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How do you know when it's time for life after entrepreneurship? Selling the most important asset in your life - the one you've poured heart and soul into - shouldn't be tied to the day Social Security kicks in. It should be a process started three to five years before the final event, as the planning for life after entrepreneurship is equally as important as your first business plan.
A strategic overview of time management for entrepreneurs is delineated in this article by the co-founder of a consultancy that advises on the matter.
The author, Jana Matthews, asserts that without policies and procedures, business growth becomes much harder to achieve. If you want to grow, you (the entrepreneur) have to stop doing everything yourself.
A technology entrepreneur loses his shirt on his first company, regroups and starts a second, and lives to advise others about how to get it right.
Boards of advisors are best for helping entrepreneurs build companies in the formative stage, whereas boards of directors lend a hand during times of crisis or change, writes a serial entrepreneur. The author provides a blueprint for dealing with both entities.
The co-founders of a public relations and events-management firm discuss the role of negotiation in enabling them to operate as equal partners. Balance, trust and skills are necessary for the give-and-take involved, and the authors provide suggestions for achieving that.
Owners of growing companies need to begin positioning them for sale early in the life of the firm and continue to take steps toward sale throughout the business's life, writes an entrepreneur and venture capitalist. Included are eight suggestions for doing just that.
A mature business facing altered circumstances might need to bring in a partner rather than just an employee, writes the author, who poses a series of questions for founders to address prior to making what could be a difficult leap.
An entrepreneurial company in its second year confronts challenges more
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