statements, correspondence, complaints, consent decrees, determinations, orders, etc., relating to federal regulatory agencies and all foreign, state and local agencies performing similar functions. Include all exhibits for all filings, unless duplicative of material requested elsewhere.IV. Properties, Assets, and Leases.List of all real property owned, leased (as lessee or lessor) or used by the Company including all documentation of ownership, leasehold interest, any encumbrances or restrictions against transfer on such property, and any title insurance policies or title searches.List of all intangible or intellectual property e.g., patents, trademarks, copyrights, trade names, trade secrets and customer lists owned, leased, licensed or used by the Company and any patent or trademark registrations or similar documents in any domestic or foreign jurisdiction. Please include any required permits, licenses, approvals, related regulatory reports, or agreements and any actual or threatened claims of infringement or misappropriation.List of all fixed assets, personal property and equipment owned, leased or used by the Company including all documentation of ownership, leasehold interest or any encumbrances or restrictions against transfer of such property.With respect to all of the properties and leases described in this Item IV, please identify any officers, Directors, shareholders or employees of the Company holding an interest in such properties or leases.V. Material Agreements and Financing Documents.Loan agreements, lines of credit, indentures, revolving credit agreements, note purchase agreements, notes, other evidence of indebtedness and all related documents concerning any debt financing.Venture capital financing documentsAny agreements in principle or otherwise with respect to mergers, acquisitions, divestitures or sales of material assets of the Company, whether or not consummated.Mortgages, security agreements, pledges and other evidence of liens or letters of credit securing any obligations of the Company.Corporate and personal guarantees of any obligations and powers of attorney executed in the Company’s name.Schedule and copies of all contracts, agreements, arrangements or understandings under which the Company (i) has any surviving representations or warranties or any ongoing obligation to indemnify, defend or hold harmless any party, (ii) is subject to any other material commitment, contingency or liability or (iii) which restrict in any manner the right of the Company to conduct its business or to compete with any partyList of bank accounts belonging to the Company and its affiliates.Correspondence and internal memoranda relating to any documents requested in this Item V.VI. Marketing, Sales and Operations.Licensing agreements (including inter-company).Patents, patent applications, trademarks, trademark applications and copyrights (domestic and foreign), service marks (domestic and foreign) and documents relating to know-how, trade secrets, and other proprietary information used by the Company.Promotional material, sales literature and other advertising documents distributed to potential customers.Agreements with any educational institutions or relating to the Company’s provision of private student loans.Joint venture, partnership and limited partnership agreements.Agency, commission, distribution, franchise or sales representative agreements.Governmental contracts, agreements or purchase orders.Agreements under the which the company is obligated to provide or purchase a material amount of goods or servicesAll other contracts (including executory contracts) material to the Company.VII. Accounting, Financial and Insurance Matters.2004 annual and 2005 year to date monthly financial statements (including balance sheet and income statement).All documentation relating to any transaction between the Company and any director and officer including any loans or similar arrangement.Budgets, fiscal projections and strategic plans, together with a review of or comparison with actual results, if available.Summary of federal, state, local and foreign income tax status, including consents and agreements with any tax authority or any pending or threatened disputes concerning tax matters and all audit papers and communications between the Company and the Internal Revenue Service.Any documents relating to liabilities and obligations, including material contingent liabilities, write-downs or write-offs of notes or accounts receivable, incurred otherwise than in the ordinary course of business since formation.Copies of all insurance policies and a history of insurance claims, with details of any pending claims or incidents which may arise in claims.VIII. Legal Proceedings.List and description of all material litigation, administrative proceedings, arbitration proceedings, investigations, claims or disputes (including pending or threatened litigation or claims) involving the Company or any principal shareholder, officer, director, principal, partner or member of the Company as a plaintiff or defendant.All consent decrees, judgments, other decrees or orders, settlement agreements, injunctions or similar matters (continuing or contingent) to which the Company is a party or involving any person in his capacity as a shareholder, officer, director principal, partner, member or employee of the Company.Documentation with respect to any pending or threatened disputes with any governmental agency to which the Company is or may become a party.All correspondence dealing with actual or alleged infringement of patents, trademarks and copyrights.Any waivers or agreements canceling claims or rights of substantial value other than in ordinary course of business.IX. All other materials and documents involving the Company, not otherwise covered by the foregoing items, which, in your judgment, may be material to the business of the Company or which should be reviewed in making disclosures regarding the business and financial condition of the Company.”