How to attract (and hire and keep) a capable portfolio company ceoLeslie S. Pratch
Sometimes private equity firms have trouble landing the CEO of their dreams. The firm identifies him or her (or thinks it has) but then the candidate chooses not to pursue the opportunity or even turns down the offer. While some of the blame may fairly belong to a search firm, much of the blame may belong to the private equity firm. You may not be doing everything you can to be attractive to the best CEOs. And even if you haven't had a problem, you might have some room for improvements that could help you, your CEOs and your investors.
How one professional firm went from start up to $65 million in 10 years. Organizational design matters when it comes to growing and developing professional staff.
Calling All Marketing Professionals : Nonprofit Boards Need YouTaproot Foundation
Nonprofit boards need you. Taproot and BoardSource interviewed and surveyed marketing professionals who served and who hadn’t served on nonprofit boards, and here’s what we heard:
- 92% of your marketing peers surveyed expressed interest in nonprofit board service
- Professional skill development was listed as the #1 reason to join a board
- 95% of your marketing peers who have served on boards believe it is important to share their marketing expertise with the nonprofit
You can play an incredibly valuable role on a nonprofit board — from sharing your perspective on an organization’s marketing & branding efforts, joining a board’s communications & marketing committee, to helping staff and board members learn how to effectively share the organization’s unique story.
Check out this presentation for more information on ways marketing professionals can drive impact for a nonprofit board. For more information, check out: http://www.taprootfoundation.org/leadprobono/board_service.php
How to attract (and hire and keep) a capable portfolio company ceoLeslie S. Pratch
Sometimes private equity firms have trouble landing the CEO of their dreams. The firm identifies him or her (or thinks it has) but then the candidate chooses not to pursue the opportunity or even turns down the offer. While some of the blame may fairly belong to a search firm, much of the blame may belong to the private equity firm. You may not be doing everything you can to be attractive to the best CEOs. And even if you haven't had a problem, you might have some room for improvements that could help you, your CEOs and your investors.
How one professional firm went from start up to $65 million in 10 years. Organizational design matters when it comes to growing and developing professional staff.
Calling All Marketing Professionals : Nonprofit Boards Need YouTaproot Foundation
Nonprofit boards need you. Taproot and BoardSource interviewed and surveyed marketing professionals who served and who hadn’t served on nonprofit boards, and here’s what we heard:
- 92% of your marketing peers surveyed expressed interest in nonprofit board service
- Professional skill development was listed as the #1 reason to join a board
- 95% of your marketing peers who have served on boards believe it is important to share their marketing expertise with the nonprofit
You can play an incredibly valuable role on a nonprofit board — from sharing your perspective on an organization’s marketing & branding efforts, joining a board’s communications & marketing committee, to helping staff and board members learn how to effectively share the organization’s unique story.
Check out this presentation for more information on ways marketing professionals can drive impact for a nonprofit board. For more information, check out: http://www.taprootfoundation.org/leadprobono/board_service.php
Deloitte University Press’s recent “Global Human Capital Trends 2014” report identified that re-skilling HR is a “top three” priority for enterprises worldwide. Yet only 15 percent of organizations say they are ready to respond to this trend, and even fewer (11 percent) say they are ready to implement workforce analytics.
What is driving this trend? How does the re-skilling of HR relate to workforce analytics?
In this webinar, workforce analytics experts Dave Weisbeck and Ian Cook will explore:
HR’s evolving role, from tactical to strategic player.
Key drivers of the “datafication” of HR.
Connecting the dots between strategy and analytics.
How to develop analytics acumen within HR.
Approaches for accelerating the adoption of analytics.
Becoming a truly strategic business partner.
Turning numbers into action: Case study examples of HR as a strategic partner.
Hello! This is my first draft of Co-op 101 for the Athens, GA-based Athens Free School. This covers the what, why and how of cooperative businesses including typology, funding and founding. I'll continue to offer these in Athens so if you're in the area send me a note!
10 out of 10 Associations and Non-Profits said they are experiencing moderate to severe disruption in this session at the Digital Now 2014 Association Leadership Conference in Nashville.
