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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.
Mentoring is a time-honored tradition in many fields, and for good reason: It works. Parents, friends, and investors usually don't cut it as mentors, however. You need unbiased, direct (even blunt) advice and direction if you want to grow your company. This article provides in-depth information, insight, and examples both for mentees and mentors.
Dominic Orr was named President and CEO of Aruba Networks in April 2006. Prior to that, Mr. Orr served as the company's Chairman of the Board. Previously, Dominic Orr was the president of Nortel Networks, Intelligent Internet Web Systems. He previously served as the president and chief executive of Alteon WebSystems which was merged with Nortel Networks in Oct. 2000. Mr. Orr has more than 20 years of experience in the computer systems and communication networking industry and has held senior positions at Bay Networks, Hewlett-Packard and Hughes Aircraft. Mr. Orr. is a member of the Sciences Board of Visitors at UCLA. He holds a BS in physics from City University of New York and a MS and PhD from California Institute of Technology.
Hindsight is 20/20, or so the saying goes. It's useful to learn from the mistakes you made in your last venture, but realize that they might not apply to this venture. So, focus on things you can control (not your competition), be passionate about revenue (or hire someone who is), and remember that, as the author points out, "it's easier to keep spending under control than it is to get spending under control."
Companies that hit $1 billion in annual revenues share seven traits, recent research shows. This lengthy article explores the concept in some depth with examples. If you want more, read the book "Blueprint to a Billion" by David Thomson.
Resistance to change is common and understandable. So the change you envision can lead to all the positive growth you want for your company, implement these seven tips. Your chances of making change stick will go way up.
Empowerment, enlightenment, and accountability are more than just buzz words today. They're an integral part of nearly any high-performance, high-growth company. As the entrepreneur you set the example, and you can get some help from the steps recommended in this quick-read, but informative piece.
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.
Stan Christensen is a partner at Arbor Advisors, an investment banking firm where he negotiates on behalf of mid-market technology companies. In this lecture, Christensen builds a framework and illuminates a few of the classical mistakes in negotiation. He defines negotiation as an attempt to persuade or influence a situation. He emphasizes relationship management and problem solving as being fundamental to negotiation. He also alludes to the conceptual framework by illustrating examples from his vast global experience.
This brief but insightful article offers five guidelines to help decide if an alliance would help your company, as well as someone else's. Partnering can provide immediate access to technology, distribution, and other infrastructure without the time and expense of in-house development.
As an entrepreneurial leader, Larry Bawden has been focused on building companies that take technology from the lab and moving them through the process of commercialization and into a variety of consumer markets. Larry is currently the CEO of Q1 NanoSystems which has designed and patented the next generation solar cell utilizing Q1 Solar Brush technology. Current solar solutions are far from achieving economic parity with today's fossil fuel energy sources. Q1 NanoSystems technology will reduce current solar energy costs from $0.34/kWh down to $0.12/kWh, a 65% decrease from today's prices. The solution allows residential and commercial consumers to take advantage of a clean, limitless resource, while enjoying a fast return on their investment. Prior to Q1 NanoSystems Larry founded Jadoo Power Systems, Inc. (Jadoo) a solutions oriented, market-driven provider of portable fuel cell power products. Commercially-shipping products are a rare find in the crowded fuel cell industry; yet, with Larry leadership, Jadoo has developed proven technology, resulting in the production of economically-viable, hydrogen-based fuel cell solutions. Larry's first involvement with moving the fuel cell industry forward was developing a strategic technology transfer and partnership agreement between Aerojet and H Power Corporation (acquired by Plug Power - NASDAQ:PLUG). He held senior management positions in other energy and aerospace companies dealing with technology, business development, investment management, corporate strategy and engineering. Larry served on several key technical and advisory committees throughout his career in the aerospace industry and is the recipient of the Group Achievement award from NASA. As a co-inventor on five pending fuel cell and fuel cell system patents his advice is sought by businesses and government entities in dealing with key strategies related to implementation of fuel c
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