Details

Startup CXO


Startup CXO

A Field Guide to Scaling Up Your Company's Critical Functions and Teams
Techstars 1. Aufl.

von: Matt Blumberg, Peter M. Birkeland, Scott Dorsey

21,99 €

Verlag: Wiley
Format: PDF
Veröffentl.: 09.06.2021
ISBN/EAN: 9781119774075
Sprache: englisch
Anzahl Seiten: 640

DRM-geschütztes eBook, Sie benötigen z.B. Adobe Digital Editions und eine Adobe ID zum Lesen.

Beschreibungen

<p>One of the greatest challenges for startup teams is scaling because usually there's not a blueprint to follow, people are learning their function as they go, and everyone is wearing multiple hats. There can be lots of trial and error, lots of missteps, and lots of valuable time and money squandered as companies scale. Matt Blumberg and his team understand the scaling challenges—they've been there, and it took them nearly 20 years to scale and achieve a successful exit.  Along the way they learned what worked and what didn’t work, and they share their lessons learned in<i> Startup CXO.</i></p> <p>Unlike other business books, <i>Startup CXO</i> is designed to help each functional leader understand how their function scales, what to anticipate as they scale, and what things to avoid. Beyond providing function-specific advice, tools, and tactics, <i>Startup CXO</i> is a resource for each team member to learn about the other functions, understand other functional challenges, and get greater clarity on how to collaborate effectively with the other functional leads.</p> <p>CEOs, Board members, and investors have a book they can consult to pinpoint areas of weakness and learn how to turn those into strengths. <i>Startup CXO</i> has in-depth chapters covering the nine most common functions in startups: finance, people, marketing, sales, customers, business development, product, operations, and privacy. Each functional section has a "CEO to CEO Advice" summary from Blumberg on what great looks like for that CXO, signs your CXO isn't scaling, and how to engage with your CXO.</p> <p><i>Startup CXO</i> also has a section on the future of executive work, fractional and interim roles. Written by leading practitioners in the newly emergent fractional executive world, each function is covered with useful tips on how to be a successful fractional executive as well as what to look for and how to manage fractional executives.</p> <p><i>Startup CXO</i> is an amazing resource for CEOs but also for functional leaders and professionals at any stage of their career."<br /><b>—Scott Dorsey, Managing Partner, High Alpha</b></p>
<p>Foreword xvii</p> <p><b>PART ONE: Introduction 1</b><br /><i>Matt Blumberg</i></p> <p>Introduction 2</p> <p>Chapter 1: The Nature of a CXO's Role 9</p> <p>Chapter 2: Scaling a CXO 12</p> <p><b>PART TWO: Finance and Administration 15</b><br /><i>Jack Sinclair</i></p> <p>Chief Financial Officer 16</p> <p>Chapter 3: In the Beginning: Laying the CFO Foundation 19</p> <p>Chapter 4: Fundraising 22</p> <p>Chapter 5: Size of Opportunity 25</p> <p>Chapter 6: Financial Plan 27</p> <p>Chapter 7: Unit Economics and KPIs 30</p> <p>Chapter 8: Investor Ecosystem Research 32</p> <p>Chapter 9: Pricing and Valuation 34</p> <p>Chapter 10: Due Diligence and Corporate Documentation 37</p> <p>Chapter 11: Using External Counsel 40</p> <p>Chapter 12: Operational Accounting 42</p> <p>Chapter 13: Treasury and Cash Management 49</p> <p>Chapter 14: Building an In-House Accounting Team 52</p> <p>Chapter 15: International Operations 55</p> <p>Chapter 16: Strategic Finance 58</p> <p>Chapter 17: Other Areas to Partner With 67</p> <p>Chapter 18: High Impact Areas for the Startup CFO as Partner 71</p> <p>Chapter 19: Board and Shareholder Management 77</p> <p>Chapter 20: Equity 80</p> <p>Chapter 21: Mergers and Acquisitions (M&A) 85</p> <p>Chapter 22: Bonus Section: WhatWe Used for Our Internal Systems WhenWe Started Bolster 91</p> <p>Chapter 23: CEO-to-CEO Advice About the Finance Role 97<br /><i>Matt Blumberg</i></p> <p><b>PART THREE: People and Human Resources 101</b><br /><i>Cathy Hawley</i></p> <p>Chief People Officer 102</p> <p>Chapter 24: Values and Culture 105</p> <p>Chapter 25: Diversity, Equity, and Inclusion (DE&I) 111</p> <p>Chapter 26: Building Your