Inside every private Alliance meeting, there are hundreds of years of experience. While keeping confidentiality of the member who provided the challenge to their group, we’ve captured (with permission) just some of the insightful comments from a handful of members. Read what these members had to say to get a glimpse of what it is like to be an Alliance member.
To see insights for a certain category, choose one from the following list:
When business leaders have a disruptive new technology in their hands, the assumed next step is often to bring the product to market. Sometimes, the risks inherent in that approach outweigh the likelihood of a successful product launch. Tom Sego, Co-Founder & CEO, BlastWave, offers insight into leveraging intellectual property as an alternate strategy.
When the financial markets are hot, business leaders are often faced with the question: should I fundraise or not – and what’s at stake if I don’t? Craig Hinkley, CEO of WhiteHat Security, offers insight into assessing competitor risk and staying on top of the market.
Innovative technology can have seemingly endless applications. Business leaders in technology are often faced with the common yet overwhelming question of, “What type of company do I really have?” Alex Ashton, Founder & Principal of I/D.W, offers strategies to reach clarity.
A common Silicon Valley mantra is to productize, scale, and then IPO. But is that really the best formula for every company? Alliance member & CEO Sanjay Bonde offers his insights into creating long-term satisfaction for both the customer and business leader.
Business leaders are often looking to stimulate a productive company culture and increase employee retention. Joe Budelli, Chief Revenue Officer of Propy, shares insight into creating cross-functional, professional development programs to attract great talent.
As companies grow, leaders often find themselves at a familiar crossroads: is it better to pursue a new path or double down on the existing strategy? Eric Billingsley, CEO & Co-Founder of Calculi (creators of the Guide-Rails platform), offers his insight when considering the option of entering into new market segments.
Fast-growing mid-size companies often reach a point where systems are stretched across the board. Scaling the fundamental company infrastructure is important but not urgent, so it often makes little progress. Stan Schneider, CEO of Real-Time Innovations, shared insight into delegating the scaling process in a way that will be successful and internally well received.
Many companies opt for exclusively hiring sales professionals with extensive experience, minding a strategy believed to save the organization money. While a veteran sales team may be successful, is it scalable? Brian Sohmers, Founder and Chief Product Officer of Propel, shares insight into building a team that can both perform and grow with the company’s revenue goals.
Business leaders considering a pivot are often faced with big questions about the market and how to change course effectively. Alliance member Nadim Maluf, CEO of Qnovo, recommends testing your hypothesis—and quickly.
When companies undergo rapid growth, their leaders often struggle to implement organizational structure and personnel in such a dynamic environment. Alliance member Jim Flatt, Co-Founder, CEO and President of Brightseed, shares his insights into creating an effective scaling process.
Fundraising is always harder and more time-consuming than it looks. Alliance member Virginia Irwin Klausmeier, Founder & CEO of Sylvatex, Inc., recommends ‘gamifying’ the process by setting incremental, measurable goals, so there are successes along the way—and a better shot at getting what you really need.
It can be difficult to scale a company while having to depend on the limited resources of one sales team. Alliance member Gabriel Fairman, CEO of Bureau Works, suggests aligning the entire company with a sales mindset.
Acquiring a company presents unique challenges as the acquirer seeks to maximize cohesive branding and functional efficiency. Alliance member Paul Sechrist of Coherent suggests, while every integration of a company is unique, active leadership and the establishment of key driving principles help achieve successful integrations.
Perhaps a company has developed a stellar product. Or maybe, luck has it that the company has more than one promising product. That’s good, but what really creates value in the long run? Bill Newell, CEO of Sutro Biopharma shares insight into establishing a core technology platform to build upon for long-term value creation.
Raising millions in a Series B funding round is an admirable accomplishment that any entrepreneur should be proud of — but what if your competitor raised four times more? Alliance member Edmundo Costa of Automation Anywhere shares some well-seasoned insight into making your dollars go further as a second place fundraiser in your market.
Integrating a newly hired board member often comes with both changes and challenges. David Earp, President and CEO of Circle Pharma, shares some effective approaches for successfully bringing new board members up to speed.
Whenever major changes occur within a company, there is a risk that employees won’t jump on board with the new plan. Erin Mendez, President and CEO of Patelco Credit Union, shares her insights into the benefits of involving every level of the company when executing major strategic changes.
Navigating a fifty-fifty percent ownership structure is difficult, and perhaps even impossible. Alliance member Peter Koshland, Founder of Koshland Pharm, describes the inherent difficulties in this arrangement and strategizes approaches to mitigate dysfunction.
More often than not, CEOs are hyper focused on the here and now. Paul White, Founder and CEO of Muir Services, advises that while it is hard to step outside and look down upon a business holistically, doing so can reveal transformational opportunities.
CEOs spend a lot of time in the C-suite and sometimes that warps perspective on strategic priorities. Alliance member Sheeroy Desai, Co-Founder and former CEO of Gild, suggests paying more attention to employees on the ground as the company ramps up for serious growth.