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The Resource Center has all the info you'll need From content to user feedback, the resource center has the information you need for every level of the entrepreneurial process.
This article provides an excellent framework not only for how to raise money but also for how to think about raising money. Key point: Always stay nine months ahead of your need for cash.
Brief and focused, this article offers a solid outline of the questions venture capitalists and other potential funders ask before they show you the money. Only a well-prepared entrepreneur can supply the answers.
There's a convergence in international accounting standards (GAAP vs. IFRS, mainly) that entrepreneurs with growing global interests might want to be aware of, as reported by this lengthy article. However, larger corporations seem to be the key players right now.
A leaner finance function will reduce costs, increase quality, and better align corporate responsibilities in finance and other departments. This article shows how CFOs can apply the waste-reduction principles of lean manufacturing to their challenges.
For quick reference and review, present your board with a one-page summary of your company's finances at your quarterly meetings. Open-book management companies can use it for employees, too. This technique doesn't exempt you from standard financial reporting, but it does help key stakeholders more quickly see and appreciate the big picture.
What's the best way to communicate with funding sources? Guy Kawasaki provides both best-case and worst-case tactics for tracking down and capturing the money you need to grow.
Pulling legal documents from the internet may be quick, cheap, and easy, but keep in mind you get what you pay for. Sometimes more is less. An experienced, straight-talking start-up veteran provides three best practices about how to avoid mistakes, what you should pay, and how to negotiate fees.
There are pros and cons associated with using a convertible note structure before doing a Series A round of investment. A venture capitalist explains the ins and outs with a brief, straightforward introduction, including blog comments from other sources.
A venture capitalist explains how key performance indicators (KPIs) are best compiled and used. They should be straightforward covering financial items and people, probably no more than 20, tied to specific managers, and coordinated by the CFO. Sales should be handled as a separate category.
Investors can have a high degree of influence on the operations of their portfolio companies because of their capital and their board roles. Such influence, at times, may push through ideas that are not in alignment with the leadership team's strategy. This article offers one VC's insights into the relationship between investor and the entrepreneur or CEO.
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