National Mortgage News has printed an article Why Mortgage Entrepreneurs Can Struggle After a Startup Succeeds. ” A company’s evolution from startup to established business is a complex transition that requires executives to have a wide array of leadership skills,” writes Brad Finkelstein, after an interview with Rob Sher. Click the article title, to read the article in its entirety.
Many closely held companies don’t have a functioning board at all. Investor-backed private companies usually have boards, but many are dysfunctional, neither helping management perform at higher levels nor managing risk.
Mid-market CEOS are experts at managing fiscal cliffs, unlike Washington which has us teetering on the edge, and as of today, most likely falling off the cliff head over heels.
I did some thinking about the lessons that VC backed CEOs could teach Washington, and have written my latest post on just that subject.
Founders have different aspirations. Some founder CEOs are eager and able to develop their CEO skills enough to run a mid-market company, while others are not. Those who want to keep the job must build those skills rapidly, ahead of the needs of the business, if they hope to keep the backing of their investors.
David Gensler, Executive Director of Gensler first faced the challenges of operating worldwide back in the 1980’s: he’s had a few decades’ head start on most of us. Read how the company’s experiences in China became a global strategy.
Dealing with government regulations can slow a business plan down, especially when you’re dealing with a multi-level bureaucracy. Eric McAfee, CEO of AE Biofuels, went to the top floor of the pyramid to get action.
Building a supply chain is one thing. Cross-linking three existing supply chains in new and unique ways is quite another. CEO Neal Gutterson of Mendel Biotechnology shows how it’s done.
For years, global operations have been the province of the large firm, but this is changing. The experience of Raju Reddy, CEO of Sierra Atlantic, shows us how going global can become a strong driver for growth even with a small firm.
Small publics that are struggling to raise capital can fall prey to fraud. Belinda Tsao-Nivaggioli, CEO of Avicena Group Inc (OTCBB AVGO), a lifesciences firm, illustrates how difficult it can be to detect and successfully deal with a fraudster.
Lead executives should stay loyal to the company, not create fiefdoms of their own. Here’s how one CEO dealt with an empire-builder on his own top team.
Robert Sher is founding principal of CEO to CEO, a consulting firm of former chief executives that improves the leadership infrastructure of midsized companies seeking to accelerate their performance. He was chief executive of Bentley Publishing Group from 1984 to 2006 and steered the firm to become a leading player in its industry (decorative art publishing).