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The room was busy, but certainly not crowded. There were enough gaps in between the groups of people that I knew if I stood there in the doorway much longer, people would surely realize I had no one to talk to, that I didn’t know anyone. That fear set in. The paralyzing gut-clench signifying I was in the self-conscious beginnings of an embarrassing moment.
The team at Ginger.io learned early to balance the quick pace of a startup with many partners’ slower processes.
See some of the great images from around the world in this feed of Instagram photos from the 2012 Global Entrepreneurship Week.
Health IT, innovation and business models are some of the topics addressed in this Q&A session with Richard Foster, a new partner at venture capital firm Lux Capital. Read more for his views on the future of health IT and his advice for new entrepreneurs.
Healthcare investing saw a five-quarter high at the end of 2011, with medical devices getting the largest number of deals. Read more about the state of healthcare venture capital today.
Healthcare's Grand H@ckfest, a collaboration between the Kauffman Foundation and MIT's H@cking Medicine, kicks off tonight in Boston.
Hiring smart people for a new company is not enough, says Kim Popovits of Genomic Health. Read more about what she thinks is important when growing a company.
As readers of e360 may know, I travel a bit – about 100,000 miles a year to be specific. In traveling this much, I have learned the survival skill of going on what I call “autopilot” mode. I can do the flight check-in, security screening,...
Some of the very first decisions founders must make early on in their ventures are crucially important to the future of the business. Many of these decisions concern the ubiquitous "people problems" that challenge even experienced entrepreneurs. When should I found? Should I co-found with someone? With whom? How should we split the equity? Bad or ill-informed choices at critical junctures could have significant consequences for startups. In fact, research has suggested that 65 percent of new firm failures were related to problems within the management team.
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