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As I prep for my first Backupify board meeting, I asked more experienced pros for their take on setting the right tone and starting things off right for productive board participation. Here’s what I got back: David Hornick, August Capital : "Here's some anti-advice. I talked over the other board members.
I'm often the last one to leave an event, held back by the most persistant of entrepreneurs trying to squeeze as much advice as they can out of me. Often times, the advice is terrible or impractical. They don't look cautiously at the advice given to them by their favorite VC blogger. Why should that stop me, though?
There is a second set of career discussions I have even more frequently than my “angel yourself” advice but this type is almost never discussed publicly in blogs, which tend to emphasize only billion-dollar opportunities, 20-something technical founders and Silicon Valley elitism. Being a CEO begets the network to be a CEO.
For startups, a good Board is better than no Board, but a bad Board is worse than anything. One component of a good Board is a high value add Independent Board Member, which in my experience, often doesn’t get added early enough (for a variety of reasons). I knew I wanted to help build it from the ground up.
I’ve written a few posts about boards recently as part of a series on the subject. I admit that I haven’t yet read it but I’ve had numerous discussions with Brad over the years about board structure & conduct and consider him a mentor on the topic. Offering a sparring-partner function on strategic decisions.
This is part of my Startup Advice series. The technology team disagrees on direction and wants resolutions. He was a really nice and personable guy who had deep domain knowledge in an industry that he’d worked in for 10 years that is in need of technological advancement. I was the only unimpressed board member.
I have been writing a series on how startup boards get selected, who sits on them and what to avoid. I started this series in part to help entrepreneurs but also to help newer investors because I’ve know with so many new companies you have so many new board members and many people are trying to figure out there respective roles.
This is part of my ongoing series Startup Advice. I wrote recently about the role of Advisory Boards in startups , which I expected to be a bit controversial. It’s just that many companies waste equity on advisory boards, pick the wrong advisers or set up advisory boards with the wrong expectations.
I recommend that every early-stage startup find three Advisory Board members. For this, you should expect participation in monthly strategy and review meetings, and unlimited access via phone or email for questions, mentoring, and advice. The Advisory Board’s objectives and focus. Let’s talk specifics.
When you set up a board it is often initially a combination of the founders and the early investors. This post sets out how I believe founders (and investors) should think about independent board members having worked with many of them for the past 20 years. The board is where large equity investors get their representation.
With all the external presenters, the ones I enjoyed the most were Dan Senor who wrote the book Startup Nation (an examination of the Israeli technology scene). He said that ineffectual leaders seek consensus or want direction or approval from the board. He says this is a mistake. View more presentations from steve blank.
I'm sure each of those guys got questioned by entrepreneurs as to why they should accept advice from them as opposed to the entrepreneurial veterans of the days who worked in VC. So how can a relatively junior VC hope to add any value to an investment and on a board--and is it enough value that you should have one on your board?
Here is advice I collected for dealing with the stress of running a startup: 1. Brad Feld, a partner at Foundry Group and investor in many successful startups, gave me this piece of advice. I interviewed a number of prominent VC’s and entrepreneurs for my recent book. Remember that you are not alone. A startup is not a lone adventure.
Advisors, investors and board members come in all shapes and sizes. I'm a strong believer in having a board, even at a seed stage, to report to and set strategy with. The most successful companies have strong boards and so as a good housekeeping practice, why not start acting like a great company as early as possible.
We also run annual CEO summits and topical discussions groups in marketing, technology, recruiting and the like. At any moment in time one of Upfront’s associates are likely to be working on: a pricing strategy, a market-expansion strategy, an M&A review, or helping build a company’s first board deck template.
That’s the thing—startups in the initial stages need advice, feedback, and guidence a lot more than they need money upfront. Getting key strategy advice early on, or getting introduced to a new market can make or break a company in ways that no amount of angel capital can help. Tags: Venture Capital & Technology.
You can work as a consultant, an interim executive, a board member, a deal executive partnering to buy a company, an executive in residence, or as an entrepreneur in residence. . As a next step, we recommend that you register at the major expert network websites, as well as LinkedIn and job boards, if you haven’t already.
You're going to want syndication partners on the deals you find and sounding boards on the thesis behind each of your potential investments. Technology slows the world down long enough to let us pay attention to move of it. Otherwise, all of your advice sounds like your best advice, until you tell someone else.
He stood up, grabbed the mic and gave a heartfelt overview of his experiences in experimenting with new technologies to build relationships with his audience, get feedback on his product quality and to market his music all the way to the top of iTunes. He was riveting. To stay the crowed was “wowed&# was an understatement.
You’re not lecturing to a college class, you’re not at a cocktail party and you’re not chatting with a small group in a board meeting. Talk us through how the person using your product is benefiting through your technology. Tags: Entrepreneur Advice Start-up Advice Startup Advice.
providing companies with premium hospitality and the hybrid technology they need to grow. As board members, there were many hard conversations and no easy answers. We leaned in during weekly board meetings and reinvested when others left the cap table. From day one of our partnership, we believed in Ryan’s vision.
This is an updated post from my ongoing series on Startup Advice that I learned from founding two companies. . By Monday morning after their board meeting in NorCal I didn’t get a return phone call. China is indelibly an important part of the future of the global technology system. I HATE LOSING. I hate it.
