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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.
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 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.
Outlines the Occupational Health and Safety Issues for Employees and Employers
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.
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.
Dan Springer brings over 20 years of executive leadership and strategic sales and marketing consulting experience to Responsys, with proven success in interactive marketing, e-commerce, and finance. As Chief Executive
Officer, Dan is responsible for charting Responsys' strategic direction and extending the company's leadership into new realms of digital marketing. Prior to Responsys, Dan was Managing Director in the San Francisco office of Modem Media
where he was responsible for general management of the agency's western United States operations. Dan led the development of the agency's Performance Marketing capability by leveraging database marketing, web site analytics and search
engine marketing techniques. Prior to Modem Media as the CEO of Telleo, Inc., he refocused the business from online advertising to business partnerships with leading brands like Taco Bell. Previously, Springer was also the Chief Marketing
Officer and General Manager for NextCard, where he built the fastest-growing credit card in history by creating one of the Internet's top five advertisers. He started his career as a consultant at McKinsey & Company and
DRI/McGraw-Hill. Dan holds an MBA from Harvard University and a BA in Mathematics and Economics from Occidental College. He also sits on the board of directors for ITI, E-LOAN and The Randall Museum.
As an entrepreneurial company grows and adds layers of management, it can and should consider policies that address work and family issues or risk inconsistency across departments, writes the founder of a human-resources services firm.
Entrepreneurs, in particular, are having troubles with today's widespread age-disconnect between managers and employees. The many twentysomethings who are launching companies these days hire workers who are both younger and older than they are, writes the author, a frequent EntreWorld contributor. She maintains that to manage this so-called "generation gap," you'll need to build a common understanding based on your company's values.
This finance expert explains the Sarbanes-Oxley (SOX) legislation and how it impacts both public and private companies as well as boards of directors. This author shows the upside and downside of SOX compliance and asserts private companies aiming to grow (and go public) should take steps to become SOX-compliant early on.
Specialized or technical advice or skills not closely related to your company's core objectives can often be handled effectively by outside contractors. Typically less expensive that hiring full-time staff, potential outsource services should be carefully considered with these topics in mind: expertise, experience, proposals, and attitude.
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