By not focusing on being the CEO for the name and focus on your customers, employees, and the services you offer.
It depends by your company size and structure, but i think a CEO of a small company must understand what is pertinent to strategic decisions for his company. If you are thinking of changing the way you sell, it is better you understand why, which are the cost involved, benchmark your competition ...
Surround yourself with people who have done it before. Not consultants, not coaches, people who have walked the path you are embarking on. The good news is that the startup community is the most helpful business community of any industry, by miles. I'd be happy to do a call to help you figur...
Hi There are various 'models' that you can use to estimate how many shares/percentages your new partner should get. These include (a) his/her investment in time and/or money, (b) the current + potential value of the company, (c) the time and/or money that you as the original founder already put i...
Since I spent over a decade working in government and then 3+ years selling into all levels of government at my last SaaS company, I'll provide my initial thoughts here. But there are no easy answers to this question as the 15 days without a response can attest. Your initial challenge (from the...
There is no formula for that. Read as you need to. Have your mentor(s) suggest books that are specific to your needs. A good starting point might be one relevant book per month to start. There are also those book summary services that can give you the themes of the books in 5 minutes of reading. ...
I've advised 40+ startups on hiring, org structure, and leadership, and excited to take a stab at this question. The key first is defining in more detail the role you need today and the role you aspire the company will need 12 months from now. Where do they intersect? What hard skills vs soft s...
This is personal opinion, more than an answer. You really needed to decide all this when you first set up the company. You needed to discuss with your partner how much money he was bringing to the table, and if not money the value of his contribution to the company. In the end CEO, COO, CT...
I think that the answer is dependent on the level of technical talent that is already on-board. If you have an engineering focused squad, you can get away with rudimentary understanding. To your description a "non-technical CEO" is just that. Of course, whenever there is a gap in the team, it is ...
The more important first impressions to leave a VC with are: 1) That you both are credible and inspire confidence that you can execute the plan you're fundraising on. 2) That there is good chemistry and a great relationship between the two of you; 3) That you can adequately address the concerns/o...