“Insights of a Maverick Exit Advisor” is a collection of diary notes to start a new career as an exit advisor and CEO coach.
Visit Us:- https://entrepcoaches.com/
1) The document discusses how entrepreneurs can maintain their innovative spirit as their businesses grow into large corporations. It emphasizes the importance of leadership entrenching creativity within the business and actively encouraging entrepreneurial ingenuity.
2) It also highlights some of the challenges of remaining entrepreneurial within a large enterprise, such as getting buy-in from stakeholders. However, it argues that creative endeavour is critical to long-term success and must be nurtured.
3) The author believes chartered accountants can still make major contributions to entrepreneurship through enforcing ethical behavior and acting as gatekeepers against fraud. They have an important role in challenging companies to consider ethics as well as profits.
The document discusses the top 10 mistakes that entrepreneurs commonly make when starting a new business. These include going it alone without partners, asking too many people for advice which can delay decisions, spending too much time on product development and not enough on sales, targeting too small of a market, entering a market without distribution partners, overpaying for new customers, raising too little capital to sustain operations, raising too much capital which can waste resources, not having a business plan, and over-thinking the business plan instead of taking action. The key is to learn from inevitable mistakes but avoid any that could seriously jeopardize the viability of the business.
Managing an asset management business is unique. Not only is it a professional service business but extraordinary portfolio management and sales talent is critical to the business. Balancing the business and the profession is essential.
KRG has started 6 businesses in various industries with mixed success. The document provides advice for entrepreneurs on preparing to start a business, including having the right mindset, qualities, and understanding the challenges. It discusses forming the business entity, raising money, protecting intellectual property, understanding competition, and advises entrepreneurs to act with imperfect information and adapt quickly. The overall message is that entrepreneurship is very challenging but also rewarding.
Agglomeration Information Pack_AG finalCallum Laing
- The document discusses problems that small and medium enterprises (SMEs) face, such as lack of scale, succession issues, demographic challenges, illiquidity, and difficulty creating wealth and expanding globally.
- It then describes the "Unity Agglomeration" solution created by Jeremy Harbour, which involves SMEs joining a holding company that provides instant scale through a consolidated financial profile and allows for succession through mergers. This publicly listed group also provides liquidity and motivates cooperation to increase share prices and drive orderly exits.
This document provides guidance for business leaders and entrepreneurs on surviving the recession. It begins by recognizing that the current economic situation is more like a recession/depression and recovery will take a long time. It then provides advice in 3 key areas: [1] Sales & Marketing - focusing on preserving and growing customer base through differentiating from competitors and innovative marketing; [2] Internal Cash Flow - emphasizing expense reduction, negotiation, and operating frugally; [3] Internal Processes - reviewing processes to find efficiencies and using process improvement methodologies. For businesses in severe trouble, it recommends promptly seeking professional help and taking sensible risks to improve fortunes. The document concludes by emphasizing managing people resources effectively and involving employees.
Strategies to Become a Successful Entrepreneur.
Start with the Why. Create a Business Plan. Find the Right Market Fit. Choose Your Team Wisely. Set Smart Goals. Use OKRs and more...
E N T R E P R E N E U R S H I P
is living a few years of your life, like most people won't,
so that you can spend the rest of your life like most people can't
Entrepreneurship is a marathon; not a Sprint!
The document provides advice and guidance for entrepreneurs on starting a new business. It discusses the mindset and traits needed, including courage, determination, passion and confidence. It emphasizes that entrepreneurship is difficult and will require a lot of hard work, timing and luck to succeed. The document also provides tips on developing a business plan, finding customers, funding, legal and tax structures, competition, and not making common mistakes. Overall, the document presents entrepreneurship as a challenging but rewarding journey that allows one to control their own destiny.
1) The document discusses how entrepreneurs can maintain their innovative spirit as their businesses grow into large corporations. It emphasizes the importance of leadership entrenching creativity within the business and actively encouraging entrepreneurial ingenuity.
2) It also highlights some of the challenges of remaining entrepreneurial within a large enterprise, such as getting buy-in from stakeholders. However, it argues that creative endeavour is critical to long-term success and must be nurtured.
3) The author believes chartered accountants can still make major contributions to entrepreneurship through enforcing ethical behavior and acting as gatekeepers against fraud. They have an important role in challenging companies to consider ethics as well as profits.
The document discusses the top 10 mistakes that entrepreneurs commonly make when starting a new business. These include going it alone without partners, asking too many people for advice which can delay decisions, spending too much time on product development and not enough on sales, targeting too small of a market, entering a market without distribution partners, overpaying for new customers, raising too little capital to sustain operations, raising too much capital which can waste resources, not having a business plan, and over-thinking the business plan instead of taking action. The key is to learn from inevitable mistakes but avoid any that could seriously jeopardize the viability of the business.
Managing an asset management business is unique. Not only is it a professional service business but extraordinary portfolio management and sales talent is critical to the business. Balancing the business and the profession is essential.
KRG has started 6 businesses in various industries with mixed success. The document provides advice for entrepreneurs on preparing to start a business, including having the right mindset, qualities, and understanding the challenges. It discusses forming the business entity, raising money, protecting intellectual property, understanding competition, and advises entrepreneurs to act with imperfect information and adapt quickly. The overall message is that entrepreneurship is very challenging but also rewarding.