This panel discussed how to deal with disruption using Rita McGrath's book, The End of Competitive Advantage as a starting point. Rita s one of only two speakers who keynoted twice in the fourteen years of the Digital Now Conference.
This special panel featured several leading association executives - Mary Lynn Fayoumi, CAE, GPHR - President & CEO of Management Association; Greg Fine, CAE - Global CEO - Turnaround Management Association; R. Norris Orms, CAE, FACHE - EVP & COO - HIMSS
Moderator - Tom Hood, CPA, CITP, CGMA - CEO of the Maryland Association of CPAs and the Business Learning Institute.
Work Culture at Management Consulting FirmsDeepak Sharma
This presentation describes the difference in Work Culture at management consulting firms that I know about. I found a striking difference between the two most popular & reputed ones.
Who wants to make or receive the dreaded "Crisis Call"? Prevent that when you address - What Million Dollar Blind Spot Should You Uncover: before it finds you? Assure Million Dollar Profits!
> Tired of feeling like your organization is (1) a best kept secret, (2) stuck, or (3) coasting on past success? Well worth coffee or at least a 15 minute phone call.
> What finance, systems, or strategy do you need a 2nd opinion on to operate and execute better to attain your dreams?
> Why not create a unique triple win situation? Your client is better off, you are better off and I am better off.
Clients say Gary specializes in helping leaders increase revenue profitably with less stress by uncovering million dollar blind spots in time to avoid costly mistakes and make the best business decisions, carrying out rigorous due diligence and enterprise risk management reviews, and partnering with them on critical fiscal and financial projects.
Profile Including How Different From Other Consultants.
(a) Successful track record includes Big 4 CPA Audit Manager / Stanford MBA Operations, Finance and Marketing. (b) Worked in all major technology sectors and manufacturing, service, and distribution – helping over 200 companies. (c) Geographic background also includes Southwest, Southeast, West Coast and England. (d) Although usually have been the CFO, I have held all functional titles, including CEO, COO, CTO, CCO, Head of Sales and Partner. (e) Improve mergers, divestiture, banking relationships and capital structure.
Find out how I can make a huge difference for you in just one 30 minute complementary strategy session - SCHEDULE it today - and let's begin OUR success together.
> Direct contact at Gary Patterson,
> 678.319.4739
> Gary at fiscaldoctor.com
> http://www.Fiscaldoctor.com
Join Frank Russell and Craig Robbins as they share tips and techniques from organizations who have been able to successfully avoid or delay layoffs and RIFs. How to help your business survive the COVID-19 economic downturn is covered.
This Blue Paper® examines how to determine if a business partner is right for your
company. It will provide you with the questions you should ask before making
this commitment. It will walk through the advantages and disadvantages of
partnerships and outline the main types. The paper will also discuss what to look
for in a partner and what to avoid, as well as provide some simple checklists along
the way to help you through the process.
A unique perspective on what skills are needed for people wanting to work in or make a career of CSR
To keep updated on postings and events go to www.csrtraininginstitute.com and sign up for the newsletter. If interested the CSR Knowledge Centre http://bit.ly/CSRknowledge contains a series of short, pragmatic articles on CSR Strategy, Management and related areas.
YOUNG LAWYERS! Need some help building your practice while social distancing from home? Here's a 40-page sample of a hot-off-the-presses new 2020 legal-marketing book, "The Ultimate Law Firm Associate's Working-From-Home Marketing Checklist: The Renowned Step-By-Step, Year-by-Year Process For Lawyers Who Want To Develop Clients." It's based on the best-selling "Ultimate Associate Marketing Checklist" with 10,000+ copies in print, revised for the new COVID-19 self-isolation. Kindle versions are available on Amazon (t.ly/zZAqZ) for $15 each, or you can buy 10+ e-books directly from the author for $5/lawyer at ross@fishmanmarketing.com. Email with questions or purchases.