Team 113</p> <p>Chapter 27: Organizational Design and Operating Systems 118</p> <p>Chapter 28: Team Development 124</p> <p>Chapter 29: Leadership Development 127</p> <p>Chapter 30: Talent and Performance Management 130</p> <p>Chapter 31: Career Pathing 132</p> <p>Chapter 32: Role-Specific Learning and Development 134</p> <p>Chapter 33: Employee Engagement 136</p> <p>Chapter 34: Rewards and Recognition 138</p> <p>Chapter 35: Reductions in Force 140</p> <p>Chapter 36: Recruiting 142</p> <p>Chapter 37: Onboarding 149</p> <p>Chapter 38: Compensation 152</p> <p>Chapter 39: People Operations 154</p> <p>Chapter 40: Systems 164</p> <p>Chapter 41: CEO-to-CEO Advice About the People/HR Role 167<br /><i>Matt Blumberg</i></p> <p><b>PART FOUR: Marketing 173</b><br /><i>Nick Badgett and Holly Enneking</i></p> <p>Chief Marketing Officer 174</p> <p>Chapter 42: Where to Start 177</p> <p>Chapter 43: Generating Demand for Sales 181</p> <p>Chapter 44: Supporting the Company Culture 186</p> <p>Chapter 45: Breaking Down Marketing’s Functions 191</p> <p>Chapter 46: Events 204</p> <p>Chapter 47: Content and Communications 212</p> <p>Chapter 48: Product Marketing 218</p> <p>Chapter 49: Marketing Operations 223</p> <p>Chapter 50: Sales Development 226</p> <p>Chapter 51: Marketing as a Partner/Collaborating with the Rest of the C-suite 233</p> <p>Chapter 52: Building a Marketing Machine (Scaleup) 236</p> <p>Chapter 53: CEO-to-CEO Advice About the Marketing Role 243<br /><i>Matt Blumberg</i></p> <p><b>PART FIVE: Sales 249</b><br /><i>Anita Absey</i></p> <p>Chief Revenue Officer 250</p> <p>Chapter 54: In the Beginning: From Prospect to Customer 251</p> <p>Chapter 55: Hiring the Right People 254</p> <p>Chapter 56: Profile of Successful Salespeople 257</p> <p>Chapter 57: Some Myth Busting 260</p> <p>Chapter 58: Compensating Sales Team Members 262</p> <p>Chapter 59: Pipeline 266</p> <p>Chapter 60: Scaling the Sales Organization 268</p> <p>Chapter 61: Scaling Your Team Through Culture 271</p> <p>Chapter 62: Scaling Sales Process and Methodology 276</p> <p>Chapter 63: Scaling the Operating System 279</p> <p>Chapter 64: Marketing Alignment 282</p> <p>Chapter 65: Market Assessment and Alignment 286</p> <p>Chapter 66: Expanding Distribution Channels 288</p> <p>Chapter 67: Geographic Expansion 291</p> <p>Chapter 68: Pricing and Packaging 294</p> <p>Chapter 69: CEO-to-CEO Advice About the Sales Role 300<br /><i>Matt Blumberg</i></p> <p><b>PART SIX: Business/Corporate Development 305</b><br /><i>Ken Takahashi</i></p> <p>Chief Business Development Officer 306</p> <p>Chapter 70: How to Make the Biggest Impact as a CBDO 311</p> <p>Chapter 71: Building Your Influence Internally 314</p> <p>Chapter 72: Building Your Influence Externally 318</p> <p>Chapter 73: Where Internal and External Meet: Your Relationship with Your CEO 323</p> <p>Chapter 74: Influence Meets Operating System 325</p> <p>Chapter 75: Develop External Trust for the Company 327</p> <p>Chapter 76: Build Your Influence in Strategy 329</p> <p>Chapter 77: Building Your Influence in Business Development 330</p> <p>Chapter 78: When Things GoWrong in a Partnership…and They Will 335</p> <p>Chapter 79: Geographic Expansion 338</p> <p>Chapter 80: M&A: Buy Side 341</p> <p>Chapter 81: M&A: Sell Side 344</p> <p>Chapter 82: CEO-to-CEO Advice About the Business/Corporate Development Role 348<br /><i>Matt Blumberg</i></p> <p><b>PART SEVEN: Customer Success/Account Management 353</b><br /><i>George Bilbrey</i></p> <p>Chief Customer Officer 354</p> <p>Chapter 83: Five Misperceptions 357</p> <p>Chapter 84: Startup Customer Success Organization 360</p> <p>Chapter 85: Scaling the Service Organization 362</p> <p>Chapter 86: Timing: When to Hire Your Team 366</p> <p>Chapter 87: Customer Segmentation and Journey 368</p> <p>Chapter 88: Understanding Customers 372</p> <p>Chapter 89: Understanding Customers Through Metrics 374</p> <p>Chapter 90: Foundations of a Great Customer Service Organization 379</p> <p>Chapter 91: Building an Effective Team 385</p> <p>Chapter 92: Partnering with the Organization 387</p> <p>Chapter 93: Five Eternal Questions 391</p> <p>Chapter 94: CEO-to-CEO Advice About the Customer Success Role 396<br /><i>Matt