Agglomeration Information Pack_AG finalCallum Laing
- The document discusses problems that small and medium enterprises (SMEs) face, such as lack of scale, succession issues, demographic challenges, illiquidity, and difficulty creating wealth and expanding globally.
- It then describes the "Unity Agglomeration" solution created by Jeremy Harbour, which involves SMEs joining a holding company that provides instant scale through a consolidated financial profile and allows for succession through mergers. This publicly listed group also provides liquidity and motivates cooperation to increase share prices and drive orderly exits.
This document provides guidance for business leaders and entrepreneurs on surviving the recession. It begins by recognizing that the current economic situation is more like a recession/depression and recovery will take a long time. It then provides advice in 3 key areas: [1] Sales & Marketing - focusing on preserving and growing customer base through differentiating from competitors and innovative marketing; [2] Internal Cash Flow - emphasizing expense reduction, negotiation, and operating frugally; [3] Internal Processes - reviewing processes to find efficiencies and using process improvement methodologies. For businesses in severe trouble, it recommends promptly seeking professional help and taking sensible risks to improve fortunes. The document concludes by emphasizing managing people resources effectively and involving employees.
Strategies to Become a Successful Entrepreneur.
Start with the Why. Create a Business Plan. Find the Right Market Fit. Choose Your Team Wisely. Set Smart Goals. Use OKRs and more...
E N T R E P R E N E U R S H I P
is living a few years of your life, like most people won't,
so that you can spend the rest of your life like most people can't
Entrepreneurship is a marathon; not a Sprint!
The document provides advice and guidance for entrepreneurs on starting a new business. It discusses the mindset and traits needed, including courage, determination, passion and confidence. It emphasizes that entrepreneurship is difficult and will require a lot of hard work, timing and luck to succeed. The document also provides tips on developing a business plan, finding customers, funding, legal and tax structures, competition, and not making common mistakes. Overall, the document presents entrepreneurship as a challenging but rewarding journey that allows one to control their own destiny.
What are the key reminders for start-ups and entrepreneurs as they begin to scale? Dr. G gathered a list of interesting reminders from fellow angels and venture capitalists. This presentation was aimed for an audience of start-ups.
eToro startup & mgnt 2.0 course - Class 03 value systemsEstrella Demonte
The document discusses various frameworks for determining a company's objective value, including questions about what problems the company solves and what valuable companies have yet to be built. It then examines three criteria for great companies: they must create value, be durable/permanent, and capture some of the value they create. The document also discusses challenges in valuing high-growth tech companies, where most value is realized far in the future, and the importance of considering monopoly versus perfect competition when analyzing a company's ability to capture value.
Startup Jump Start: Angel Investing in the Philippines (Xavier Alumni Confere...Joseph de Leon
The Why, How & What of Angel Investing in the Philippines. Prepared by Joseph de Leon, Consultant for Gravitas Prime & Leadership Committee of Manila Angel Investors Network [MAIN] for the First Xavier Alumni Conference (10 September 2016).
The document summarizes key findings from research conducted by DocSend and Harvard Business School on the fundraising processes of 200 startup companies. Some of the main findings include:
- The average successful seed round raised $1.3 million over 12.5 weeks from contacting 58 investors and having 40 investor meetings. Pitch decks averaged 19 pages.
- Investors spent an average of 3 minutes and 44 seconds viewing each pitch deck, with the most time spent on financials pages despite many decks not including financials.
- Companies should focus on quality over quantity of investors contacted. While more meetings can be obtained by contacting more investors, this did not correlate with raising more money.
- Raising from a
DocSend Fundraising Research: What we Learned from 200 Startups Who Raised $360MDocSend
Why do some startups get funded? What makes for the best pitch? How does the process work?
DocSend recently teamed up with Professor Tom Eisenmann from Harvard Business School. Together, we conducted research that gave us the answers to those questions. We studied the fundraising of 200 startup companies as they went through their Series Seed and Series A rounds. Altogether, these companies raised more than $360 million.
Why this data is awesome:
Fundraising is a historically opaque endeavor. There’s very little data available and most advice tends to be anecdotal. DocSend is in the unique position of being able to quantitatively analyze the interaction between founders and investors, and tie that to fundraising outcomes in a statistically meaningful way.
Why we built this report:
DocSend aims to help companies share documents in a smarter, safer, and more impactful way. We believe this research is in service of that mission and can help push the startup ecosystem forward as a whole.
Background on DocSend:
DocSend helps sales people track and control documents they send to clients. We’ve also become very popular amongst founders in the fundraising process. Hundreds of startups have used our platform to circulate pitch decks to investors.
Ready to ditch email attachments and put your pitch materials to work for you?
Sign up for a free plan at docsend.com
This document summarizes an annual report for KAIR, an insurance company in Qatar. The annual report focuses on the theme of "peace of mind" to reflect KAIR's focus on wealth, prosperity, and good living. Large letters on the cover visually connect KAIR's activities to its identity. Imagery inside continues the theme with rich tones and landscapes in yellow and grey to represent prosperity, peace, and wealth. The annual report distinguishes KAIR from other insurance providers in Qatar through its fresh design highlighting this "Big Idea."
