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Start-up Advice

Sorted Circus Tested Their Hypothesis First to Guarantee Success

Testing their hypothesis made the difference between failure and rapid success for the Sorted Circus entrepreneurs Doug Foulkes, Tracey Foulkes and Claire Burge, because simple is always better.

Monique Verduyn




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Vital Stats:

  • Company: Sorted Circus
  • Players: Doug Foulkes, Tracey Foulkes and Claire Burge
  • Est: 2013
  • Visit: 


When the founders of training company Get Organised started developing a productivity wellness app called Sorted Circus, they applied the lean start-up methodology. This was just as well, because when they asked their clients to test the product, the feedback was not great.

“The most remarkable part of our process is that we did not rush to market despite us wanting to and having clients raring to go,” says co-founder of Sorted Circus, Claire Burge.

Related: Xola Ndziba: Lean Start-up Approach to Limu

“We prototyped, and when we tested it on our clients, the feedback was that it was way too complex. We stripped it down completely and now offer a much better solution all round. It’s been so successful that the simpler product is also a global offering and we have partnered with a New York-based company to spread its reach even further.”

Today, Sorted Circus is a six-month productivity wellness programme that increases employee efficiency and impacts the bottom line.

Employees are presented with a series of time and task boosting challenges delivered via email. Without the need for complex passwords and logins, they are prompted to learn and then ‘check-in’ on how many times they implemented each challenge.

Everything is tracked on the company’s dashboard which displays a leaderboard showing off the top ten users as well as a comments section.

“Initially we had fancy dashboards and gamification built into the app, but then we were told that users were not ready for something so complex,” says co-founder Tracey Foulkes.

“That’s hard for an entrepreneur to hear, but it ultimately saved us a lot of money and time. We were about to spend another million on top of the couple of hundred thousand we had already committed to the project.”

Building on what works

Getting feedback from prospective clients was incredibly valuable because despite the criticisms, people loved the concept.

“As much as we had to admit there were problems with the product, we also discovered that our clients liked the idea — five of them were prepared to commit to 100 users each if we came back with a simpler version. So we went back to the drawing board and we also looked at what global wellness companies were offering.”

Taking the lean approach

‘The Lean Start-up’ idea is based on lean manufacturing – a management philosophy that can easily be applied to start-ups. A key part is creating a feedback loop: Build, measure, and learn. Critically, although you want to get through that loop as quickly as possible, it’s not just about failing fast, but about failing well. In the case of Sorted Circus, the founders listened to the feedback, took in the negatives and the positives, and went back to the drawing board.

“The message is test, test, test, test before investing huge amounts,” says Foulkes.

Related: What is The Lean Start-Up Movement?

Test your product

There’s a big difference between thinking you have a great new idea and proving it. By organising your company so that it’s built to learn, you can save yourself the endless hours that many entrepreneurs work before taking a ‘perfect’ product to market. In his book The Lean Start-up: How Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses, Eric Ries, who failed several times before realising there had to be a better way, says that believing in your own plan is probably the worst thing a start-up can do.

Even with a great business plan in hand, you have to ensure that reality conforms to your plan and that you don’t just assume you are right.

He notes that learning that your product is all wrong can lead to a ‘pivot’ in your business plan — as it did for Sorted Circus.

Failure led to a change in strategy, and here’s what is important: All a pivot is, is a change in strategy without a change in vision. And whenever entrepreneurs see a new way to achieve their vision — a way to be more successful — they have to be nimble enough to take it.

Related: Turning a Perfect Formula on its Head: The Lean Start-Up

Monique Verduyn is a freelance writer. She has more than 12 years’ experience in writing for the corporate, SME, IT and entertainment sectors, and has interviewed many of South Africa’s most prominent business leaders and thinkers. Find her on Google+.


Start-up Advice

Alan Knott-Craig Answers Your Questions On Money And Partners

From starting the right business, to managing business partners and finding your magic number, there is a secret to happiness.

Alan Knott-Craig




If I get rich will I be happy? — JC Lately

Does money equal happiness? Mostly, yes. Research in the US shows that your happiness is proportionate to your earnings up until you earn $80 000 per annum. Thereafter, incremental income gains have a negligible effect on your happiness.

In other words: More money will make you happy as long as you’re poor. Once you break out of poverty and enter a comfortable middle-class existence, more money will not make you happier.

These are the top three for old folks:

  • I wish I’d spent more time with family.
  • I wish I’d taken more risks.
  • I wish I’d travelled more.

Therein lies the secret to happiness. Spend time with your family. Take risks. Travel.

But first, make money. Don’t do any of the above until you’re making enough money not be stressed about money.

Related: Your Questions Answered With Alan Knott-Craig

What is the magic number? — Mushti

The magic number is the amount of money you need to not worry about money ever again. If you don’t need toys like Ferraris, yachts and jets, the magic number is R130 million. Here’s the math: R130 million will earn R9,1 million in interest annually (assuming 7% interest). After tax that is R5,46 million.

Assuming you need 50% to maintain a good lifestyle, that leaves approximately R2,7 million for reinvestment, which is enough to keep your capital amount in touch with inflation for 50 years. The balance of R2,7 million (after tax) is for your living costs. In South Africa, R2,7 million will afford you a lifestyle that allows you to send your kids to a great school and university, to travel overseas a couple of times a year, and to live in a comfortable house.

Over time your living costs (and inflation) will eat into your capital amount. After 50 years you should be down to nil, assuming you earn zero other income in that time.

In 50 years, you will probably be dead. If you’re not dead, your kids will be able to support you (because they love you and they have a great university education).