TABLE OF CONTENTS:
Book Overview
Acknowledgments
Preface
Introduction
First-Year Associates
Second-Year Associates
Third-Year Associates
Fourth- and Fifth-Year Associates
A Plea to Focus Your Marketing
More for Fourth- and Fifth-Year Associates
Sixth Plus-Year Associates
Social Media Tools
LinkedIn
Twitter
Facebook
YouTube
Instagram
Snapchat
Business Cards
Networking and Attending Seminars
Conduct a “Needs Assessment”
General Mindset
Your Mental Health
Conclusion
Author Biography
APPENDIX
Niche and Industry Marketing Checklist
Long Version
Short Version
Individual Marketing Plan
Long Version
100-Day Short Version
How to Write for the Internet and Enhance Your SEO
Writing an SEO-Enhanced Practice-Area Page
Writing an Effective Industry-Group Page
Writing a Great Website Biography/Profile Page
Drafting a Persuasive LinkedIn Profile
How to Write Persuasive Case Studies
Litigation Case Summary Form
Transactional Case Summary Form
Agency talent churn is coming. The Great Recession has bred hordes of restless agency staffers. These valuable people are getting ready to seek better jobs.
Here are some thoughts on addressing this problem.
Deloitte University Press’s recent “Global Human Capital Trends 2014” report identified that re-skilling HR is a “top three” priority for enterprises worldwide. Yet only 15 percent of organizations say they are ready to respond to this trend, and even fewer (11 percent) say they are ready to implement workforce analytics.
What is driving this trend? How does the re-skilling of HR relate to workforce analytics?
In this webinar, workforce analytics experts Dave Weisbeck and Ian Cook will explore:
HR’s evolving role, from tactical to strategic player.
Key drivers of the “datafication” of HR.
Connecting the dots between strategy and analytics.
How to develop analytics acumen within HR.
Approaches for accelerating the adoption of analytics.
Becoming a truly strategic business partner.
Turning numbers into action: Case study examples of HR as a strategic partner.
Hello! This is my first draft of Co-op 101 for the Athens, GA-based Athens Free School. This covers the what, why and how of cooperative businesses including typology, funding and founding. I'll continue to offer these in Athens so if you're in the area send me a note!
10 out of 10 Associations and Non-Profits said they are experiencing moderate to severe disruption in this session at the Digital Now 2014 Association Leadership Conference in Nashville.
This panel discussed how to deal with disruption using Rita McGrath's book, The End of Competitive Advantage as a starting point. Rita s one of only two speakers who keynoted twice in the fourteen years of the Digital Now Conference.
This special panel featured several leading association executives - Mary Lynn Fayoumi, CAE, GPHR - President & CEO of Management Association; Greg Fine, CAE - Global CEO - Turnaround Management Association; R. Norris Orms, CAE, FACHE - EVP & COO - HIMSS
Moderator - Tom Hood, CPA, CITP, CGMA - CEO of the Maryland Association of CPAs and the Business Learning Institute.
Work Culture at Management Consulting FirmsDeepak Sharma
This presentation describes the difference in Work Culture at management consulting firms that I know about. I found a striking difference between the two most popular & reputed ones.
Who wants to make or receive the dreaded "Crisis Call"? Prevent that when you address - What Million Dollar Blind Spot Should You Uncover: before it finds you? Assure Million Dollar Profits!
> Tired of feeling like your organization is (1) a best kept secret, (2) stuck, or (3) coasting on past success? Well worth coffee or at least a 15 minute phone call.
> What finance, systems, or strategy do you need a 2nd opinion on to operate and execute better to attain your dreams?
> Why not create a unique triple win situation? Your client is better off, you are better off and I am better off.
Clients say Gary specializes in helping leaders increase revenue profitably with less stress by uncovering million dollar blind spots in time to avoid costly mistakes and make the best business decisions, carrying out rigorous due diligence and enterprise risk management reviews, and partnering with them on critical fiscal and financial projects.
Profile Including How Different From Other Consultants.
(a) Successful track record includes Big 4 CPA Audit Manager / Stanford MBA Operations, Finance and Marketing. (b) Worked in all major technology sectors and manufacturing, service, and distribution – helping over 200 companies. (c) Geographic background also includes Southwest, Southeast, West Coast and England. (d) Although usually have been the CFO, I have held all functional titles, including CEO, COO, CTO, CCO, Head of Sales and Partner. (e) Improve mergers, divestiture, banking relationships and capital structure.
Find out how I can make a huge difference for you in just one 30 minute complementary strategy session - SCHEDULE it today - and let's begin OUR success together.
