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- I won’t serve on a board without D&O insurance!
- How about your board members’ time commitments?
- How do you pay an early stage board?
- Please learn this: “Noses in; fingers out!”
- Hire a consultant; ignore the advice.
- Bankers: love ’em or hate ’em. They may affect your future.
- Take only “smart money” investments
- How to cheat legally on your tax return.
Category Archives: Protecting the business
I’ve been sued as a board member too many times over the past twenty-five years of board service. Five times. Does that shock you? It does me. Entrepreneurs blaming their board for failures of a fragile, early stage company. Shareholders … Continue reading
When do you cross the line between honesty and dishonesty in tax planning? Is it ethical to allocate income between periods to take advantage of tax breaks? Can expenses be put off until the next period to increase income, or … Continue reading
Accountants are trained, certified and usually quite experienced in financial analysis, both creating and reviewing data. Bookkeepers are often trained on the job although sometimes more formally and handle the physical work of accounting for the transactions. To expect a … Continue reading
Over the years in business and as a member of over forty boards, I have received good advice from corporate attorneys and on occasion bad advice as well. There is a line that should be drawn in a relationship between … Continue reading
Many of us belong to industry associations and find ourselves at conferences and trade shows with time to spend with competitors. Some of these are old friends; some even former associates. It is natural to want to associate with these … Continue reading
One of the most obvious observations I make with growing company CEO’s is that planning for a new office is done with an optimistic view of the future, incorporating planned space that compromises only slightly the measured needs for the … Continue reading
Allowing small problems to escalate into big ones is simple. Just ignore the signs for long enough and the job is done. It takes far more energy to review regularly the key performance indicators you’ve established for each individual and … Continue reading
This post is longer than usual. For those negotiating equity allocations it covers some of the most complex issues to address in the process. I just couldn’t reduce it to far fewer words… Dave Here is the warning: The execution … Continue reading
Here is one that takes a real leap for a younger manager or CEO to believe. After hiring someone with all the attendant enthusiasm followed by the training and learning curve, if an employee shows signs of weakness in the … Continue reading
Time bankruptcy results from the deliberate over-commitment of core resources. You’d know the symptoms, if not the name. You’re fighting to put out the fires from customer complaints, or incomplete work, or are suffering from an inability to focus upon … Continue reading