I am the sole director of a company (the others still have full-time jobs and don’t want to be conflicted) and there is pro-rata shareholding based on our initial shareholder loans. However, I am putting in most of the hard work, together with one of the other actuaries. How best do I manage the director/shareholder dynamic? I obviously want to make as much progress as possible but there are times when I need the input from the others (and their responses aren’t always as quick as I would like). — Mike

If you have any perception of unfairness regarding effort/risk vs reward, deal with it NOW! You can’t do so later. The best approach is honesty. Call your partners together. Explain your thinking. Perhaps argue for 25% ‘sweat equity’ for yourself. Everyone dilutes accordingly. Ideally cut a deal whereby you have an option to pay back all their loans, plus interest, within six months, and you get 100% of equity (unless they quit their jobs and join full-time).

Equity dissent must be resolved long before the business makes money, otherwise it will never be resolved.

Related: Alan Knott-Craig’s Answers On Selling Internationally And Researching Your Idea

What do you think of WiFi in taxis?— Ntembeko

It’s a good idea, but not original. Before embarking on a start-up, you should survey the landscape for competitors. Just because there are none doesn’t mean no one has tried your idea.

It just means that everyone that tried has failed. You need to be 100% sure that you have some ‘edge’ that makes you different from everyone who came before you (and failed). Otherwise you will fail. What is your advantage that is different to everyone who came before?

Read ‘Be A Hero’ today


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Start-up Advice

What You Need To Know About The Lean Start-up Model

The Lean Start-up philosophy was developed by Eric Ries, a Silicon Valley-based entrepreneur who also sat on venture capital advisory boards. He published The Lean Startup in 2011, igniting a movement around a new way of doing business.





The model follows key precepts that include:

Taking untested products to market

The fact that too many start-ups begin with an idea for a product that they think people want, spending months (or even years) perfecting that product without ever testing it in the market with prospective customers.

When they fail to reach broad uptake from customers, it’s often because they never spoke to prospective customers and determined whether or not the product was interesting. The earlier you can determine customer feedback, the quicker you can adjust your model to suit market needs.

The ‘build-measure-learn’ feedback loop is a core component of lean start-up methodology

The first step is figuring out the problem that needs to be solved and then developing a minimum viable product (MVP) to begin the process of learning as quickly as possible. Once the MVP is established, a start-up can work on tuning the engine. This will involve measurement and learning and must include actionable metrics that can demonstrate cause and effect.

Utilising an investigative development method called the ‘Five Whys’

This involves asking simple questions to study and solve problems across the business journey. When this process of measuring and learning is done correctly, it will be clear that a company is either moving the drivers of the business model or not. If not, it is a sign that it is time to pivot or make a structural course correction to test a new fundamental hypothesis about the product, strategy and engine of growth.

Lean isn’t only about spending less money

It’s also not only about failing fast and as cheaply as possible. It’s about putting a process in place, and following a methodology around product development that allows the business to course correct.

Progress in manufacturing is measured by the production of high quality goods

The unit of progress for lean start-ups is validated learning. This is a rigorous method for demonstrating progress when an entrepreneur is embedded in the soil of extreme uncertainty. Once entrepreneurs embrace validated learning, the development process can shrink substantially. When you focus on figuring the right thing to build — the thing customers want and will pay for, rather than an idea you think is good — you need not spend months waiting for a product beta launch to change the company’s direction. Instead, entrepreneurs can adapt their plans incrementally, inch by inch, minute by minute.


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Start-up Advice

Start-Up Law:  I’m A Start-up Founder. Can I Pay Employees With Shares?

Bulking up employee salaries with equity is a common method to attract, retain and incentivise top talent.




Every early stage start-up company battles with restricted cash flow and not being able to pay market related salaries to their employees. Bulking up employee salaries with equity is a common method to attract, retain and incentivise top talent.

Can I pay salaries with shares?

South African labour laws require that employees be paid certain minimum wages, and “remuneration”, as defined within the Basic Conditions of Employment Amendment Act, either means in ‘money or in kind’.  ’In kind’ does not include shares or participation in share incentive schemes, as determined by the Minister of Labour. As such, there is no room for start-ups to completely substitute paying salaries with shares or share options. However, there is no restriction in topping up below market related salaries with equity via an employee share ownership plan (‘ESOP‘).

Related: 7 Ingredients Of Small Business Success Online

Employee Share Ownership Plans

There are a variety of ways in which employees can be incentivised, and it will always be important for the start-up founders to consider what goal they wish to achieve by incentivising their employees.

ESOPs can be structured in several ways, for example: employees may be offered direct shareholding in the company, options for the acquisition of shares in the future; or alternatively, a phantom / notional share scheme can be set up.

ESOPs permit employees to share in the company’s success without requiring a start-up business to spend precious cash. In fact, ESOPs can contribute capital to a company where employees need to pay an exercise price for their share options or shares.

The primary disadvantage of ESOPs is the possible dilution of the Founder’s equity. For employees, the main disadvantage of an ESOP compared to cash bonuses or bigger salaries, is the lack of liquidity. If the company does not grow bigger and its shares does not become more valuable, the shares may ultimately prove to be worthless.

Related: 7 Strategies For Development As An Entrepreneur

Key Features

Some key features to consider when setting up an ESOP are:

  • ELIGIBILITY – who will be allowed to participate? Full time employees? Part-time employees? Advisors?
  • POOL SIZE – what percentage of shares will be allocated to incentivise employees?
  • RESTRICTIONS – will employees be able to sell their shares immediately?
  • VESTING – will there be a minimum period that service employees will have to serve with the start-up to receive the economic benefit of his or her shares?

Employee share ownership plans are great corporate structuring mechanisms for attracting and retaining employees, as well as fostering an understanding of the company ethos and encouraging loyalty and productivity. It is essential when implementing an ESOP that all the tax implications are considered and that the correct structure and legal documentation are in place.

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