The document provides lessons and advice from various CFOs on their roles and responsibilities. It discusses how CFOs need analytical skills to understand financial information as well as social skills to present and convince stakeholders. Several CFOs offer specific advice, such as maintaining mentor relationships, understanding the business problems to be solved rather than just the financial aspects, getting involved in change programs, understanding what levers can be pulled to drive business growth, and engaging managers in budgeting. The document emphasizes that the CFO role requires both strong financial skills as well as business strategies and marketing understanding.
This document is the 2015 annual report for The CUBE @ Midtown in Reno, Nevada. It summarizes the organization's accomplishments in 2015, including launching programs like the CUBE Playbook and startup pitch days. It also lists the clients and milestones of various startup companies that received support from The CUBE. The report concludes by thanking community partners and outlining suggested topics for future programming.
The document provides advice on obtaining introductions to investors by leveraging middlemen - people who investors respect and listen to. It emphasizes getting introductions from entrepreneurs and investors the target investor has backed, and avoiding introductions from investors who declined to back your company. The best way to get introductions is to craft a compelling high-level elevator pitch and deck that middlemen can forward with their recommendation.
The document outlines the top 6 reasons why most startups fail within 18 months. These reasons include: 1) inability to obtain funding, 2) lack of co-founders, 3) ignoring customer needs, 4) remaining in "stealth mode" for too long before launching, 5) lack of competence within the founding team, and 6) thinking the startup idea is unique when in reality it is not special. The document stresses the importance of understanding what caused past failures to avoid repeating mistakes.
The document provides lessons from Silicon Valley for entrepreneurs. It discusses that (1) Silicon Valley has systematized company formation, financing, growth and sale, but also has high competition for talent and resources, (2) fundraising can take an average of 6 months but some "hot deals" close in weeks, and investors will use excuses to keep their options open so entrepreneurs need to get investors excited, and (3) entrepreneurs should focus on understanding their most important market from the start rather than getting stuck in a smaller "local" market.
This document provides advice for business leaders and entrepreneurs on surviving an economic recession. It begins by noting that the current recession is more severe than past recessions and a long recovery is expected. It then discusses key challenges around access to credit and capital, sales and marketing strategies, and internal cash flow management. Specific recommendations include developing relationships with regional banks, retaining key employees where possible, negotiating with vendors, reviewing IT strategies such as cloud computing, and focusing on efficient operations and cash flow preservation.
The document discusses several questions related to fundraising for startups. It provides advice on determining startup valuations, how much money to raise, interacting with venture capitalists, and other fundraising topics. The key recommendations are to raise enough money to reach the next major milestone, negotiate valuations but don't obsess over small differences, and accept reasonable offers to avoid running out of cash. Investors primarily want founders focused on building successful companies, not valuation details.
how can companies avoid having to throw in the towel and giving up on their dreams? Suzzanne Uhland is here with some recommendations on what a business should do to avoid going bankrupt.
Instead of asking "Are you ready to fundraise", perhaps the better question is.. "Are you ready to grow?"
Learn about the basics of fundraising and whether you are ready.
Use the free tools and frameworks
Lean Canvas Plus (aka Fat Canvas) https://bit.ly/jdlfatcanvas
Fingerprint4Success Human Analytics: https://bit.ly/censusf4s
The document discusses the importance of buying a business that matches one's skills and strengths. It advises determining your strongest attributes, such as sales, marketing, or operations, and seeking a business where that skill is essential to the business's success. Finding the right fit is more important than experience in a particular industry. Examples are given of Bill Gates and Warren Buffet applying their skills to start hugely successful companies. The concept of "Golden Rules" is introduced, which are criteria one develops for what an ideal business purchase would possess based on one's strengths.
This document provides nine tips for accountants, including becoming a client's de facto CFO by outsourcing services offshore, having conversations with clients about downturns and how to avoid losing money, building moral character to fulfill duties and do the right thing, adapting to technology changes that bring new competition, building deep client engagement through relationships, using networking tools properly on platforms like LinkedIn, understanding the pros and cons of social media marketing, avoiding frequent errors in compilation reports, and identifying future trends to plan for changing conditions.
3 Pieces of Advice For Founders Connecting With Top Venture CapitalistsAvalon Ventures
Getting into the heads of Venture Capitalists can be a tricky job, but essential for raising large amounts of money. From forming, financing and developing over 100 early-stage companies and investing with instincts, Kevin Kinsella of Avalon Ventures provides advice to entrepreneurs on connecting with VCs.
Keynote Presentation for the CEO Summit 2019.
There is a natural dilemma in every M&A deal.
On one side, the seller wants to earn a premium.
On the other side, the buyer wants to get a bargain.
How can both sides be happy if selling high and buying low are the same price?
The trick is getting everyone on the same side. Let us show you how...
#CEOSummit
Simon Russell, Director of Consulting at Work Group, gave a presentation at the AGCAS Graduates into Smaller Businesses Conference in Birmingham on 26 November.
He argued that the principles of employer marketing remain the same whether you're an SME or large employer. What's more, smaller employers have a clear advantage over the heavyweight graduate employers.
Are great entrepreneurs made or born? Many individuals struggle with this question in the quest of starting and operating a business. It is not an easy task growing a business from the idea stage to a big business with huge profit margins.
