have had without the relative calm provided by TechStars. "I think the most valuable thing for us that we got out of TechStars was it really forced us to get on the same page," Daily says. "It forced us to think critically about all of these ideas and which ones were important." Some changes in course are more dramatic, Wachen says, less calculated. "There are certainly a lot of cases when a company will do a pretty significant shift in what the business is," Wachen says. He says he can usually tell something is wrong when a team comes to its weekly meeting and, instead of the demonstrative ebullience that is standard stock among young entrepreneurs, looks glum and, frankly, limpid. "They are slouched back in their chairs," Wachen says. "That's usually a sign that something is not right." Wachen says that teams may be sapped by the failure of their product to interest investors, a technical problem, or their finding, upon further market research, that their idea simply doesn't have much of a future among buyers. When this happens, Wachen says, he or one of the other mentors will sit down with the team and talk them through the problem. Can they tweak their existing idea? Do they have any other ideas? Have they been pitching wrong? But one of Wachen's favorite examples of a company that had the wind taken out of its sails is one that went in to DreamIt with one idea and came out as