Blumberg</i></p> <p><b>PART EIGHT: Product and Engineering 401</b><br /><i>Shawn Nussbaum</i></p> <p>Chief Product Officer and Chief Technology Officer 402</p> <p>Chapter 95: The Product Development Leaders 405</p> <p>Chapter 96: Product Development Culture 412</p> <p>Chapter 97: Technical Strategy: Proportional Engineering Investment and Managing Technical Debt 416</p> <p>Chapter 98: Shifting to a New Development Culture 424</p> <p>Chapter 99: Starting Things 427</p> <p>Chapter 100: Hiring Product Development Team Members 434</p> <p>Chapter 101: Increasing the Funnel and Building Diverse Teams 442</p> <p>Chapter 102: Retaining and Career Pathing People 446</p> <p>Chapter 103: Hiring and Growing Leaders 449</p> <p>Chapter 104: Organizing, Collaborating with, and Motivating Effective Teams 455</p> <p>Chapter 105: Due Diligence and Lessons Learned from a Sale Process 468</p> <p>Chapter 106: Selling Your Company: Preparation 475</p> <p>Chapter 107: Selling Your Company: Telling the Story 479</p> <p>Chapter 108: CEO-to-CEO Advice About the Product/Engineering Role 482<br /><i>Matt Blumberg</i></p> <p>PART NINE: Privacy 487<br /><i>Dennis Dayman</i></p> <p>Chief Privacy Officer 488</p> <p>Chapter 109: The Role of Privacy Officer 491</p> <p>Chapter 110: Privacy Advice for Startups 494</p> <p>Chapter 111: Legal Documents 500</p> <p>Chapter 112: The European Union 505</p> <p>Chapter 113: Data Mapping 507</p> <p>Chapter 114: Data Breach 510</p> <p>Chapter 115: Least Privileged Access 515</p> <p>Chapter 116: Employee Training Engagement 519</p> <p>Chapter 117: Building Your Privacy Team in a Startup 522</p> <p>Chapter 118: Building Your Privacy Team as You Scaleup 525</p> <p>Chapter 119: Certifications 527</p> <p>Chapter 120: Assessments 529</p> <p>Chapter 121: CEO-to-CEO Advice About the Privacy Role 536<br /><i>Matt Blumberg</i></p> <p><b>PART TEN: Operations 541</b><br /><i>Jack Sinclair</i></p> <p>Chief Operating Officer 542</p> <p>Chapter 122: CEO-to-CEO Advice About the Operating Role 549<br /><i>Matt Blumberg</i></p> <p><b>PART ELEVEN: The Future of ExecutiveWork 551</b></p> <p>Chapter 123: The Future of ExecutiveWork 553<br /><i>Matt Blumberg</i></p> <p>Chapter 124: Fractional Chief Financial Officer 556<br /><i>John McCarthy</i></p> <p>Chapter 125: Fractional Chief People Officer 562<br /><i>Courtney Graeber</i></p> <p>Chapter 126: Fractional Chief Marketing Officer 567<br /><i>Scott Kabat</i></p> <p>Chapter 127: Fractional Chief Revenue Officer 571<br /><i>B.J. Bushur</i></p> <p>Chapter 128: Fractional Chief Revenue Officer 576<br /><i>Sherri Sklar</i></p> <p>Chapter 129: Fractional Chief Business Development Officer 580<br />Jon Guttenberg</p> <p>Chapter 130: Fractional Chief Customer Officer 586<br /><i>Amy Mustoe</i></p> <p>Chapter 131: Fractional Chief Product/Technology Officer 590<br /><i>Drew Dillon</i></p> <p>Chapter 132: Fractional Chief Privacy Officer 594<br /><i>Teresa Troester-Falk</i></p> <p>Conclusion 599</p> <p>Epilogue 601<br /><i>Pete Birkeland</i></p> <p>References 603</p> <p>Acknowledgments 604</p> <p>About the Authors 606</p> <p>Index 613</p>
<p><b>MATT BLUMBERG</b> is founder and CEO of Bolster, an on-demand executive talent marketplace to help startup CEOs scale their leadership team, themselves, and their board. He was the founder and CEO of Return Path and is the author of <i>Startup CEO</i>, and the blog, <i>StartupCEO.com</i>. He lives in New York with his wife and three children.</p><p><b>PETER M. BIRKELAND</b> is a sociologist, author, and writer who helps people turn ideas into books. www.peterbirkeland.com</p>