> Direct contact at Gary Patterson,
> 678.319.4739
> Gary at fiscaldoctor.com
> http://www.Fiscaldoctor.com
Join Frank Russell and Craig Robbins as they share tips and techniques from organizations who have been able to successfully avoid or delay layoffs and RIFs. How to help your business survive the COVID-19 economic downturn is covered.
This Blue Paper® examines how to determine if a business partner is right for your
company. It will provide you with the questions you should ask before making
this commitment. It will walk through the advantages and disadvantages of
partnerships and outline the main types. The paper will also discuss what to look
for in a partner and what to avoid, as well as provide some simple checklists along
the way to help you through the process.
A unique perspective on what skills are needed for people wanting to work in or make a career of CSR
To keep updated on postings and events go to www.csrtraininginstitute.com and sign up for the newsletter. If interested the CSR Knowledge Centre http://bit.ly/CSRknowledge contains a series of short, pragmatic articles on CSR Strategy, Management and related areas.
YOUNG LAWYERS! Need some help building your practice while social distancing from home? Here's a 40-page sample of a hot-off-the-presses new 2020 legal-marketing book, "The Ultimate Law Firm Associate's Working-From-Home Marketing Checklist: The Renowned Step-By-Step, Year-by-Year Process For Lawyers Who Want To Develop Clients." It's based on the best-selling "Ultimate Associate Marketing Checklist" with 10,000+ copies in print, revised for the new COVID-19 self-isolation. Kindle versions are available on Amazon (t.ly/zZAqZ) for $15 each, or you can buy 10+ e-books directly from the author for $5/lawyer at ross@fishmanmarketing.com. Email with questions or purchases.
TABLE OF CONTENTS:
Book Overview
Acknowledgments
Preface
Introduction
First-Year Associates
Second-Year Associates
Third-Year Associates
Fourth- and Fifth-Year Associates
A Plea to Focus Your Marketing
More for Fourth- and Fifth-Year Associates
Sixth Plus-Year Associates
Social Media Tools
LinkedIn
Twitter
Facebook
YouTube
Instagram
Snapchat
Business Cards
Networking and Attending Seminars
Conduct a “Needs Assessment”
General Mindset
Your Mental Health
Conclusion
Author Biography
APPENDIX
Niche and Industry Marketing Checklist
Long Version
Short Version
Individual Marketing Plan
Long Version
100-Day Short Version
How to Write for the Internet and Enhance Your SEO
Writing an SEO-Enhanced Practice-Area Page
Writing an Effective Industry-Group Page
Writing a Great Website Biography/Profile Page
Drafting a Persuasive LinkedIn Profile
How to Write Persuasive Case Studies
Litigation Case Summary Form
Transactional Case Summary Form
Agency talent churn is coming. The Great Recession has bred hordes of restless agency staffers. These valuable people are getting ready to seek better jobs.
Here are some thoughts on addressing this problem.
A reproduction of the official pitch deck template recommended by leading VC firm Sequoia Capital.
YOU MIGHT ALSO LIKE THESE PITCH DECK EXAMPLES & TEMPLATES:
> Airbnb pitch deck @ https://pitchdeckcoach.com/airbnb-pitch-deck
> Sequoia Capital pitch deck template @ https://pitchdeckcoach.com/sequoia-capital-pitch-deck
> FREE pitch deck template download @ https://pitchdeckcoach.com/free-pitch-deck-template
> Pitch deck guide with hints, tips, and a worked example @ https://pitchdeckcoach.com/pitch-deck-template
NEED HELP WITH YOUR PITCH DECK?
See how I can help then book a free call @ https://pitchdeckcoach.com/
MORE PITCH DECK RESOURCES @ https://pitchdeckcoach.com/pitch-deck-template#resources
How to get what you want (and move -- fast -- when you don't)Leslie S. Pratch
Not everyone is equally good at all parts of the "private equity person" role – some investors are better at sourcing deals, buying companies, or raising money than at being director or leading the Board. To be great at guiding portfolio companies, you need to know when and how to work with a CEO who will not always (or maybe ever) be pleased with the Board. Getting each party to do their part in achieving the aims of the investors – a job they must do together – benefits from planning, skills, and knowledge.
