How to write a good personal profile

The age old adage of first impressions is true even online, in some ways a lot more so. Whilst you can’t control what people think of you, you can at the very least make sure that they’re seeing (or judging) an accurate impression.

There’s a few ways of doing this, I like to work from my longest (and most boring personal profile) downwards. So first I create a description of myself, as if I was on the “Management” section of a company website. It includes some vital statistics and a nice Steve-Jobs-esque head shot (or whatever styling you prefer):

  1. Title
  2. Company
  3. Key focus / Passion
  4. Hobbies
  5. Past Experience
  6. Accolades & Awards (don’t get too pompous here)
  7. Current Industry Memberships (these are great, they show you’re actively involved & contributing to your profession)
  8. Education (industry qualifications are also great to showcase, plus they’re usually more relvant)

Once you’ve got your larger, more wordy, corporate profile done, everything else becomes easy. Don’t forget, that just because it’s your “corporate” profile, doesn’t mean it shouldn’t have your own flavour and styling. There’s nothing worse than a soulless, vanilla personal profile that looks like it’s been created by a machine.

Your next step is to create a series (about three) of increasingly short profiles/bio’s – all of which are effectively excerpts from what you’ve just created. Your twitter bio will probably be the shortest one you’ll need, and maybe one in between. If you opening paragraph is punchy enough, that might be all you need for shorter bio’s.

Just remember to use the same “stock” profiles whenever you setup any online accounts. Keeping your profiles uniform, not only makes you look professional & organised, but ensures that if anyone’s looking you up from anywhere, they’re seeing exactly what you want them to see – not a blank profile or the default nonsense a lot of sites put in.

If you’re managing a company website, try to make all the personal profiles conform to a standard structure, layout and size – it’ll maintain some individual personality, whilst looking much better than having too many varying lengths & styles.

5 Important factors when building your email timeline

As if deciding what to send, and then drafting an email  to a client wasn’t hard enough, deciding when to send it is equally difficult. You don’t want to scare your prospective away with a barrage of emails, let them feel ignored, or send them something they’re not really interested in. So what do you send?

Fortunately, most of the homework’s already been done for you. After, signing up for any well reputed (or competitive) service, you’ll get a string of emails. Giving you some clues as to what everyone is sending, and how much is too much (or too little).

I wouldn’t recommend copying somebody’s else timing & format, but it’s great inspiration, and you can certainly learn from it. The summary below details the set of emails received from FuzeBox after signing up for their Free Trial.

  • Day 1 – Automated, Welcome Email
  • Day 1 – Automated, Welcome to the 14 day free Trial
  • Day 1 – Personal email, introduction & courtesy email
  • Day 3 – Automated, Training email, how to host meetings
  • Day 5 – Automated,Training email, how to ensure high quality audio
  • Day 8 – Automated,Promotional email, why it’s worth doing
  • Day 11 – Personal, Promotional email, benefits of the service
  • Day 14 – Automated, Reminder that the trial ends
  • Day 29 – Personal, follow-up email to check if we’re still interested

When conducting your tests, and planning your email timeline, I’d recommend  keeping track of the following factors:

  1. Type of email; how would you classify the email? Personal, obviously templated, informative, promotional, etc.
  2. Sender; who did each mail come from? Was it from a no-reply address, signed by an individual? What happens when you hit reply?
  3. Design; are all the emails following the same style/format? Are they mobile friendly? Are they easily readable in various clients?
  4. CTA; what did the email want you to do? what message is it trying to communicate?
  5. Stop date; when do the emails stop? At what point is your “lead” disregarded?

Startup advice from Venture Capitalists

The Startup Rojak, held at The HUB (Singapore) on Thursday 30th May, hosted a panel of three experienced Venture Capitalists (Frank Lee, Wayne Goh & Anand Govindaluri), for a question & answer session providing startup advice to wannabe Entrepreneurs and new startups. There were lots of insights, but a few really stood out.

Investors talking at Startup Rojak

Question: What advice would you give to an entrepreneur sending you a pitch?

Answers: From all the discussion on this point, the essence really boiled down to the following key points:

  1. Don’t send 60 page business plans, especially not by courier
  2. VC’s only get about 3 pages in, if they’re not excited, they won’t read the remaining 57 pages
  3. Presentation is important, it should be punchy & concise and convincing
  4. Know the VC & tailor your pitch to them. A generic (spam) pitch is obvious and will be ignored
  5. Don’t request for meetings without giving any information on who you are or what you’re doing, they’ll probably just say no
  6. Ensure that your project matches the interests of the VC you’re approaching, otherwise you’re wasting everyone’s time
  7. People are really important, VC’s invest in the team as much as they do the idea

Question: What do you think is important in a good startup team?

Answer (Anand):

  1. Diversity (not purely technical, or purely sales, etc.)
  2. An appetite for risk
  3. Teams that have a good dynamic & gel well together, preferably that have experience together
  4. A solid awareness of the macro landscape & the landscape of their industry
  5. Teams with good advisors

Question: What does scalability mean to you?

Answer (Anand):

  1. The team’s end goal defines the upper limit of where the business will scale to, it’s where they want the project to be in 5 years
  2. A realistic understanding & optimistic vision of how the business can be grown
  3. Services are fine, as long as they demonstrate clear competitive advantage or disruptive innovation (ie: reducing a service delivery processes from 13 steps to 6 steps, it’s still a service, but best of class and defensible knowledge)

Answer (Frank):

  1. Directly scalable production capabilities, preferably products
  2. Services might be good lifestyle businesses, but it’s rare that they are scalable

Answer (Wayne):

  1. We’re all about software, because it’s scalable.
  2. Ask how you’re going to penetrate certain markets, analyse your knowledge & plan of attack for them
  3. Software, software, software.

Questions: Is a previous “failed” startup a red flag for an investor?


  1. Only if you think it’s a red flag, we see startup experience as beneficial, but you need to demonstrate an understanding of what went wrong – and what you’re doing differently.