founders, VC's, mentors and startup experts.
A bit of bullshit is no bad thing when you're a scrappy company, punching above its weight. But must we really bestow the term "chief executive officer" on every self-promoting booby with a website? ...
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Via: THE KERNEL
Journalist. Founder & Editor-in-Chief, @KernelMag. Advisor t |
There is nothing investors like more than data. We love it. It gives us something to grab onto. It gives us something to compare. It gives us the sense that we are bringing a scientific approach to an otherwise amorphous evaluation process. We look at data when assessing investments. And we look at data to benchmark the progress of those companies in which we've invested. We love data. But there's ...
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Via: Venture Blog
David Hornik is an investor at August Capital, the author of |
The New York Times reported that recent research supported the hunch that open floor plan offices reduce roductivity. The research showed that ambient conversations at work and a noisy office space contributed to "a decline of 5 percent to 10 percent on the performance of cognitive tasks requiring efficient use of short-term memory, like reading, writing and other forms of creative work." ...
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Via: iDoneThis blog
The insane, on occasion, are not without their charms. - Kur |
A board seat in and of itself has no particular value, and is often something to be *avoided*, rather than sought out. It doesn't give you more cash compensation, more equity ownership or more direct control over the operating business. So the question you need to ask yourself is "why do I want to be on the board"? ...
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Via: Gust Blog
Venture capitalist, entrepreneur, angel investor |
Many companies I meet are confused about roles and responsibilities. They're not sure the difference between product managers and project managers, or between product managers and product marketing, or between product managers and interaction designers, as just a few common examples. I have strong opinions about what roles are critical to success ...
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I'm a partner at Silicon Valley Product Group, specializing |
To get started, be clear what culture to learn about. In a large institution, there may be big differences across departments. Cultures also can be moving targets. Large institutions may change with their environment. In start-ups, expect everything to be different a year later. ...
I've written a bunch of posts over the years about how I manage my Board at Return Path. And I think part of having awesome Board members is managing them well - giving transparent information, well organized, with enough lead time before a meeting; running great and engaging meetings; mixing social time with business time; and being a Board member yourself at some other organization so you see t ...
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Via: AVC
Founder and CEO of email deliverability company Return Path. |
Today I'm going to address two concepts that surprise people every time, end up generating lots of head nods, then usually don't happen. These suggestions clearly fit into the art of the board more than the science. And it’s the unwillingness to depart from traditional norms by those around the table that stop them from happening. ...
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Via: AVC
I am a VC |
Every company should have a Board Of Directors. At the start it can simply be a one person board consisting of the founder. But it should not stay that way for long. Because if you are your own board, you won't get any of the benefits that come with having a board. ...
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Via: AVC
I am a VC |
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