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Explore the Entrepreneurship.org Resource Center to find resources. Designed with entrepreneurs in mind, our resource center allows you to find materials to grow great ideas.
Stan Christensen is a partner at Arbor Advisors, an investment banking firm where he negotiates on behalf of mid-market technology companies. He has nearly twenty years of experience in both transactional and operations
roles and has worked on hundreds of transactions. Before starting Arbor, he was the General Manager of Eazel, a Linux-based software startup. He started his career in corporate finance on Wall Street, and then worked for ten years with
CMG, a negotiation advisory firm affiliated with The Harvard Negotiation Project. In this capacity he worked with corporations and governments-advising, negotiating, and mediating transactions and conflicts. In 1996 he was selected as a
Kellogg Fellow for his work in the non-profit and public sectors. He is a member of The Council On Foreign Relations and currently teaches a course on Negotiation at Stanford University in The School of Engineering. He holds an M.B.A. from
Harvard Business School and a B.A. from Brigham Young University.
Making new medical discoveries is the lifeblood of the healthcare startup world. That's why the National Institutes of Health wants to lend a hand with a new training program for tomorrow's research geniuses.
Outlines the Occupational Health and Safety Issues for Employees and Employers
This entrepreneur shows how entrepreneurs can hire using the open house method. This process enables you and your top team to review a large pool of candidates that you may have not even considered if all you had seen were their resumes.
While vesting schedules may be similar from company to company, certain events or situations add a level of complexity. Dick Costolo the founder of Feedburner, explains the nuances of options acceleration: single trigger, double trigger, full acceleration, and partial acceleration.
This entrepreneur, passionate in the belief that Internet commerce was a huge opportunity, weathered the risk and realization of being an early player in the dot.com arena. Read how this CEO and cofounder overcame personal fear and desperation to heed the advice of the company's first board director.
Many entrepreneurs rely on internal bench strength to provide for future leadership. You can help ensure long-term organizational viability and avoid a talent crisis by exploring the benefits of building a best-in-class succession plan.
As an entrepreneur you're probably looking for ways to increase executives' perks as a method of attraction and retention. One program you might consider is a medical reimbursement plan. Another is a key-man insurance policy--especially if you have business partners.
Leading an entrepreneurial organization primed for growth requires that the right people are filling the right roles on your management team.
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