What are the key reminders for start-ups and entrepreneurs as they begin to scale? Dr. G gathered a list of interesting reminders from fellow angels and venture capitalists. This presentation was aimed for an audience of start-ups.
eToro startup & mgnt 2.0 course - Class 03 value systemsEstrella Demonte
The document discusses various frameworks for determining a company's objective value, including questions about what problems the company solves and what valuable companies have yet to be built. It then examines three criteria for great companies: they must create value, be durable/permanent, and capture some of the value they create. The document also discusses challenges in valuing high-growth tech companies, where most value is realized far in the future, and the importance of considering monopoly versus perfect competition when analyzing a company's ability to capture value.
Startup Jump Start: Angel Investing in the Philippines (Xavier Alumni Confere...Joseph de Leon
The Why, How & What of Angel Investing in the Philippines. Prepared by Joseph de Leon, Consultant for Gravitas Prime & Leadership Committee of Manila Angel Investors Network [MAIN] for the First Xavier Alumni Conference (10 September 2016).
The document summarizes key findings from research conducted by DocSend and Harvard Business School on the fundraising processes of 200 startup companies. Some of the main findings include:
- The average successful seed round raised $1.3 million over 12.5 weeks from contacting 58 investors and having 40 investor meetings. Pitch decks averaged 19 pages.
- Investors spent an average of 3 minutes and 44 seconds viewing each pitch deck, with the most time spent on financials pages despite many decks not including financials.
- Companies should focus on quality over quantity of investors contacted. While more meetings can be obtained by contacting more investors, this did not correlate with raising more money.
- Raising from a
DocSend Fundraising Research: What we Learned from 200 Startups Who Raised $360MDocSend
Why do some startups get funded? What makes for the best pitch? How does the process work?
DocSend recently teamed up with Professor Tom Eisenmann from Harvard Business School. Together, we conducted research that gave us the answers to those questions. We studied the fundraising of 200 startup companies as they went through their Series Seed and Series A rounds. Altogether, these companies raised more than $360 million.
Why this data is awesome:
Fundraising is a historically opaque endeavor. There’s very little data available and most advice tends to be anecdotal. DocSend is in the unique position of being able to quantitatively analyze the interaction between founders and investors, and tie that to fundraising outcomes in a statistically meaningful way.
Why we built this report:
DocSend aims to help companies share documents in a smarter, safer, and more impactful way. We believe this research is in service of that mission and can help push the startup ecosystem forward as a whole.
Background on DocSend:
DocSend helps sales people track and control documents they send to clients. We’ve also become very popular amongst founders in the fundraising process. Hundreds of startups have used our platform to circulate pitch decks to investors.
Ready to ditch email attachments and put your pitch materials to work for you?
Sign up for a free plan at docsend.com
This document summarizes an annual report for KAIR, an insurance company in Qatar. The annual report focuses on the theme of "peace of mind" to reflect KAIR's focus on wealth, prosperity, and good living. Large letters on the cover visually connect KAIR's activities to its identity. Imagery inside continues the theme with rich tones and landscapes in yellow and grey to represent prosperity, peace, and wealth. The annual report distinguishes KAIR from other insurance providers in Qatar through its fresh design highlighting this "Big Idea."
The document provides lessons and advice from various CFOs on their roles and responsibilities. It discusses how CFOs need analytical skills to understand financial information as well as social skills to present and convince stakeholders. Several CFOs offer specific advice, such as maintaining mentor relationships, understanding the business problems to be solved rather than just the financial aspects, getting involved in change programs, understanding what levers can be pulled to drive business growth, and engaging managers in budgeting. The document emphasizes that the CFO role requires both strong financial skills as well as business strategies and marketing understanding.
This document is the 2015 annual report for The CUBE @ Midtown in Reno, Nevada. It summarizes the organization's accomplishments in 2015, including launching programs like the CUBE Playbook and startup pitch days. It also lists the clients and milestones of various startup companies that received support from The CUBE. The report concludes by thanking community partners and outlining suggested topics for future programming.
The document provides advice on obtaining introductions to investors by leveraging middlemen - people who investors respect and listen to. It emphasizes getting introductions from entrepreneurs and investors the target investor has backed, and avoiding introductions from investors who declined to back your company. The best way to get introductions is to craft a compelling high-level elevator pitch and deck that middlemen can forward with their recommendation.
The document outlines the top 6 reasons why most startups fail within 18 months. These reasons include: 1) inability to obtain funding, 2) lack of co-founders, 3) ignoring customer needs, 4) remaining in "stealth mode" for too long before launching, 5) lack of competence within the founding team, and 6) thinking the startup idea is unique when in reality it is not special. The document stresses the importance of understanding what caused past failures to avoid repeating mistakes.
The document provides lessons from Silicon Valley for entrepreneurs. It discusses that (1) Silicon Valley has systematized company formation, financing, growth and sale, but also has high competition for talent and resources, (2) fundraising can take an average of 6 months but some "hot deals" close in weeks, and investors will use excuses to keep their options open so entrepreneurs need to get investors excited, and (3) entrepreneurs should focus on understanding their most important market from the start rather than getting stuck in a smaller "local" market.
This document provides advice for business leaders and entrepreneurs on surviving an economic recession. It begins by noting that the current recession is more severe than past recessions and a long recovery is expected. It then discusses key challenges around access to credit and capital, sales and marketing strategies, and internal cash flow management. Specific recommendations include developing relationships with regional banks, retaining key employees where possible, negotiating with vendors, reviewing IT strategies such as cloud computing, and focusing on efficient operations and cash flow preservation.
