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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.
Pairing with charities enables entrepreneurial companies to offer a morale-boosting perk to employees while enhancing traditional marketing strategies, says the founder of a consultancy that facilitates such sponsorships.
John G. Melo is the Chief Executive Officer of Amyris Biotechnologies, a synthetic biology company working to reduce the cost of curing malaria and producing lower carbon, second generation bio-fuels. He was previously
president of U.S. Fuels for BP, where he led one of the world's largest petroleum marketing, logistics, and trading businesses. While in this role he successfully grew revenues from $25 billion to $34 billion and increased net cash by $1
billion. During this time his team developed one of the world's most successful ethanol blending and marketing businesses. He also worked on the development of BP's "Helios" re-branding. Prior to his eight years with BP, Mr. Melo was a
director with Ernst & Young in San Jose, California, and a management team member for several Northern California start-ups, including Computer Aided Services and Alldata Corporation. John serves on the Board of Directors for U.S. Oil,
a $1.6 billion energy company, and Cilion, a leading low-cost ethanol manufacturer. John is a member of the Economic Club of Chicago, The Chicago Club, The Chicago Council on Global Affairs, and YPO. He enjoys visiting his home country of
Azores, Portugal, as well as skiing, biking, tennis, golf, and time with his children.
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.
When Michele McGeoy sold her first software start-up, she thought she was doing the best thing for her stakeholders. But, a few years later the new owners resold the company out of state, leaving her and her employees out of work. Having lost control by giving up ownership, McGeoy found a better solution for her next venture: She empowered employees by making them stakeholders and created a culture that promotes healthy growth.
William McDonough is an internationally renowned designer and one of the primary proponents and shapers of what he and his partners call 'The Next Industrial Revolution.' Time magazine recognized him
in 1999 as a 'Hero for the Planet', stating that "his utopianism is grounded in a unified philosophy that-in demonstrable and practical ways-is changing the design of the world." Time magazine again recognized Mr.
McDonough and Michael Braungart as "Heroes of the Environment" in October 2007. In 1996, Mr. McDonough received the Presidential Award for Sustainable Development, the nation's highest environmental honor; and in 2003 earned the U.S. EPA
Presidential Green Chemistry Challenge Award. In 2004 he received the National Design Award for exemplary achievement in the field of environmental design. In October 2007, Mr. McDonough was elected an International Fellow of the Royal
Institute of British Architects. Mr. McDonough is the founding principal of William McDonough + Partners, an internationally recognized design firm practicing ecologically, socially, and economically intelligent architecture and planning
in the U.S. and abroad. He is also principal of MBDC, a product and systems development firm assisting prominent client companies in designing profitable and environmentally intelligent solutions. Mr. McDonough is a Venture Partner at
VantagePoint Venture Partners in San Bruno, California. Mr. McDonough is an Alumni Research Professor at the University of Virginia's Darden Graduate School of Business Administration, and Consulting Professor of Civil and Environmental
Engineering at Stanford University. He also serves as U.S. Chairman and member of the Board of Councilors of the China-U.S. Center for Sustainable Development. He is part of the Management Committee of HRH The Prince of Wales's Business
& The Environment Programme at Cambridge University. From 1994-1999, Mr
Marissa leads the product management efforts on Google's search products- web search, images, groups, news, Froogle, the Google Toolbar, Google Desktop, Google Labs, and more. She joined Google in 1999 as Google's first
female engineer and led the user interface and webserver teams at that time. Her efforts have included designing and developing Google's search interface, internationalizing the site to more than 100 languages, defining Google News, Gmail,
and Orkut, and launching more than 100 features and products on Google.com. Several patents have been filed on her work in artificial intelligence and interface design. In her spare time, Marissa also organizes Google Movies- outings a few
times a year to see the latest blockbusters- for 6,000+ people (employees plus family members and friends). Concurrently with her full-time work at Google, Marissa has taught introductory computer programming classes at Stanford to over
3,000 students. Stanford has recognized her with the Centennial Teaching Award and the Forsythe Award for her outstanding contribution to undergraduate education. Prior to joining Google, Marissa worked at the UBS research lab (Ubilab) in
Zurich, Switzerland and at SRI International in Menlo Park, California. Graduating with honors, Marissa received her BS in Symbolic Systems and her MS in Computer Science from Stanford University. For both degrees, she specialized in
artificial intelligence. Courtesy of Google, Bart Nagel
When key leaders are ready to move on to new challenges or even retirement, their legacy can be greatly diminished without good succession planning.
Unless you have a strong team at the top, you and your company will struggle under the weight of growth. Knowing how to select, manage and lead a Top Team is one of the secrets to growth.
When it comes to compensation, the issue is not what you can pay, but what you can offer to the people you need to grow.
While effectual boards of directors can strengthen a growing company, this author asserts ineffectual boards can just as easily cripple a company's growth. Entrepreneurs should follow proven and concrete procedures for developing and operating strong boards of directors.
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