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Startup CXO : a field guide to scaling up your company's critical functions and teams /
"This is an important topic to write about at this particular time because America's "startup revolution" continues to gather steam. There are only increasing numbers of venture capital investors, seed funds, and accelerators supporting increasing numbers of entrepreneurial ventu...
| Clasificación: | Libro Electrónico |
|---|---|
| Autores principales: | , |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Hoboken, New Jersey :
Wiley,
[2021]
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| Temas: | |
| Acceso en línea: | Texto completo (Requiere registro previo con correo institucional) |
Tabla de Contenidos:
- Foreword xvii PART ONE: Introduction 1 ; Matt Blumberg Introduction 2 Chapter 1: The Nature of a CXO's Role 9 Chapter 2: Scaling a CXO 12 PART TWO: Finance and Administration 15 ; Jack Sinclair Chief Financial Officer 16 Chapter 3: In the Beginning: Laying the CFO Foundation 19 Chapter 4: Fundraising 22 Chapter 5: Size of Opportunity 25 Chapter 6: Financial Plan 27 Chapter 7: Unit Economics and KPIs 30 Chapter 8: Investor Ecosystem Research 32 Chapter 9: Pricing and Valuation 34 Chapter 10: Due Diligence and Corporate Documentation 37 Chapter 11: Using External Counsel 40 Chapter 12: Operational Accounting 42 Chapter 13: Treasury and Cash Management 49 Chapter 14: Building an In-House Accounting Team 52 Chapter 15: International Operations 55 Chapter 16: Strategic Finance 58 Chapter 17: Other Areas to
- Partner With 67 Chapter 18: High Impact Areas for the Startup CFO as Partner 71 Chapter 19: Board and Shareholder Management 77 Chapter 20: Equity 80 Chapter 21: Mergers and Acquisitions (M&A) 85 Chapter 22: Bonus Section: WhatWe Used for Our Internal Systems WhenWe Started Bolster 91 Chapter 23: CEO-to-CEO Advice About the Finance Role 97; Matt Blumberg PART THREE: People and Human Resources 101 ; Cathy Hawley Chief People Officer 102 Chapter 24: Values and Culture 105 Chapter 25: Diversity, Equity,
- And Inclusion (DE&I) 111 Chapter 26: Building Your Team 113 Chapter 27: Organizational Design and Operating Systems 118 Chapter 28: Team Development 124 Chapter 29: Leadership Development 127 Chapter 30: Talent and Performance Management 130 Chapter 31: Career Pathing 132 Chapter 32: Role-Specific Learning and Development 134 Chapter 33: Employee Engagement 136 Chapter 34: Rewards and Recognition 138 Chapter 35: Reductions in Force 140 Chapter 36: Recruiting 142 Chapter 37: Onboarding 149 Chapter 38: Compensation 152 Chapter 39: People Operations 154 Chapter 40: Systems 164 Chapter 41: CEO-to-CEO Advice About the People/HR Role 167; Matt Blumberg PART FOUR: Marketing 173 ; Nick Badgett and Holly Enneking Chief Marketing Officer 174 Chapter 42: Where to Start 177 Chapter 43: Generating Demand for Sales 181 Chapter
- 44: Supporting the Company Culture 186 Chapter 45: Breaking Down Marketing's Functions 191 Chapter 46: Events 204 Chapter 47: Content and Communications 212 Chapter 48: Product Marketing 218 Chapter 49: Marketing Operations 223 Chapter 50: Sales Development 226 Chapter 51: Marketing as a Partner/Collaborating with the Rest of the C-suite 233 Chapter 52: Building a Marketing Machine (Scaleup) 236 Chapter 53: CEO-to-CEO Advice About the Marketing Role 243; Matt Blumberg PART FIVE: Sales 249 ; Anita Absey Chief Revenue Officer 250 Chapter 54: In the Beginning: From Prospect to Customer 251 Chapter 55: Hiring the Right People 254 Chapter 56: Profile of Successful Salespeople 257 Chapter 57: Some Myth Busting 260 Chapter 58: Compensating Sales Team Members 262 Chapter 59: Pipeline 266 Chapter 60: Scaling the Sales Organization 268