Whether you are considering forming a board or want to enhance existing governance practices, understanding the role of the board and expectations of directors is an essential ingredient to successful, value-added governance in private companies. Company leaders and board directors often struggle to determine the role of the board and how to separate board responsibilities from those of ownership and management. In this webinar, the audience will learn what companies are really looking for (or should be) from their boards, and the many ways that boards contribute to private company success. We will cover the definition of a board, typical expectations of a director, board oversight vs. management responsibilities, and many other basics of board formation and operation.
Part of the webinar series:
BOARD OF DIRECTORS BOOT CAMP 2022
See more at https://www.financialpoise.com/webinars/
Whether you are considering forming a board or want to enhance existing governance practices, understanding the role of the board and expectations of directors is an essential ingredient to successful, value-added governance in private companies. Company leaders and board directors often struggle to determine the role of the board and how to separate board responsibilities from those of ownership and management. In this webinar, the audience will learn what companies are really looking for (or should be) from their boards, and the many ways that boards contribute to private company success. We will cover the definition of a board, typical expectations of a director, board oversight vs. management responsibilities, and many other basics of board formation and operation.
Part of the webinar series: Board of Directors Boot Camp 2022
See more at https://www.financialpoise.com/webinars/
Engaging HR & Marketing Employees in Nonprofit Board Service Taproot Foundation
We heard from HR professionals. We heard from marketing professionals. They want to use their skills to make a difference in their communities. Is your company ready to respond?
- 87% of HR professionals and 92% of marketing professionals surveyed expressed interest in nonprofit board service
- Board service can offer employees invaluable professional development experience in addition to amplifying the strategic impact of your company’s community investment goals
Of all the ways you can engage your employees in the community, pro bono and board service hold the greatest potential for deep impact.
Check out this presentation to learn more about ways your HR & Marketing professionals can drive impact for a nonprofit board.
For more information, check out: http://www.taprootfoundation.org/leadprobono/board_service.php
Advisory Boards have many uses. In the US in certain Startups they can be more important than formal Boards. In the UK some Startups are so "owned" by investors/VCs that they are too "narrow" and an Advisory Board complements this gap. For ListedCos around the world the weight of not investors but Statist Corporate Governance can crowd-out Corporate Creativity so many listeds create them to offset that imbalance. Partnerships can be too introverted. There are so many use cases we perhaps should all have them! In a few slides we address 5 Simple Questions - Why? What? Who? How? and Challenges?
Whether corporate governance is a burden meant to report compliance on companies’ performance, or can it be used as a competitive advantage in view of the changing laws, awareness and scenario is the important question which is present in the minds of those at the top of the company affairs including the CEO, Directors and Boards.
The book under reference, “Boards that Deliver”, by Ram Charan attempts to answer this question in a certain and prudent manner. The author believes that with the right set of practices, any group of directors can become a board that delivers value to the management and to the investors and goes ahead to demonstrate his points giving directions on various steps to be taken to make this happen.
Insights for career professionals seeking to prepare themselves, prepare their families, leave their jobs and build the ultimate startups.
Insights from world-class VCs, angel investors, entrepreneurs, researchers and attorneys including: Brad Feld (co-founder of Techstars), Peter Wilkins (Hyde Park Angels), Hank Barry (former CEO of Napster), Howard Tullman (1871) and many others make this the ultimate guide for someone wanting to leave their corporate life behind and launch a startup.
Roles & Responsibilities: A Primer (Series: Board of Directors Boot Camp 2020...Financial Poise
Private company owners, including family businesses, ESOPs, and private equity owners, often have different expectations for their boards than is common in publicly traded firms. Besides being much less encumbered by regulatory compliance, many private firms are looking for a completely different kind of engagement from directors. In companies with new boards, leaders and directors often struggle early on to determine the role of the board and how to separate board responsibilities from those of ownership and management. In this webinar, the audience will learn what companies are really looking for (or should be) from their boards, and the many ways that boards contribute to private company success.
