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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.
This introduction provides a basic overview of buy-sell agreements and describes the three basic types.
The author discusses how to get the most from a buy-sell agreement, encourages entrepreneurs to detail very specifically what happens when ownership changes occur, and elaborates on the language required for valuation of the shares.
When the attempt to buyout a senior partner failed, business partners realized the necessity for a buy-sell agreement...many years after the business was founded.
Taking on debt can be healthy for a company's cash flow and sustainability, according to the author, who notes that the keys lie in ensuring debt is taken on for strategic purposes and that the company is ready to manage this important new relationship.
Donovan Moxey got help in the early stages of starting his company; now he's the one giving his time to promote entrepreneurship.
An effective method of managing your company's cash flow is using accounts payable (A/P). The author outlines steps to prioritize A/P and recommends you treat vendors as a critical part of the success of your company.
Bootstrapping is one way to extend existing cash and postpone the need to raise money, thus allowing the entrepreneur time to achieve milestones and raise the valuation of the company. The author provides specific ways to bootstrap your company and extend your cash runway.
Recognizing that cash is king, this entrepreneur gives an overview of why your active involvement in managing cash on a daily basis is critical and how it will allow you to become a more informed leader and develop a keen operational awareness of your company's finances and its capabilities.
Billing and collecting your accounts receivable (A/R) in a timely manner is key to optimizing cash flow and you need to have a way to monitor A/R at least on a weekly basis.
Recounting the tale of founding and growing two companies, one which ultimately failed, the author argues that the key message about cash in a high growth business is raise more than you need, and spend less than you have.
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