All too often, board meetings only manage to scratch the surface of the business. If the board materials only include financial basics – such as the income statement, balance sheet and cash flow statement – the board gets a very limited view of the company’s operations. Even if you supplement this with descriptions from the sales team about new customers and forecasts of upcoming deals, the board will still likely be scratching their heads in confusion of the competitiveness

One of the most valuable assets of a growth company is its enthusiastic and motivated team that does its best for the company. They do this because they find their work meaningful and want to be part of building something great together with a good team. Corporate-style rigidity and bureaucracy are guaranteed buzzkills in these environments. That’s why entrepreneur-driven companies have flat organizations and flexible practices – they try in every way to steer clear of slippi

The early stages of a company are often a real struggle for a growth entrepreneur when it comes to having enough funds. In the previous post, Cash constraints drive creativity , the message was: don’t spend money you don’t have. Even if you keep these bootstrapping lessons in mind, as a growth entrepreneur, you’ll inevitably face situations where liquidity is running on fumes. For many growth companies (e.g. those operating under a SaaS model) funding needs are increased by t

Life for an early-stage growth entrepreneur is all about balancing priorities. Things need to get done quickly, but resources to accomplish them are scarce to say the least. To ease the situation, many growth entrepreneurs shift their focus on finding investors. This is an understandable, yet (in many cases) the wrong priority. Seeking investors is a long and laborous process, consuming a lot of time – and especially energy – from the entrepreneur. In the worst-case-scenario