To listen to this webinar on-demand, go to: https://www.financialpoise.com/financial-poise-webinars/roles-responsibilities-a-primer-2020/
While an effective board has always been important, it is especially essential in periods of economic turbulence. Board members who offer independent insights from their own experience, and provide access to external resources are critical to management when making decisions key to organizational viability. Building and sustaining a high performance board requires an investment of time, the right leadership and a thoughtful strategy. It is important to align the board’s role and its members’ expectations with the nonprofit’s stage of organizational development. Without proper stewardship, tension can arise when what an organization needs from its board transcends members’ understanding of their role .
Whether you are considering forming a board or want to enhance existing governance practices, understanding the role of the board and expectations of directors is an essential ingredient to successful, value-added governance in private companies. Company leaders and board directors often struggle to determine the role of the board and how to separate board responsibilities from those of ownership and management. In this webinar, the audience will learn what companies are really looking for (or should be) from their boards, and the many ways that boards contribute to private company success. We will cover the definition of a board, typical expectations of a director, board oversight vs. management responsibilities, and many other basics of board formation and operation.
Part of the webinar series: Board of Directors Boot Camp 2021.
See more at https://www.financialpoise.com/webinars/
Joining a Nonprofit Board - All Your Questions Answered by BoardAssistCynthia Remec
Thinking about joining a nonprofit board but no idea how to get started or what you should be thinking about before signing up? Giving Back will answer all your questions - with the FAQs asked most by board candidates and case studies of what board members actually do once on a board.
We hope our book makes you excited to start giving back and join a nonprofit board! BoardAssist is the leading personalized nonprofit board recruiting resource in the NY area- we'd love to find you a board where you can make a difference! www.boardassist.org
This book is also viewable on our website at http://boardassist.org/giving-back/
The success of the board relies on the individual contribution, expertise, and behavior of its directors. During this program, we talk about the role of the director, the critical attributes of a strong director, the role of the Board and Committee chairs, and common opportunities and challenges for boards and board members. Through sharing examples from our expert group of panelists, we look at what is expected of directors from ownership and management to help highly effective directors meet or exceed those expectations and make a meaningful contribution to the company’s success.
Part of the webinar series:
BOARD OF DIRECTORS BOOT CAMP 2022
See more at https://www.financialpoise.com/webinars/
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
1. The Power of an Informal Board of Advisors
by
Kirk Coburn
Founder & Managing Director, SURGE Ventures
(For Copy with Audio, Please Email Me)
2. About Kirk Coburn
★Founder & Managing Director, SURGE Ventures
★SURGE is leading seed stage venture fund and mentor-driven
accelerator for Energy Technology Entrepreneurs
★Founder of 3 Successful companies Prior to SURGE
★Founder and CEO of Chief Outsiders (acq. 2010), named
the #6 Fastest Growing Company in Houston and was
noted as one of Inc’s 5000 fastest growing companies in
the US in 2014.
★ Prior to Chief Outsiders, Coburn launched The PGA TOUR
Network on Sirius XM (acq. by SIRI). He remained CEO for
four years from launch to successful acquisition.
★Spent 8 years at Dell during the 1990s in senior roles
including strategy, procurement, marketing, and finance.
★Loves the Outside!
kirk@SURGEVentures.com
Read my BLOG @ SURGEVentures.com
3. Agenda
* The Business Case for a Board of Advisors
* Case Study: HappyLawn of America
* What Kind of Board Is For You
* Strategic Board Best Practices
* Peer Board Best Practices
4. DO YOU NEED A BOARD OF ADVISORS?
Four Questions:
* What are the three or four biggest challenges in your
business right now? (What keeps you up at night?)
* How do you handle stress?
* How has your business changed over the last three to
five years?
* Where do you get your best counsel and advice, in
terms of driving your business forward?
5. WHY YOU NEED A BOARD OF ADVISORS?
Comments from fellow Entrepreneurs & CEO’s:
“I felt I had reached my current natural limits on learning how to be a
CEO, was not getting enough”
“My advisory board is responsible for driving 85% growth in revenue the
first year and 35% the year following.”
“Running a business is simply easier if you have some help and
advice from a group of trusted individuals dedicated to seeing you
succeed.”
“I determined that I wouldn’t have made my 3 biggest mistakes in
my company if I had myself accountable to a group of experienced
businessmen who I respected.”