It is often the fortuitous mixture of new technologies, customer awareness and then acceptance of the technology and then the slow adoption into our daily lives that leads to markets exploding. And having too much money certainly raises board expectations that you will do big things quickly. And let’s be clear.
Fortunately I was mostly a technology consultant, which meant that I coded computers, designed databases and planned system integration projects. In 1999 I was in Japan doing a strategy project for the board of directors of Sony. Tags: Entrepreneur Advice Start-up Advice Startup Advice.
This is an updated post from my ongoing series on Startup Advice that I learned from founding two companies. . By Monday morning after their board meeting in NorCal I didn’t get a return phone call. China is indelibly an important part of the future of the global technology system. I HATE LOSING. I hate it.
He wanted to know what I thought of his technology deal. And why would it make sense to bring me on board?” Startup Advice' He’s an incredibly smart investor and somebody that I actually consider to be a mentor to myself. Not from a random phone call. Not from LinkedIn. I read the pitch they had sent my friend.
This is part of my ongoing posts on Startup Advice. My advice: don’t. I worked with the board who encouraged me to bring in heavy weights. Tags: Start-up Advice startup technology. Only Hire A+ People Who Punch Above Their Weight Class. I’m not one of those. Your solution? Bring in a heavyweight.
He then brought her to board meetings so nobody could accuse him of not having a business model. Startup Advice' I guess this is the ultimate definition of implementing a business model when you’re not clear on strategy! INNOVATOR’S DILEMMA. Hopefully one more scalable than Gob Bluth’s.
And I spoke with the CTO of another great company I used to be on the board of and enlisted his support in potentially being an advisor to one company. The following post is advice I gave to my good friend Sam Teller when he was just a junior baller, “ Never Ask a Busy Person to Lunch.” ” You simply need to ask.
It really wouldn’t take much to turn a great technology ecosystem into a truly electric one. I was meeting with a first-time CEO of a very promising young startup recently and offering my advice on what his priorities should be. As I gear up to give a keynote at the annual Seattle 2.0 The inflow of capital can be transformative.
Most technology startups seem to be founded by three types of people: product managers, engineers or biz dev types (MBAs and the like). But in the end they know how to put the big wins on the board. Tags: Entrepreneur Advice Sales & Marketing Advice. They’re unmanageable. I’m unmanageable. LOVING Balsamiq!
But let me put it this way – investors who have buyers’ ears are less likely to have zeros (they can bury good technology and still try to recover their investments) and are far more likely to architect winning M&A deals. didn’t buy the company but having them on board as serious potential buyer helped our ultimate sale.
After numerous discussions we held the line and all agreed as a board that profitability was much more important than chasing new markets and that perfecting our systems and methods was critical before we expanded and just increase the scope of our problems to solve. Seriously, this happens.
Tech teams are comprised of three distinct managements skills: people, process & technology. Be careful about board construction. Can always appoint other startup CEOs to the board to take founder seats (which you control) and/or bring in industry experts as independents. Know the difference. Some people are good at all.
I have sat on a board with Howard and have known him a few years. In the early 80’s he left academia to work on venture capital investing with Jim Simons, Renaissance Technologies. What is ideal board structure? How to run a board meeting? Howard is successful enough that he doesn't need to work. and Half.com.
shared her advice for entrepreneurs who are focused on climate and sustainability: “If your business activities have produced desired results and repeatable cycles — like developing a new product and distributing it through local markets — then you are ready to multiply.” Build a solid deck for your quarterly board meetings.
When to get a lawyer - If you plan to be a venture or angel backed technology company (what I mostly write about) the best time to start meeting and getting to know lawyers is long before you ever start your company. When we invest they are often the company counsel so we see them at board meetings. Our lives are intertwined.
I also (as Fred describes us youngins) "work hard, put in ridiculous hours, are on top of all the latest trends, companies, technologies, etc. I think Fred was trying to offer some friendly advice to young investors that you're going to "take lumps" and that it's worth learning from those who are more experienced. I hope I never stop.
If you’re a technology startup you need to excel at product, of course. Startup Advice' Yesterday I wrote a post about “ growth hacking ” and why I thought it was wrong that people were hating on the term unnecessarily. It’s worth a quick read. My argument is pretty simple.
If I’m interested I get to spend more time with them, if I’m not I don’t have to – A few companies per month come in that have fascinating business ideas that warrant my spending more time trying to understand their people, company, technology and market. Too many VCs see their entrepreneurs almost like pawns.
Bill Binch is an operating partner at global, technology-focused investment firm Battery Ventures. As a revenue leader at large and small technology companies, I’ve spent the last 15 years attending a lot of quarterly board meetings. This is all necessary because the board meeting is such a high-stakes event.
Lak Ananth is founding CEO and managing partner of the global venture capital firm Next47 and serves on the board of several companies that he has helped to grow beyond $1 billion valuations. Historically, the main actors in venture capital have been a specialized set of tech investors who themselves came from the technology industry.
You can still take advantage of all the small business advice that was shared throughout the event. You can still listen to the whole thing, but we wanted to share some of our favorite moments and pieces of small business advice. Awesome small business advice! And the technology to have automation with a human touch is key.
I'm a believer that someone needs to lead a round, sit on a board, and go to sleep at night thinking about how they can help the companies they're invested in. In fact, thanks to increased scrutiny of investment funds in a post-Madoff world, this imbalance will probably get bigger and bigger. Call me old fashioned.
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