A Quote by Tahl Raz
When the founder of World Energy Solutions Inc. assembled his first board in 2000, it consisted of nine investors and friends. The group met quarterly, generally affirming Domaleski's every action. But the Worcester, Mass., company, which auctions electricity and gas credits, lacked customers and financing. It needed more from its board to survive.
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Often, entrepreneurs don't build a board until they are forced to by their VCs when they raise their first financing round. This is dumb, as you are missing the opportunity to add at least one person to the team who - as a board member - can help you navigate the early process of building your company and raising that first round.
I think every responsible public board at every board meeting should be discussing succession. And, of course, Walmart has a very mature board: our chairman Rob Walton and other members. So succession is an ongoing. I think when I first joined the board of directors, it was discussed then. And it's discussed at every board meeting continually.
When I was first elected to the Colorado State Board of Education in 2000, we had to carry a big binder filled with hundreds of pages to every meeting. By 2004, the State Board had gone paperless. We even persuaded the less-tech-savvy members to use laptops to pull up their information during meetings.
The role of a founder-CEO is extremely lonely. You can't always be fully forthcoming with your board or investors or employees.
Lots of entrepreneurs don't want to be hassled by a board of directors early on. The entrepreneurs want to control the company, don't want to be responsible to a board, or don't want to waste time communicating with board members. This is a classic error of thinking about the early stage board incorrectly.
I am honored to be named chairman of Duke Energy's board and privileged to lead our company forward for our customers, employees, and shareholders.
We, the older generations, simply cannot leave a world for you, the younger generations, in which climate change impacts become ever more threatening to your survival. Still more public attention and action are needed. Solutions like renewable energy or energy efficiency need to fully power our collective future!
We don't have an isolated group [of senior managers] surrounded by servants. Berkshire's headquarters is a tiny little suite. We just came back from Berkshire's board meeting; it had moved up to the board room of the Kiewit company and [it was so large and luxurious that] I felt uncomfortable.
Over the last 40 years, I have built MW into a multi-billion dollar company with amazing employees and loyal customers who value the products and service they receive at MW. Over the past several months I have expressed my concerns to the Board about the direction the company is currently heading.Instead of fostering the kind of dialogue in the Boardroom that has in part contributed to our success, the Board has inappropriately chosen to silence my concerns through termination as an executive officer.
The company [Microsoft] really has to chart a direction in mobile devices. Because if you're going to be mobile-first, cloud-first you really do need to have a sense of what you're doing in mobile devices. I had put the company on a path. The board as I was leaving took the company on a path by buying Nokia, they kind of went ahead with that after I told them I was going to go. The company, between me and the board, had taken that sort of view. Satya, he's certainly changed that. He needs to have a clear path forward. But I'm sure he'll get there.
I chose Bagdasarian Productions when I heard from some colleagues at work who were buying story boards at the time back in the early '90. I met the man once when I came in with the first half of the story board and the only thing he said when looking at the first half of the board was, "It's so nice to see someone using their imagination."
A founder is the emotional energy aorta of a company. The energy that emanates from a founder attracts people and capital to the endeavor. When that energy goes away, it can feel impossible to do the job.
Natural gas is an important part of delivering energy, whether you're producing power or other solutions for customers.
You don't think, when you start a company as the founding CEO, that if your venture actually works, you end up with three jobs: founder, CEO, and chair of the board. The first eight years at Bonobos, I have learned a lot about the tension between the first two. It didn't even occur to me that I had the third job until much later.
For the life of me, I cannot understand Clinton and her proposed across-the-board tax hikes on individuals, businesses and investors. I cannot fathom her plans for increased regulatory burdens, which include more government-run healthcare and a halt to the fossil-fuel energy boom.
Financing for 'Shotgun Stories' was initiated with money from close friends and family. This is where the money to go into production came from. After production, a company called 'Upload Films' came on board and provided post-production funds and services. In both instances, people were taking a gamble on us.
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