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.
A secret to Waze’s billion dollar exit: The relationship with their board and lead VC. I connected with BlueRun Ventures Founder and General Manager John Malloy and interviewed him and Waze’s CEO.
I had 22 venture capitalists around the table last week and the discussion was quite interesting. We focused on how early stage Israeli VCs can work with American VCs for the B round and beyond.
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.
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).