Success is never guaranteed for every founder who throws his hat into the entrepreneurial ring. For the lucky few who achieve success, they may face a challenging question: When is it time to hand over the reins to the company?
Investors won't step near a mutual fund if it doesn't check every financial objective off their lists. Managers do their due diligence behind the scenes, all to help limited partnerships benefit over the long haul. When it comes to structuring these funds through tax season, though, are you as confident as your clients think you are?
Job titles, gold lettering on doorways and spiffy business cards just don't cut it: When a new CEO arrives at a company, that spiffy new job title alone won't garner him or her that hoped-for respect. The Dale Carnegie Employee Engagement Study suggested as much, noting that 70 percent of workers in its survey said they didn't click with new leaders whom they lacked confidence in. In other words, new CEOs have the unenviable task of proving their worth to their employees, especially if they follow on the heels of a beloved founder.
David Ehrenberg has seen it all. As the founder and CEO of Early Growth Financial Services, a Silicon Valley-based firm that serves 18 percent of the country’s privately funded venture capital-backed startups, he knows that entrepreneurs inevitably make mistakes. But in the uber-competitive world of startup financing, he’s found that certain mistakes may mean your great idea never gets off the ground. We caught up with him between meetings to find out the key fundraising mistakes he advises entrepreneurs to avoid
If your palms become a little sweaty when it comes to the complex intricacies of venture fund accounting and administration, you’re not alone. In fact, the furor surrounding Rothenberg Ventures will have you reaching for a hand towel just thinking about it.
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