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But the thing I am most proud of about Rob is that he has taken a company with a uniquely talented founder & CTO – Nick Halstead – and managed to build a very tight working relationship with Nick where we drive world-class productdevelopment without having the usual founder / CEO conflicts. More information comes out.
The law firm has done its job of preparing the stockoption requests, board meeting minutes, 409a valuations. Often board members themselves don’t do the work to say “what metrics would we like to see.” If you have some key metrics or financial figures that go with the pre-read even better. Sometimes they don’t even know.
I'll add two ideas: The modern structure of university patent licensing and technology transfer works really well in the life sciences and other fields with expensive productdevelopment processes. Our patent laws have been weakened reducing the value of intellectual capital. Startup Lessons Learned - the Conference (April 23.
You have your general management meeting and in your general management meeting you talk about productdevelopment, about marketing and about finance. So again, none of this is me trying to say what you should do for productdevelopment, in fact, or what you should write in code in fact. Edwin: I know.
People: founder-run and trying to recruit amazing technical talent (the productdevelopment team is a huge priority at this stage) and integrate a few senior managers to help prepare the company for scale - which leads to cultural clashes and communication challenges. Financing: holy crap - we are running out of money in 6 months!
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