<p>One of the greatest challenges faced by startups is scaling up their teams, themselves, and their boards as their businesses scale, because there isn’t a clear blueprint to follow. Many startup leaders are in leadership roles for the first time, and most startup CEOs don’t know what they don’t know about how to manage and coach each functional executive on the team. There can be lots of trial and error, lots of missteps, and lots of valuable time and money squandered as companies scale.</p><p>Matt Blumberg and his team understand the scaling challenges faced by startup executives—they’ve been there and done that multiple times over multiple decades. Along the way they learned what worked and what didn’t work, and they share their lessons learned in <i>Startup CXO.</i></p><p><i>Startup CXO</i> will help CEOs and each primary functional leader in a company (heads of sales, marketing, HR, technology, product, finance, business development, and privacy) understand:</p><ul><li>How their function scales</li><li>What to anticipate as they scale</li><li>What obstacles prevent scaling</li><li>How to collaborate effectively with other functions</li></ul><p>With the help of <i>Startup CXO</i>, functional leaders, CEOs, Board members, and investors can pinpoint areas of weakness and turn those into strengths. Each functional section is written by a long-time practitioner of that function and also has a “CEO to CEO Advice” summary from Blumberg on what great looks like for that CXO, signs your CXO isn’t scaling, and how to engage with your CXO.</p><p>As an added bonus, <i>Startup CXO</i> explores fractional roles—the future of executive work. Written by leading practitioners, each function is covered with useful tips on how to be a successful fractional executive and from a startup’s perspective, what to look for in hiring and managing fractional executives.</p>
<p><b>Praise for STARTUP CXO</b></p><p>“The leadership team of a startup/growth company is the heart and soul of the business. While there are many books on how to lead a startup, I have not seen any about how to build the leadership team, how to scale it, and maybe most importantly, how to be the functional leader of part of the startup, whether that is Chief People Officer, Chief Revenue Officer, Chief Product Officer, or Chief Financial Officer. In <i>Startup CXO</i>, Matt Blumberg and his leadership team tackle those questions and provide a roadmap on how to do exactly these things. If you are starting a company for the first time, or scaling a company for the first time, or if you have done it before but want to do it better this time, I strongly encourage you to pick up this book, read it, and then give it to each of your functional leaders and ask them to read it too. You and your leadership team will be so happy you did that.”<BR><b>—Fred Wilson</b>, Managing Director, Union Square Ventures</p><p>“The biggest challenge CEOs face? Learning how to effectively orchestrate the activities of a leadership team. <i>Startup CXO</i> is the ultimate playbook for leadership teams looking to scale their business—and themselves as leaders.”<BR><b>—Linda Kozlowski</b>, CEO, Blue Apron</p><p>“Every first-time CEO comes to the job knowing one or two functions really well. What they can get from <i>Startup CXO</i> is a candid view of what ‘great’ looks like across every function and how the functions should all fit together into a high functioning executive team. Matt and his team bring insights to the craft of leading and scaling a robust executive team in a format that makes it easy to find advice on any challenge you face at any given moment in the journey.”<BR><b>—Jeff Lawson</b>, CEO, Twilio</p><p>“Like any first-time job, a first-time CEO is learning as they go. Luckily, there are lots of resources and access to people who can help accelerate first-time CEOs through the many learning curves. Fundamentally, being a CEO is a job of leadership and the best CEOs also have strong CXOs. <i>Startup CXO</i> is the perfect companion book for both CEOs and functional leaders to validate and open up new learning opportunities and shared experiences across all functional roles on a leadership team. Every CEO and functional leader looking to get a holistic view of their company and looking to scale should read <i>Startup CXO</i>.”<BR><b>—Jenny Lawton</b>, former CXO, Techstars, littleBits, and MakerBot</p><p>“<i>Startup CXO</i> is a must-read for any CEO—first-time or otherwise—of a high-growth company. Startups move at an extremely fast pace and this book will help your entire team understand how to scale their function and work effectively with others. Read this book before your competitors do.”<BR><b>—Brad Feld</b>, Managing Director, Foundry Group</p>

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