The document discusses several questions related to fundraising for startups. It provides advice on determining startup valuations, how much money to raise, interacting with venture capitalists, and other fundraising topics. The key recommendations are to raise enough money to reach the next major milestone, negotiate valuations but don't obsess over small differences, and accept reasonable offers to avoid running out of cash. Investors primarily want founders focused on building successful companies, not valuation details.
how can companies avoid having to throw in the towel and giving up on their dreams? Suzzanne Uhland is here with some recommendations on what a business should do to avoid going bankrupt.
Instead of asking "Are you ready to fundraise", perhaps the better question is.. "Are you ready to grow?"
Learn about the basics of fundraising and whether you are ready.
Use the free tools and frameworks
Lean Canvas Plus (aka Fat Canvas) https://bit.ly/jdlfatcanvas
Fingerprint4Success Human Analytics: https://bit.ly/censusf4s
The document discusses the importance of buying a business that matches one's skills and strengths. It advises determining your strongest attributes, such as sales, marketing, or operations, and seeking a business where that skill is essential to the business's success. Finding the right fit is more important than experience in a particular industry. Examples are given of Bill Gates and Warren Buffet applying their skills to start hugely successful companies. The concept of "Golden Rules" is introduced, which are criteria one develops for what an ideal business purchase would possess based on one's strengths.
This document provides nine tips for accountants, including becoming a client's de facto CFO by outsourcing services offshore, having conversations with clients about downturns and how to avoid losing money, building moral character to fulfill duties and do the right thing, adapting to technology changes that bring new competition, building deep client engagement through relationships, using networking tools properly on platforms like LinkedIn, understanding the pros and cons of social media marketing, avoiding frequent errors in compilation reports, and identifying future trends to plan for changing conditions.
3 Pieces of Advice For Founders Connecting With Top Venture CapitalistsAvalon Ventures
Getting into the heads of Venture Capitalists can be a tricky job, but essential for raising large amounts of money. From forming, financing and developing over 100 early-stage companies and investing with instincts, Kevin Kinsella of Avalon Ventures provides advice to entrepreneurs on connecting with VCs.
Keynote Presentation for the CEO Summit 2019.
There is a natural dilemma in every M&A deal.
On one side, the seller wants to earn a premium.
On the other side, the buyer wants to get a bargain.
How can both sides be happy if selling high and buying low are the same price?
The trick is getting everyone on the same side. Let us show you how...
#CEOSummit
Simon Russell, Director of Consulting at Work Group, gave a presentation at the AGCAS Graduates into Smaller Businesses Conference in Birmingham on 26 November.
He argued that the principles of employer marketing remain the same whether you're an SME or large employer. What's more, smaller employers have a clear advantage over the heavyweight graduate employers.
Are great entrepreneurs made or born? Many individuals struggle with this question in the quest of starting and operating a business. It is not an easy task growing a business from the idea stage to a big business with huge profit margins.
The document discusses the entrepreneurial mindset and what makes an entrepreneur. It defines entrepreneurship as taking risks and having creative ideas to start a business. It profiles several famous entrepreneurs like Walt Disney, Bill Gates, and Steve Jobs. While business plans are important, some very successful companies were started without formal plans by entrepreneurs who just took action. The document also discusses risks of entrepreneurship like financial and career risks and how to balance work and personal life. It emphasizes qualities of entrepreneurs like seeing opportunities, working hard, and having an optimistic attitude when facing challenges.
When invited to speak about entrepreneurship, I felt compelled to speak about my journey that began from the Professor of computer systems @ UTS to Spinning out a company from the university and become a technology Entrepreneur.
Join us for a LIVE WEBINAR that identifies the key reasons why most business fail and the factors that are found in those that succeed. During the webinar, Growthink's co-founder and CEO Jay Turo will uncover the pitfalls that entrepreneurs and managers just can't seem to avoid, and reveal best practices for successfully growing and exiting your business.
The document provides an overview of entrepreneurship and starting a startup. It discusses both the fantasy and reality of entrepreneurship, noting that most startups fail due to a lack of customers rather than a lack of product. It emphasizes treating the startup as an experiment and following an approach focused on customer discovery, validation, and creation to build a business with a viable product-market fit and avoid common pitfalls that cause many startups to fail.
Produced e-magazine highlight entrepreneurs and entrepreneurship program, intended for online viewing. Assembled content, managed freelance writers, and executed design and layout.
Produced e-magazine highlight entrepreneurs and entrepreneurship program, intended for online viewing. Assembled content, managed freelance writers, and executed design and layout.
The document discusses building career protection in corporate America by adopting an entrepreneurial mindset. It recommends professionals create opportunities pipelines, learn to watch market indicators, build a personal brand, avoid getting trapped in networking loops, and conduct informational interviews to gain control over one's career trajectory. The goal is to anticipate changes and guide perceptions of one's achievements in order to maintain relevance and attract strategic connections that can lead to new opportunities.
Dont miss BusinessLink magazine August 2014 issue, read sample herePhillip Chichoni
BusinessLink, the magazine for growing companies, delivers real solutions for today’s innovative business builders. It gives advice, tools and resources to CEOs and owners of small-to-midsize companies as well as new entrepreneurs that help accelerate their growth.