6. WHY YOU NEED A BOARD OF ADVISORS?
YOU are in good hands…others that have proven
the model
7. Case Study: Happy Lawn of America
Situation: Barrett Ersek had a US$2.2million dollar lawn care company that
seemed to be stuck – he could not grow his company at a rate more than 5-
10% per year.
Problem: Barrett could not see past the industry’s key bottleneck, the cost of
the long & complicated sales process
Solution: Barrett created an informal board of advisors. Out this came an
assignment, “Think about your biggest bottleneck, solve it, and if possible
think of a way to improve the process or product in a way that would give us
10 times the advantage over our competitors. Solve that and you will win in
your business.” His advisors helped him find an “X” factor.
Result: Barrett had developed a proprietary patented selling process that
allowed the company to grow rapidly from no sales in 2004 to US$10million
by year-end 2007. Today, operations cover Northern Virginia all the way up to
Northern New Jersey, USA.
8. FORMAL OR INFORMAL?
The recent Sarbanes-Oxley Act imposed on public
companies has soured private firms on
having a formal Board of Directors.
“ The biggest loser in Sox: the small and medium
businesses that create over 90% of jobs in the U.S.” –
Tom Meredith, key Dell Architect, former Motorola CFO
Don’t give your advisors the fiduciary responsibility of a
formal board. It does not align with your main objective:
helping you grow!
9. 2 TYPES OF INFORMAL BOARDS
Strategic Boards Peer Based Boards
Definition
Strategic Boards are what most would
consider to be a “Board of Advisors”. This
board should consist of strategic influencers
that can individually help your business
succeed where you are weak.
This is a board made up of peers. At
SURGE, this consists of fellow founders of
other Energy IT companies that meet
together to resolve and learn from one
another.
Purpose
This Board exists to advise your company on
strategic matters similar to a President’s
Cabinet. This board should be made up of
key business leaders that can serve as a
source of credibility and value to help the
company grow and navigate business issues.
Peer Boards are put together to help the
entrepreneur succeed and grow
professionally and personally. This is the
place that an entrepreneur can go to
discuss the deepest issues that employees,
strategic boards, investors and
stakeholders cannot.
Pros and
Cons
PROS
Helps companies get
new customers,
serve as credibility,
raise capital, consult
on operations and
finance, form better
partnerships with
stakeholders
CONS
Not a great place for
an entrepreneur to
let his or her guard
down on personal
failures/concerns.
Must be on “A” game
when managing
PROS
Helps entrepreneur
manage the “X”
factor: finding
ground breaking
strategies. Place of
safety for
entrepreneur to
learn without fear
CONS
The entrepreneur is
not truly
accountable to the
peer based board
and cannot rely on
board to help
execute
10. COMPENSATION
STRATEGIC BOARD:
* 0.25% to 1% of your equity per person
* Pay a Daily Fee plus Expenses
* In some cases, pay an extra Retainer for extra work
added during board meetings
* As your business becomes more successful, time to
renegotiate compensation with each advisor
independently
PEER BOARD: Join SURGE and gain access to many
other founders as part of the SURGE alumni network.
11. STRATEGIC BOARD: HOW DO I CREATE ONE
How do you attract an Advisor?
* JUST ASK and KEEP ASKING
* Make sure you test drive them for 90 days and ensure
alignment in strategy, style, and most importantly, core
values (just like employees otherwise you will suffer from
“Culture Debt” as described by HubSpot Co-founder
Dharmesh Shah)
How many should be on the Strategic Board?
* Find where you are weak, and get someone to be on the
board than can offer strength
* The actual size is important. Read Venture Hacks article
entitled “Create a board that reflects the ownership of the
company”
12. STRATEGIC BOARD: WHO SHOULD I ASK?
WHERE ARE YOU WEAK?
* Energy and Utility Deep Domain Expertise
* Finance
* Strategy
* Leadership
* Marketing
* Client Services & Business Development
“I felt I had reached my current natural limits on learning how to be a CEO,
was not getting enough consistent and targeted professional development
from groups like my CEO roundtables, and felt I didn’t have time for full-time
school. How can I keep on learning in real time on real issues that I’m facing?