- Chapter 61: Scaling Your Team Through Culture 271 Chapter 62: Scaling Sales Process and Methodology 276 Chapter 63: Scaling the Operating System 279 Chapter 64: Marketing Alignment 282 Chapter 65: Market Assessment and Alignment 286 Chapter 66: Expanding Distribution Channels 288 Chapter 67: Geographic Expansion 291 Chapter 68: Pricing and Packaging 294 Chapter 69: CEO-to-CEO Advice About the Sales Role 300; Matt Blumberg PART SIX: Business/Corporate Development 305 ; Ken Takahashi Chief Business Development Officer 306 Chapter 70: How to Make the Biggest Impact as a CBDO 311 Chapter 71: Building Your Influence Internally 314 Chapter 72: Building Your Influence Externally 318 Chapter 73: Where Internal and External Meet: Your Relationship with Your CEO 323 Chapter 74: Influence Meets Operating System 325 Chapter 75: Develop External Trust for
- The Company 327 Chapter 76: Build Your Influence in Strategy 329 Chapter 77: Building Your Influence in Business Development 330 Chapter 78: When Things GoWrong in a Partnership...and They Will 335 Chapter 79: Geographic Expansion 338 Chapter 80: M&A: Buy Side 341 Chapter 81: M&A: Sell Side 344 Chapter 82: CEO-to-CEO Advice About the Business/Corporate Development Role 348; Matt Blumberg PART SEVEN: Customer Success/Account Management 353 ; George Bilbrey Chief Customer Officer 354 Chapter 83: Five Misperceptions 357 Chapter 84: Startup Customer Success Organization 360 Chapter 85: Scaling the Service Organization 362 Chapter 86: Timing: When to Hire Your Team 366 Chapter 87: Customer Segmentation and Journey 368 Chapter 88: Understanding Customers 372 Chapter 89: Understanding Customers Through Metrics 374 Chapter 90: Foundations of a
- Great Customer Service Organization 379 Chapter 91: Building an Effective Team 385 Chapter 92: Partnering with the Organization 387 Chapter 93: Five Eternal Questions 391 Chapter 94: CEO-to-CEO Advice About the Customer Success Role 396; Matt Blumberg PART EIGHT: Product and Engineering 401 ; Shawn Nussbaum Chief Product Officer and Chief Technology Officer 402 Chapter 95: The Product Development Leaders 405 Chapter 96: Product Development Culture 412 Chapter 97: Technical Strategy: Proportional Engineering Investment and Managing Technical Debt 416 Chapter 98: Shifting to a New Development Culture 424 Chapter 99: Starting Things 427 Chapter 100: Hiring Product Development Team Members 434 Chapter 101: Increasing the Funnel and Building Diverse Teams 442 Chapter 102: Retaining and Career Pathing People 446 Chapter 103: Hiring and Growing Leaders 449
- And Motivating Effective Teams 455 Chapter 105: Due Diligence and Lessons Learned from a Sale Process 468 Chapter 106: Selling Your Company: Preparation 475 Chapter 107: Selling Your Company: Telling the Story 479 Chapter 108: CEO-to-CEO Advice About the Product/Engineering Role 482; Matt Blumberg PART NINE: Privacy 487; Dennis Dayman Chief Privacy Officer 488 Chapter 109: The Role of Privacy Officer 491 Chapter 110: Privacy Advice for Startups 494 Chapter 111: Legal Documents 500 Chapter 112: The European Union 505 Chapter 113: Data Mapping 507 Chapter 114: Data Breach 510 Chapter 115: Least Privileged Access 515 Chapter 116: Employee Training Engagement 519 Chapter 117: Building Your Privacy Team in a Startup 522 Chapter 118: Building Your Privacy Team as You Scaleup 525 Chapter 119: Certifications 527 Chapter 120: Assessments 529
- Chapter 121: CEO-to-CEO Advice About the Privacy Role 536; Matt Blumberg PART TEN: Operations 541 ; Jack Sinclair Chief Operating Officer 542 Chapter 122: