Clearly, you’ve got all of these ventures going. You need to have really amazing people for each one of them. Do you have a pool of people that you just keep pulling in off the bench for each one of these new projects or do you re-staff each one very specifically? Mir Imran: I think ...
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Are there things that you wish you had learned in school that would have made things easier for you? Mir Imran: Absolutely. From a scientific and technical standpoint, I had a very strong background and foundation, so I could go into new areas and develop that expertise, but I never t...
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Why do you set them up as individual companies as opposed to having one big company with all of these different product lines? Mir Imran: One of the reasons startups are successful is because you have a single-minded focus on one problem. So if you have four problems or five problems u...
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So what do you consider a good exit strategy for these ventures? Do they usually get acquired? Do they go public? When does it happen? Mir Imran: If you look at my companies, I probably have sold nine companies, and an additional three have gone public, but even the ones that went public we...
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So maybe you could describe the pipeline, things go from, obviously, an idea to something that becomes a research project, and then maybe it turns into a venture. Maybe you could explain the process. As most of you can imagine, it starts with a problem. The process, it begins with the...
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You are unique and that a huge percentage of things that you do are successful, but have you had some that have just bombed along the way and you go, "Wow. Gosh. I would have done that differently." My success rate is high mainly because I’m willing to kill the projects before I launc...
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How do you build a large company, scale the company yourself rather than selling it? How do you know when you have just a product or a company on your hand? A simple test for that is market size. Are you solving a problem for a large market? If you’re, for example, a gastric pacemake...
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I think ideas are so easy to come up with. They’re the easiest thing. It's the implementation and it's a long road. Whenever you launch a company, it's a six- or seven-year journey if you're successful. I spent a lot of time early, and I'm willing to kill these ideas if they don't me...
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How big is the problem? And how large is the opportunity to solve it? Mir Imran, parallel entrepreneur and CEO of InCube Labs, says that 90 percent of business concept development is simply understanding what’s wrong with the status quo. One needn't start out as an expert, says Imran, but the sa...
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Medtronic, Boston Scientific, and Johnson & Johnson all began as single-product ventures, says Mir Imran, CEO of InCube Labs and serial entrepreneur of medical devices. And while the medical community is rife with single-product ventures, a few of them do go on to become large enterprises offeri...
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He never took a business course. Or finance. Or marketing. But InCube Labs CEO Mir Imran rose to the occasion, and he has gone on to own 20 different ventures, almost all of which were entirely successful. He encourages student entrepreneurs to pick up basic business skills early in their career...
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InCube Labs CEO Mir Imran reflects upon his failed business ventures. It’s much more painful to kill a failing company than it is to nix an innovation, he's found. He stresses the importance of pushing an idea to its breaking point from the beginning - a preferred alternative to dismantling the ...
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