A Quote by Brad Feld

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.
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.
The reason the social-networking phenomenon is something that I invested in early and massively - I led the Series A financing for Friendster; I founded a company called Socialnet in 1997; I founded LinkedIn; and I was part of the first round of financing in Facebook - it sounds trivial, but people matter.
Startups need to focus on building a foundation for their company culture early, and then they need to revisit it often. Every time a hire is made, a feature is launched, a Facebook status is updated, a press interview is given, a round of financing is raised, or a meeting is held, culture should be part of the decision-making process.
First Round has an opportunity: to create an entirely new kind of online publication, built for technology entrepreneurs, where they can learn how to build better companies.
I feel like I always win at least a round or two at every tournament. I don't go out in the first round too often.
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.
I don't think I'm ever surprised at how high the quarterbacks go. There could be a lot of teams that often times don't have a lot of first-round grades on guys that are going in the first round, and that's just the nature of the business.
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."
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.
I am honored to serve on the Board of Visitors for Georgetown University's School of Foreign Service. Being the first board member from Latin America, I hope to provide insight into the economical, social and political issues facing the region, and continue to grow and strengthen this prestigious institution.
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.
I love what the Valley does. I love company building. I love startups. I love technology companies. I love new technology. I love this process of invention. Being able to participate in that as a founder and a product creator, or as an investor or a board member, I just find that hugely satisfying.
If my team isn't motivated, it's my fault. I can't consider myself the best of the best until my team is able to get out of the first round.
Surviving the first round is never my aim. Ideally, I'd be in one group with Brazil, Argentina and Germany. Then I'd have lost two rivals after the first round. That's how I think. Idealisitic.
The world is like a board with holes in it, and the square men have got into the round holes, and the round into the square.
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