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@jihad
Late last year, I did my best to "productize" Native so that I could scale myself and make more money while continuing to provide predictable, outsized value to clients. Bad idea. I'm realizing more and more that narrative strategy work is upstream of so many things: content writing, product strategy, BD, fundraising, team alignment, special projects, etc. The real value comes from being the person who can develop and execute the strategy. Sometimes you need to get your hands dirty, sometimes you need to do strategy work, and its really only valuable to a founder if you're someone who's able to do both. I've worked in early stage companies long enough to know that I can be effective at doing "the next most useful thing," and that narrative work often just discovery work to determine what that next thing might be.
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@jihad
Lately, I'm focused more on just selling myself, my time, and my perspective to a very specific type of company whose market I deeply understand and whose work fits into a larger view of the world I want to see. This allows me to be opinionated, useful, and a more leveraged asset for folks I work with. But it's still all downstream of writing :)
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@proxystudio.eth
This feels way more specific to you and your skillset and knowledge base One thought: what does success look like here? Is it a salary? A high monthly rate? I wonder if it looks more like angel/venture returns Working closely with fewer founders, getting deeper into the narrative x product intersection. Taking on time risk and being rewarded with advisor allocation + rate Is this done? Or feasible?
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I think many founders aren't willing to give up equity to non-FT folks, at least not in the early days of the relationship. I think Native compounds by: (1) playing the long game, doing great work, and building trust so that giving equity becomes a no-brainer for founders I work with, and (2) publishing more media and doing independent projects under the Native umbrella to build brand equity/value that can be cashed out later. TL;DR play the long game, but ask for fair pay in the short-term.
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