It’s hard to believe that my internship here at Rapleaf is almost half complete - it somehow feels like I started yesterday…and I’ve been here forever.  This feeling can probably be attributed to the steep learning curve here.  On that note, I wanted to share some of the many lessons I’ve learned here from my Rapleaf colleagues.

Rallying the Troops

When I decided to write this post, I knew it had to start with our CEO Auren.  Auren is one of those rare individuals who have the ability to make everyone feel important.  Whether he’s talking to investors or ordering a sandwich, Auren knows how to engage others.  This ability to connect people, as well as Auren’s well-known generosity, has made him one of the most well respected entrepreneurs in the Valley.

Internally, Auren’s ability to motivate is unparalleled.  In my first meeting with Auren, I asked him his target number of employees as we grow from the current team of 15.  He immediately responded: “40,000.  Isn’t that what Google’s heading toward?”  Auren always sets the bar high, but that’s because he truly expects Rapleaf to do incredible things.

Managing Up (And What That Really Means)

One of the many things that stuck with me from my interview with Rapleaf co-founder Vivek was the chance and ability to manage up.  To be honest, I had no idea what he was talking about.  I told Vivek that I’m not shy and will tell others, superiors or not, what I think.  This is sort of what managing up is about, but there’s more.  Managing up is feeling responsible for not only your work but for the entire direction of the company.  Rather than waiting for your supervisor to give you another task, managing up entails predicting the next task, and then doing it without even being asked.

On a day-to-day basis, this manifests itself when Max and I schedule meetings with Vivek rather than the other way around.  It also arises in being honest with Vivek, and anyone else, about setting expectations and meeting them.  If Max or I are unable to get something done, we’re encouraged to be let our superiors know in advance.  This creates an open and dynamic work environment, and it’s an exciting part of working at Rapleaf.

Recruiting (When You’re Still in College Yourself)

It’s been a really cool experience to see recruiting from the other side.  At Yale we’re lucky enough to be exposed to companies of all sizes and all industries through our career services, but I had never thought about how those companies reached us until arriving at Rapleaf.  Then I immediately discovered that the process is a lot more complicated (and difficult) than it appears to students.  Small companies like Rapleaf employ a variety of methods to get the word out, from job sites and college career centers to more creative modes (but we’ll leave those out as trade secrets.).  The point I’ve learned is that small companies need to employ every tool possible to get the word out.

Changing business models

Finally, and I think most importantly for entrepreneurial students like Max and myself, I’ve learned that the days of a single business model are done.  Rapleaf, only two years old, has already undergone several incarnations – adaptation in order to survive.  It seems like every young company here is focused on developing a great product first and finding a revenue stream second.  This attitude is reflected in the investment environment, as venture capitalists are generally looking to invest in people and ideas rather than strict business plans.  In fact, several tech lawyers recently told me that they haven’t seen a traditional business plan in a decade.  The lesson here to young entrepreneurs is simple: stop writing and start building.