12 Key Mistakes Women Entrepreneurs Make Migrant Women Article Tony Jeton Selimi
In today’s ever changing economy being an entrepreneur is very tempting proposition and a path that can lead to having the freedom, the flexibility, and the lifestyle that goes with it.
Whilst some women entrepreneurs create a reality in which they climb the ladder of success and enjoy the many benefits that come with it, the truth remains, many other women have to face the reality of their present awareness of struggle, working long hours, and becoming fearful of what the future may hold.
For them the dream of building a successful business is very far into their future and out from their reach.
From working with hundreds of women entrepreneurs, I noticed that many of them who approach me for coaching are doing so for two main reasons. Some women are unhappy at work, they lack clarity of what they want to do, and are in the process of leaving their jobs to become Entrepreneurs.
Others, on the other hand already are Entrepreneurs, have an amazing business that they love and have worked very hard to build, but struggle to make meets end, have families that they need to support and lack the necessary mindset, skills and the processes that are required to expand their business.
The common mistakes most entrepreneurs do is that in the early stages of building their business many end up working in the business and forget to re-evaluate and to switch to a new role and start working on the business.
Silently they adopt “I can do it all attitudes” and due to some kind of fears they fail to take the next step and invest in building a team that they can use to delegate low priority tasks and free up valuable time. Time, which they can use to help them focus their energy on the high priority tasks and on the business itself.
Some of you that are reading this article maybe either of these women. You know that to quit, loose or leave a job to be an Entrepreneur is far from easy. You also may be aware of the many struggles, obstacles and the failures women entrepreneurs go through on their journey to climb the ladder of success.
- You can be an entrepreneur for one idea or for a lifetime.
- Building your business block by block
- You as business owner, manager and leader
- Your customers: getting, keeping and growing them
- Financing your startup
- Launch your dream business
This document discusses the entrepreneurial mindset and what makes an entrepreneur. It defines entrepreneur as someone who sees opportunities and takes risks to start innovative businesses or ideas. The document notes that many large, established companies today started with an entrepreneurial founder. It also discusses the importance of an entrepreneurial mindset, which includes traits like creativity, vision, independence, hard work, and optimism. Additionally, the document outlines some of the risks entrepreneurs take on like financial, career, and psychological risks. It provides examples of both successful and failed entrepreneurial ventures to illustrate its points.
10 Most Common Myths about EntrepreneushipMara Mentor
Every entrepreneur needs to be true and honest about their startup route, their skills and ability, as well as their strengths and weaknesses.
Entrepreneurs are known to be risk takers, but for the average entrepreneur themselves, they believe non-entrepreneurs are the most risk-aversive people. According to them the safest path is to take control of their own lives, to construct their own world, and not be dependent on anyone. There is something about their stories which makes people uncomfortable.
An economy that supports entrepreneurship, weakens the profession by wrapping it in destructive myths. A great number of social and cultural myths have been formed around the idea of what it really takes to be an entrepreneur.
it is all about the teething problems of startups and the hardcore nuggets need to navigate this storm.
In the word of an investor cum entrepreneur :
"Starting a business is like building a ship and embarking on a voyage, armed with a plan, a map and a team. You will have to sail against storms, unpredictable weather and uncertainty. If your ship sinks, it\'s either you quit or you swim back to shore, build a new ship and sail again. "
Jack Welch believed in leaders who inspire others with a clear vision for improvement. He advocated for managing less through close supervision and empowering employees to make their own decisions. Welch also emphasized the importance of articulating a vision to inspire others, keeping messages and processes simple, and maintaining an informal culture where challenging ideas is encouraged. He saw change as an opportunity and believed the best ideas could come from anywhere.
This document contains a summary of capabilities and competencies needed for an entrepreneur. It includes several sections that discuss personality traits, qualities, and characteristics of successful entrepreneurs. Some of the key points mentioned include the need for entrepreneurs to be lifelong learners, willing to take risks and accept failure, focused on goals and solutions, and able to build confidence through preparation and practice. The document emphasizes the importance of skills like marketing, testing ideas, and decision-making for entrepreneurial success.
The document discusses entrepreneurship and whether it is right for the reader. It defines entrepreneurs as people who organize and assume risk for business ventures. It describes traits common to successful entrepreneurs like being a self-starter, risk tolerant, and passionate. It also notes that entrepreneurship requires sacrifices and long hours and carries high risks of business failure. The document advises readers to do a personal assessment of their skills and determine if they have the necessary traits, support system, capital and ideas to be an entrepreneur.
This document provides an introduction to a book about creating a profitable and sustainable business. It discusses the importance of understanding context and "why" as a business leader. Context provides meaning and clarity, allowing for aligned decision-making. Understanding the fundamental "why" of a business, beyond just the "what" and "how", gives it power and drives success. Focusing first on shared beliefs and context, rather than just operations and content, can help a business thrive even in difficult times.
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.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
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Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
3. The diary of 12 years
of investment banking
in Central Europe
and the United States
INSIGHTS OF A
MAVERICK
EXIT ADVISOR
ISTVAN ‘STEVE’ PREDA
4. “This is an entrepreneurial wisdom-book that helps you understand
how to get into a business and how to create and execute an exit
strategy. A senior-level graduate course in entrepreneurship, with
clear examples and in simple language, that allows you to digest the
theoreticalideaspresented.”
