I always thought stuff like this happened to OTHER founders, but would never happen to me. But my board fired me six months after closing our series A. The advice in this article is 100% spot on. I didn't know any of this. I was totally focused on building my company. But if you raise money you can't do that anymore. 50% of your time will always be occupied with working on your next round of funding or managing your…
Boards are dangerous to founder/CEOs
101–110 of 339 posts
Re: Boards are dangerous to founder/CEOs
#102Earlier quoted context omitted.
Who was your investor? So other startups know who to avoid.
2017-10-04 Series A - Numetric $13M Insight Partners — lead investor Hack VC EPIC Ventures Draper Associates Aaron Skonnard https://www.crunchbase.com/funding_round/numetric-series-a--...
Re: Boards are dangerous to founder/CEOs
#103Was it just because Facebook's growth was so unprecedented they had no need to replace him? Or did he have a very good mentor or early investors that believed in him or helped guide him without taking advantage of the situation? Or was he actually just extremely shrewd at navigating board politics?
Re: Boards are dangerous to founder/CEOs
#104Re: Boards are dangerous to founder/CEOs
#105It may be gauche to express this opinion on HN of all places and I hope it doesn't come off as tonedeaf disrespect, but does anybody notice VC is falling out of favor unless absolutely necessary? I am noticing a lot of bootstrappers that are emerging with the ethos that VC isn't what it used to be for some markets, and often a poor choice of the right VC can be a detriment to a project's longevity, with some teams ch…
I agree that is happening more often in the initial stages. And with a bit of experience/reputation you can command very favorable terms in the early stages of a start-up, at least in the present climate where seed type funding is relatively very easy to come by. Or let's say you don't have much money and you want to avoid early VC due to loss of control and hefty dilution. In the US market, move to a college town (o…
Note that all night is important in the above, not gas station. Anyplace that will let you work not normal business hours so you can work your business during business hours is what you need.
Re: Boards are dangerous to founder/CEOs
#106I always thought stuff like this happened to OTHER founders, but would never happen to me. But my board fired me six months after closing our series A. The advice in this article is 100% spot on. I didn't know any of this. I was totally focused on building my company. But if you raise money you can't do that anymore. 50% of your time will always be occupied with working on your next round of funding or managing your…
Can’t you structure things like Zuckerberg or Palantir and just have the founder retain unilateral company control?
Re: Boards are dangerous to founder/CEOs
#107Earlier quoted context omitted.
I’ve been doing a lot of research on debt as an alternative to VC. A ton of options out there. Keeping notes here for anyone interested https://www.trypaper.io/
It isn't unheard of for banks to get someone on your board as part of the debt agreement. Though probably only in deals far larger than anything in the VC range.
Re: Boards are dangerous to founder/CEOs
#108This is so common that when I have replaced myself I’ve had friends “comfort” me thinking I really was fired.
In my life I’ve been fired once, though I should not have been. I have also not been fired in two cases where I should have been (early in my career).
Re: Boards are dangerous to founder/CEOs
#109Earlier quoted context omitted.
“A group experience takes place on a lower level of consciousness than the experience of an individual. This is due to the fact that, when many people gather together to share one common emotion, the total psyche emerging from the group is below the level of the individual psyche. If it is a very large group, the collective psyche will be more like the psyche of an animal, which is the reason why the ethical attitude…
Of course, I invite readers to treat Carl Jung quotations as having a credibility proportional to the amount of efforts he made during his life to properly prove and establish the facts he was enunciating: not much.
Re: Boards are dangerous to founder/CEOs
#110Earlier quoted context omitted.
How is that possible? Shouldn't it be the number of voting shares you hold? I thought that was the entire reason for share classes. It can't be based on the number of bored members alone, can it?
That is how it works. The board has the power to fire the CEO in all companies that I know of. (I suppose you might be able to write the bylaws so this isn't true but I'm not sure; a corporate lawyer would know.) The best you can do is to have an employment contract that regulates how the firing happens (ie. do you get severance, accelerated options, longer option exercise times, COBRA, etc. if you are fired without…
https://www.quora.com/Can-a-board-of-directors-fire-a-CEO-th...
It seems like a rock, paper, scissors kind of game if the CEO owns the majority of voting shares.