She went for two members first one to bolster her skills in finance, strategic
relationships and senior teams and one to support her continuing efforts in
service quality. Besides crediting them with her growth in revenues, they’ve
helped her transition the entire leadership team into new roles, managed a
major trade market infringement scenario, and helped her work out their
business plan for the next 4 years.”
13. STRATEGIC BOARD: ONE FAVOR AT A TIME
Maximize everyone’s time, pick one specific action item
for each board member to pursue on their own
(Examples from Verne Harnish, the Growth Guy)
* John Cone helped Verne nail down the GE, Dell, and Southwest Airlines
benchmarking events.
* Boyd Clarke, CEO of the Tom Peters Mgt Consulting Co, advises him on
marketing.
* Bill Gladstone, one of the top author agents in the country, is working with
Verne on a potential second book deal
* Ted Leonsis, Vice Chairman of AOL and investor in Gazelles, was key to
securing a relationship with Fortune Small Business magazine
* Arthur Lipper, former owner of Venture Magazine, is helping Verne get some
business in Singapore
14. PEER BOARD: HOW DO I CREATE ONE
How do you attract a PEER Advisor?
* Join SURGE
* Find the best organization that fits your personality and
business need and JOIN. Leading Peer Based Board
organizations include:
- EO: Entrepreneur Organization (www.eonetwork.org)
- YPO: Young President’s Organization
- Vistage
- CEO Roundtable
How many should be on the Peer Board?
* Between 6 & 10
* Less than 6 members there isn’t sufficient
experience in the room to ensure each member benefits
from the Forum. Over 10 becomes too crowded
15. PEER BOARD: SIZE CONSIDERATIONS
Advisory Size Pros Cons
When there is a
small number of
members
· The intimacy level can grow
stronger more quickly because
there are less personalities
involved.
· It takes less time to go around
the table during exercises.
· It can be easier to achieve
consensus with a smaller group.
· When one person is absent,
the value of the Forum
meeting is more significantly
impaired.
· There are less experiences
and knowledge to be shared
around the table.
When there is a large
number of members
· When one person is absent, the
value of the Forum meeting is
not significantly impaired.
· There are more experiences
and knowledge to be shared
around the table.
· It takes more time to go
around the table during
exercises.
· It can be more difficult to
achieve consensus with a
larger group.
16. PEER BOARD: KEY TENANTS
Best Practices from over 7,000+ entrepreneurs
generating over $101 billion in revenue, employing
over 924,000 people
* Safe Environment of Confidentiality
* Non-Solicitation
* Protocol of Gestalt, Experience Sharing
17. PEER BOARD: THE LIFE CYCLE
Level:
Casual
Connection
Commitment
“The 5%”
Content
Safe subjects they
would discuss with
casual acquaintances
Real life dilemmas they
would only discuss with
a few trusted confidants
Things they may not
have ever discussed or
thought about
Environment
Low trust; few risks,
low commitment, no
emotional investment
Acceptance, openness,
trust and respect
Members share their
vulnerabilities openly
Feelings
Mild anxiety,
optimism, excitement,
and potential distrust
Caring, comfort,
confidence with group
Highly emotional,
strong acceptance &
commitment
Sample
Presentation
Topics
New product line,
office relocation, H/R
benefits, new workout
regimen, hiring new
sales people
Partner problems,
strategic planning,
family issues, health
problems, life balance
Overwhelming
business loss or
challenge, fear of
failure, impending
divorce, depression,
etc.
Editor's Notes
Assure group that this will be quick, will hear from various members
Good opportunity to compare EO to competitor organizations.
Good opportunity to compare EO to competitor organizations.
Good opportunity to compare EO to competitor organizations.
Good opportunity to compare EO to competitor organizations.
Good opportunity to compare EO to competitor organizations.
Good opportunity to compare EO to competitor organizations.
Good opportunity to compare EO to competitor organizations.
Good opportunity to compare EO to competitor organizations.
Good opportunity to compare EO to competitor organizations.
Good opportunity to compare EO to competitor organizations.
Good opportunity to compare EO to competitor organizations.
Good opportunity to compare EO to competitor organizations.