MatthewMarek,FounderandCEO,
GoodNeighborCommunityServices
“Insights of a Maverick Exit Advisor is a straight-to-the-heart diary
ofaninvestmentbanker.Steve'sstyleishonest,transparent,andraw,
and each of his essays contains valuable lessons from start-up
founders to the most experienced CEOs. If you are interested in
buying, selling, or starting a business, this is a must read. No need to
learn these lessons the hard way when you have Steve's insights to
lightyourpath.”
RyannLofchie,CEO,FrontierAcademy;
Owner,TheFrontierProject
“Whether you are considering becoming an entrepreneur, growing
your company, being a better leader, or exiting your business, you'll
findinsights,inspirationandvaluethroughoutthebook.Mr.Preda's
style is straightforward, honest and often bold. The book can be a
quick read or you can chew on the words, reflect and revisit chapters.
Iencourageeveryentrepreneurtoreadthisbook.”
TerryFink,CEO,PlanetCentral
Praise for
“Insights of a Maverick
Exit Advisor”
5. “Steve's unique international background and diverse group of
clients make 'Insights … ' an intriguing read. From creating the
business you have long been thinking about, to growing it and then
to cashing out, Steve covers ideas, concerns and things to watch out
for. An enjoyable and thought-provoking read no matter where you
areonyourownbusinesstimeline”
MarkA.Smith,Owner,MidasofCentralVirginia
“I found the book to be a unique read and difficult to put down. A
whimsical collection of vignettes, each providing one or two
poignant business truths. Entrepreneurs and business people alike
havemuchtogainfromSteve'sinsightsandperspectives.”
DavidP.RomigII,President,TCSC/ForensicAdvantageSystems
“Welcome addition to other successful business strategy resources.
The golden nuggets embedded in Steve's experience are priceless and
his practical advice is a solid foundation for any business owner
considering a sale or even the “what next” when dealing with a
businesstransitionplan.”
JeriTurley,President,BCGCompanies
8. “Insightsof a MaverickExit Advisor”is a collectionof diary
notes I wrote while selling my investment banking business in
Europe and moving our family to the United States, to start a
newcareerasanexitadvisorandCEOcoach.
These mini essays recorded my thoughts and experiences
working with over one hundred and fifty entrepreneurs and
CEOs over a timespan of fifteen years, advising them on
growing, funding and scaling their businesses. In most cases,
they were looking to harvest the value they built up in their
companies by way of selling to a private equity group or a
strategic buyer. In other instances, they wanted to create more
robustbusinessesthatcouldbehandedovertofamilysuccessors
ortoaprofessionalmanagementteams.
Ihopeyouwillenjoyreadingtheseshortstoriesasmuchas
I did writing them. If you would like more, check out the
SuccessionSecretspodcastoniTunes,
oritstranscriptsatwww.successionsecrets.com.
Foryourentrepreneurialsuccess,
Istvan‘Steve’Preda
Preface
9. ENTREPRENEURSHIP
Mortgage and Payroll
Turns Handicap into Advantage
Can’t Make GREAT? Let it Go!
Whatever Gets You to the Light
From Trauma Through Strength to Weakness
Entrepreneurial Bug
Cuddle Losers, Piss off Winners
Effectiveness in Art and Business
The Three “C”s of Entrepreneurship
Ground Your Feet and Springboard
Non-Core is Not Waste
Passion, Sex, Entrepreneurship
Industry and Frugality
Power Over All Things
The Lifestyle Trap
Ideas vs. Resources
Conviction of Value
LEADERSHIP
Lead, Follow, or Get Out
Love’em, if You Want to Sell’em
You Live for Today, I Worry About Tomorrow
Inspiration
Horse and Rider
GROWTH STRATEGIES
Little Advantages
Technology or Contracts
“Profit” is Spelled “Repetition”
Wanna Rock? Spend 10% on Marketing!
Shortage of Capital
Hostages to Fortune
The More Aggressive Wins
Growth or Cash
Lethal Profits
Follow the Competition
Break Even and Stay Present
Systems Replace Experience
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26
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79
80
Contents
10. ACQUISITION / INTEGRATION
Who Buys Cheap May Overpay
Spend a Fortune on Nothing
Fix to Sell, or Sell to Fix?
Buy Skills, Not Customers
Would they Care if it Sank?
Uncertain vs. Sure Synergies
Too Big to Chew
PRIVATE EQUITY / VENTURE CAPITAL
Wind Behind the Sail
Watch the Return on Assets
Angels Better than VC?
Companies Family Offices Buy
Eat Your Buyout Cake and Keep it
Healthy Pressure
Better Sales than Your Client
The Time to Use Leverage
SELLING A BUSINESS
How to Sell for More than it’s Worth?
The Strategy of Overpaying
Credibility Account
Caught With Your Pants Down
Knee-Jerk Reactions
Whatever You Resist, Persist
Fearing Phantoms
Crosshairs Life Insurance
Macho Entrepreneur
Breezes and Bruises
Empty Wheelbarrow
Deal With Peace of Mind
NEGOTIATION
Trust
The Best Lie is the Truth
Merger Negotiations: How to Win by Losing It?
False Characters
Swingers and Singers
Playing Fool for Gold
When Harry Met Sally
FAMILY BUSINESSES
Investing the Family Silver
Stress, if You Don’t Enjoy it
Wonder, Thunder and Blunder
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91
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12. usiness Man” – read the status description of a former
Bcolleague on an association website. Last I checked, he
was the employee of a bank… and sure enough, he still
workedforthesame.
“Intrapreneur” – quipped a retired executive upon my
question of what he did for a living. “This is what you call
individuals who autonomously create businesses inside
companies”–heexplained.
A couple of my friends started an internet business when a
conglomerate funded their business idea. The enterprise lasted
untiltheseedcapitalranout.The“founders” thentookrefugein
middlemanagementjobsatalocalbank.
My own mindset was similar fifteen years ago, when in
charge of the corporate finance department of a Central
European commercial bank. Management knew little of the
investment banking business and I enjoyed substantial
autonomy in picking colleagues and going after clients. “Heck,
why be an entrepreneur when I can enjoy all the freedom AND
besureofasalarycheck?”–Ithought.
My euphoria lasted until the bank was hit by a slow
summer, and on an early September Friday afternoon, I and my
deputy got fired. My staff was shocked and promised to jump
with us to a competitor… but by Monday all was forgotten. “My
intrapreneurialbusiness”turnedouttohavebeenjustajob.
The ensuing years have taught me what entrepreneurship
is all about. It has nothing to do with building a business… That
can be done by a hired hand who enjoys the confidence of, and
gets a budget from, their employer or investors.
Entrepreneurship begins where your business hits a rough spot
and you commit family silver to keep it alive. When you
Mortgage
and Payroll
INSIGHTS OF A MAVERICK EXIT ADVISOR
10
“
13. ENTREPRENEURSHIP
mortgage your house to survive a downturn… dip into
retirementsavingstomakepayroll…forgosalariesformonthsto
stemlosses.Thesearethetruetestsofentrepreneurship.
On the other hand, nothing fosters creativity like being
desperate. Are you prepared to go there to stay in business? Are
you strong enough to hang in through a drought with no
income? Do you believe in your venture enough to put your
financialfutureontheline?
If yes, than you are, or have what it takes to become, an
entrepreneur.
11
15. Innovation often springs from the frustration of the
handicapped,whoisdesperatetoovercometheiradversity.
One unpleasant example is Hitler, who channeled his
frustrationasamediocrepainterintoapoliticalcareer.
He won over his faithful by turning his feeble persona and
pitched voice into a messianic icon of the reparation-opressed
maninthestreet.
The actor, Marlon Brando, overcompensated his
mumbling by inventing coolness and becoming a sex symbol of
hisgeneration.
The eight-times Grand Slam champion tennis player,
Andre Agassi, turned his relatively small height into a powerful
weapon by developing the Agassi ground stroke that made his
opponentsrunincircles.
I thought of these handicaps-turned-advantages when
browsing Sheryl Sandberg’s new book Leaning In. Sandberg, the
COO of Facebook, is leveraging her womanness to rebrand
herself from an operative executive into a political figure, the
global champion of women. Stepping out of the shadow of
Facebook founder Zuckerberg, she is turning a potential
handicapintoanadvantage.
A handicap can be a blessing for the up-and-coming
entrepreneur too, if he can embrace it. The idea of being an
underdog can trigger a visceral desire to heroically throw off the
shackles of disadvantage and to succeed against the odds. The
challenge inflates the self-image of the oppressed, turning him
intoalion.Amuchstrongerdrivethanfortheleadertomaintain
heredge.
Aspiring entrepreneur, – go embrace your handicap and
givetheleadersarunfortheirmoney!
Turns Handicap
into Advantage
ENTREPRENEURSHIP
13
16. Anaïs Nin, an American author born to Spanish-Cuban
parents quipped: “Anything I can not transform into something
marvelous, I let go”. This quote is itself marvelous, as it
compressesmultipleideas,applicableforbusiness.
The first is to always shoot for the extraordinary. Anything
lesswillnotinspiretheexcitementandenergyneededtoturnan
initiative into a profitable business. Entrepreneurs are
optimistic by nature, and their business idea will almost
certainly cost more, run into obstacles and be more difficult to
sell than initially thought. Warren Buffet claims that any
investment must have a downside buffer to be feasible.
Marvelousnesscanbethatbuffer.
Second is the entrepreneur’s own input. Entrepreneurship
is like art, a deeply personal activity. The idea has to offer
personal synergies to the artist, allowing a full emotional
commitment to executing it. A clinical approach creates neither
artnoramarvelouspieceofbusiness.
Richard Branson brings his passion to any business he
touches and it is his personality that turns it into an
extraordinary success (e.g. Virgin Megastore), or occasionally, a
colossal failure (Virgin Cola). Virgin Megastore was brought to
life by Branson’s larger-than-life attitude. Virgin Cola just
proved that even big thinking can fail when it runs up again
marketinggiantswithunlimitedresources.
The third is letting go. As much as belief is an
indispensable quality, it has to be tempered by sobriety to
recognize if something will not work and get out before losing
an arm and a leg. Thick skin helps here to shake off the
disappointment and humiliation of having gone all out for the
Can’t make
GREAT?
Let it go!
INSIGHTS OF A MAVERICK EXIT ADVISOR
14
17. wrong idea. (The insecure will hang on too long and lose their
capitalinthevainattempttopreservetheirreputation.)
Lastly, it helps to believe that life abounds with
opportunity. Rather than settle for a GOOD business, keep
tweakingituntilitbecomesMARVELOUS.
ENTREPRENEURSHIP
15