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William Sahlman is the Dimitri V. d'Arbeloff - Class of 1955 Professor of Business Administration at Harvard Business School. The d'Arbeloff Chair was established in 1986 to support teaching and research on the
entrepreneurial process. The Chair honors the late Dimitri d'Arbeloff (HBS '55), whose entrepreneurial skills helped make Millipore Corporation a world leader in its industry. Mr. Sahlman received an A.B. degree in Economics from Princeton
University, an M.B.A. from Harvard University, and a Ph.D. in Business Economics, also from Harvard. His research focuses on the investment and financing decisions made in entrepreneurial ventures at all stages in their development. Mr.
Sahlman was co-chair of the Entrepreneurship and Service Management Unit from 1999 to 2002. From 1991 to 1999, he was Senior Associate Dean, Director of Publishing Activities, and chairman of the board for Harvard Business School
Publishing Corporation. From 1990 to 1991, he was chairman of the Harvard University Advisory Committee on Shareholder Responsibility. He is a member of the board of directors of several private companies.
In today's extremely tight labor market, small-company employers must approach hiring just as they approach selling. To lure able and enthusiastic candidates, the author writes, a CEO should consider such steps as contacting reluctant candidates personally, offering equity compensation to augment salaries, and sending welcoming gifts like fruit baskets. Of particular note is a discussion of factors the author says "count" in the sales-whoops!-the hiring process.
When considering the optimal number of founders for any new entrepreneurial adventure, the calculus extends well beyond simple formulas seemingly supported by observations of startup cohorts within specific industries. Famous technology twosomes that come to mind include David Packard and William Hewlett of Hewlett-Packard, Steve Jobs and Steve Wozniak of Apple, Paul Allen and Bill Gates of Microsoft, Larry Page and Sergey Brin of Google. In these examples, it is widely observed that these buddy teams complemented each other well in the early formative years of their companies.
Chasing an entrepreneurial dream can be an all-consuming effort. Particularly in those crucial early days of a startup, founders seem to eat, sleep and breathe their businesses. This naturally occurring tunnel vision has a purpose, of course, allowing entrepreneurs to give their business babies the time and attention they need to mature. But this heads-down mode is not without its drawbacks, one of which is neglecting to stay up on current events--particularly the happenings that can impact the entrepreneurs who are inadvertently paying no attention to them.
As Senior Vice President of Hardware, Matt Hershenson brings a wealth of experience to Danger. He is responsible for Danger's hardware engineering, development and design efforts. Before co-founding Danger, Matt managed
the hardware group at Mainbrace Corporation, a Windows CE systems integrator. Prior to Mainbrace Corporation, Matt served in various roles at Philips Electronics. During his tenure with the Philips Mobile Computing Group, he was
responsible for the hardware of the Velo-1 handheld PC, one of the first Windows CE devices. While at Philips Semiconductors, Matt served as a systems architect, where he played an integral role in the design of numerous consumer handheld
devices, including the Sharp Mobilon, Philips Nino, and the Compaq C-series. Before Philips, Matt was a hardware engineer with Catapult Entertainment, since acquired by Hearme. He was part of the team that turned the vision of multi-player
gaming over the Internet into a reality. He handled all aspects of product development and design for the XBAND Video Game Modem. Matt also played a key role in the product development and design of the Apple Powerbook 150, then Apple's
most affordable PowerBook computer. Matt also co-founded MOTO Development Group, a product design consultancy firm specializing in product development. MOTO aided in the design of many technical products, such as remote controls for Apple
With board directors focusing more time on financial compliance, this author asserts life sciences and technology companies often neglect management of their technology-based product development. Entrepreneurs should establish scientific advisory boards to provide them with expert technology oversight and also to provide their formal boards with objective overviews of company technology.
Heidi Roizen is a managing director for Mobius Venture Capital. She joined the fund in April 1999. Ms. Roizen serves as a director of AuctionDrop, Ecast, InStoreCard, MessageCast, Perpetual Entertainment, Planitax, and
Reactrix. She is also a board member of the National Venture Capital Association (NVCA). Her notable prior board service includes Great Plains Software, which was acquired by Microsoft in 2001. Prior to joining Mobius Venture Capital, Ms.
Roizen was a consultant to numerous technology companies, including Microsoft, Intel and Compaq. From 1996 to 1997, she was vice president of Worldwide Developer Relations for Apple Computer. Before joining Apple Computer, Ms. Roizen
served for 13 years as CEO of T/Maker Company, a successful software developer and publisher. She is a past president of the Software Publishers Association and has served as a public governor of the Pacific Exchange. Ms. Roizen has been
recognized as one of the 100 most influential people in the microcomputer industry by MicroTimes, Personal Computing Magazine and Upside Magazine. Ms. Roizen has a B.A. and an M.B.A. from Stanford University.
Eric Ries is the author of the blog Lessons Learned. He was the co-founder and served as Chief Technology Officer of IMVU, his third startup. He is the co-author of several books including The Black Art of Java Game Programming (Waite Group Press, 1996). In 2007, BusinessWeek named Ries one of the Best Young
Entrepreneurs of Tech. He serves on the advisory board of a number of technology startups including pbWiki, Smule, 750i and KaChing.
Kim Popovits has served as President and Chief Operating Officer since February 2002, and as a director since March 2002. From November 1987 to February 2002, Kim served in various roles at Genentech, Inc., a
biotechnology company, most recently as Senior Vice President, Marketing and Sales from February 2001 to February 2002, and as Vice President, Sales from October 1994 to February 2001. Prior to joining Genentech in November 1987, she
served as Division Manager for American Critical Care, a Division of American Hospital Supply. Kim holds a BA in Business from Michigan State University.
A growing economy constantly creates new job opportunities in new sectors, but also displaces and even destroys existing jobs. The workforce in an entrepreneurial economy must always evolve as well. Government efforts to protect jobs are often misguided, hindering growth and new job creation. Pro-growth workforce rules should instead focus on developing worker skills, allowing maximum hiring and layoff flexibility, and focus adjustment efforts on getting displaced workers into new jobs as soon as possible. Small firms employ half of all private sector employees and create 60-80 percent of net new jobs in the U.S., according to the SBA. Labor rules are one of the largest barriers to entrepreneurial ventures. The World Bank’s cross-country comparison of labor regulations shows lower job creation where workplace rules are more rigid. Labor rules must move beyond the early 20th century framework of management versus labor and encourage new firm formation as well as a dynamic, not static, worker.
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