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Startup exits are the important culmination of the startup experience and something that the first edition of Startup CEO could not address. What a difference a few years make for a successful startup such as ReturnPath. Now its CEO – on to a new career – is resharing all of his real-world experiences from founding a company to leading it through a successful exit. In addition, author Matt Blumberg addresses topic that reflect heightened responsibilities of CEOs around moral and ethical leadership in an increasingly transparent and socially-conscious world. Whether it’s the #metoo movement, high profile failures of leadership like airline employees dragging customers off of planes, or something as simple as unconscious bias in the workplace, the best CEOs – particularly those in high growth sectors—now need to approach their jobs differently. Fully revised and update, with completely new chapters on leadership, selling your company, preparing your company for an exit, and personal career transitions after selling your company, Blumberg takes other founders and young CEOs through his experiences, sharing his own personal expertise with exceptional insights from his ongoing and dynamic career as a CEO. Matt Blumberg has written the definitive field guide for being a CEO, which covers the broad topics of storytelling, team building, execution, boards of directors, and managing yourself. He shares lots of his own tips, tricks, and processes, and explains how your role changes as the company grows.
Startup CEO A Field Guide to Scaling Up Your Business (Techstars)
by Blumberg, MattEdition: 2nd
Format: Hardcover
Pub. Date: 2020-08-04
Publisher(s): Wiley
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Summary
Author Biography
Matt Blumberg founded Return Path in 1999, grew it to 500 employees and $100 million in revenues, and sold it to Validity in 2019. Matt is chair of Path Forward, a nonprofit that helps mothers and caregivers reenter the workforce. He is creating his next startup and writing a companion volume to Startup CEO.
Table of Contents
Foreword
Acknowledgments
About the Author
Introduction
Chapter 1: The Importance of Moral Leadership in Changing Times
Part One: Storytelling
Chapter 2: Dream the Possible Dream
Chapter 3: Defining and Testing the Story
Chapter 4: Telling the Story to Your Investors
Chapter 5: Telling the Story to Your Team
Chapter 6: Revising the Story
Chapter 7: Bringing the Story to Life
Part Two: Building the Company’s Human Capital
Chapter 8: Fielding a Great Team
Chapter 9: The CEO as Functional Supervisor
Chapter 10: Crafting Your Company’s Culture
Chapter 11: The Hiring Challenge
Chapter 12: Every Day in Every Way, We Get a Little Better
Chapter 13: Compensation
Chapter 14: Promoting
Chapter 15: Rewarding: “It’s the Little Things” That Matter
Chapter 16: Managing Remote Offices and Employees
Chapter 17: Firing: When It’s Not Working
Part Three: Execution
Chapter 18: Creating a Company Operating System
Chapter 19: Creating Your Operating Plan and Setting Goals
Chapter 20: Making Sure There’s Enough Money in the Bank
Chapter 21: The Good, the Bad and the Ugly of Financing
Chapter 22: When and How to Raise Money
Chapter 23: Forecasting and Budgeting
Chapter 24: Collecting Data
Chapter 25: Managing in Tough Times
Chapter 26: Meeting Routines
Chapter 27: Driving Alignment
Chapter 28: Have You Learned Your Lesson?
Chapter 29: Going Global
Chapter 30: The Role of M&A
Chapter 31: Competition
Chapter 32: Failure
Part Four: Building and Leading a Board of Directors
Chapter 33: The Value of a Good Board
Chapter 34: Building Your Board
Chapter 35: Board Meeting Materials
Chapter 36: Running Effective Board Meetings
Chapter 37: Non–Board Meeting Time
Chapter 38: Decision-Making and the Board
Chapter 39: Working with the Board on Your Compensation and Review
Chapter 40: Serving on Other Boards
Part Five: Managing Yourself So You Can Manage Others
Chapter 41: Creating a Personal Operating System
Chapter 42: Working with an Executive Assistant
Chapter 43: Working with a Coach
Chapter 44: The Importance of Peer Groups
Chapter 45: Staying Fresh
Chapter 46: Your Family
Chapter 47: Traveling
Chapter 48: Taking Stock of the Year
Part 6: Selling Your Company
Chapter 49: A Note on Exits
Chapter 50: Preparing yourself for an Exit
Chapter 51: Preparing your company for an Exit
Chapter 52: The sale process
Chapter 53: Transition and integration
Chapter 54: Thinking about your next step
Conclusion
Bibliography
What Did I Miss?
About the Companion Website
Index
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