board of directors

“You can always bring on angel investors and advisory board members earlier on in the life cycle of the company, but when it comes to really constructing a board, you know, doing that post series seed going into the series a, you know, that's probably when it's…”

“If you've got a group of people that you believe in, and that you trust, and they're giving you advice in a vector that is different than the vector you're pursuing, you're actually more likely to be wrong than you are to be right.”

“When you're assembling a board, the thing that you want around the table are a set of complementary intelligences. So what you'd want to try to avoid is too much overlap in terms of their ability to help, help guide you.”

“So when I make initial investment in the company, I always tell the founder exactly that. And I tell him that the best way to compliment me on the board is to add an independent director to the board. That's either a current or recovering CEO. That can help wi…”

“Take the decision and own the outcome of the decision. Your board is giving you advice. It probably sometimes feels like because everyone on the board is often more experienced than you or has had more success to date in their career, that what they say is wha…”

“First off, I think every founder, every CEO should look at their board as an extension of their team. They shouldn't think of them as separate. And by an extension of the team, I mean the same characteristics that you're looking for with regards to who you wou…”

“Yesterday. I think that companies need to put it in as soon as possible. And, you know, I think entrepreneurs have this tendency to think of the board as this Overlord controlling things and they can fire me and all that, but that's not necessarily the case, r…”

“I think that a huge mistake is not bringing in operators and independents soon enough. What happens is you have the normal progression where there are more and more rounds getting raised, and yet another VC Nothing against us, but yet another VC joins the boar…”

“Figure out exactly what your ask is, and then come to us with exactly that ask, and we will go crush it for you. But until then, you're just going to be getting random advice, and it's probably stuff that you've thought about 10 times as much as the board, and…”

“The right way to do it is come in there strong and be, you know, open to input, of course, and be transparent and share information, but end it with a very strong statement about this is what we should do.”

“You're going to get better input from the board, the more you equip them and arm them with context. If you don't share much context, and you kind of leave them guessing or speculating about the context of what's going on in the business and the industry, the q…”

“Yeah, but the reality is a board needs to be led. Okay. I mean, I always tell people the worst thing you can possibly do is go into a board meeting and go, What do you guys think? You've just created a vacuum. Okay.”

“If the consensus view ends up being that the CEO has lost the confidence of the board, then I think the board has a responsibility to make a tough decision. The CEO serves at the pleasure of, for the shareholders, and the board is actually supposed to be the o…”

“And I haven't heard in the mailing board, one discussion about the markets, one discussion about investors and the share price. It's all Product and strategy. Product and strategy. Product and strategy.”

“So, so, or when early stage investors Get to this point where there's just a lot of paper gains. We, there should be sort of term limits on board seats, like term limit out. If I get to, you know, a 10 X return and can get you some liquidity, then you can move…”

“Not taking money, so I'm not beholden to anybody. We don't have a board of directors.”

“I've seen that, you know, the board of directors is saying this person stinks and they don't. It's more that the founders aren't listening to customers. They're not building the right product.”

“Do I think that doing that in the structure of like gather a bunch of investors on your board is the way to do it? No, I think that's really stupid.”

“But I would say that a good investor may create tone of value by proper work in the board, and good board brings tone of value, and the biggest value from the board is that you're just accountable, and you have moments of truth, like board meetings, when you n…”

“The board is for governance. They're to make sure that there's no fraud, and like, it's a real company, and primarily to hire and fire the CEO.”

“For me, the executive committee and the team leaders I'm working with are way more important than the board, and I shouldn't say that.”

“The power of the board is bigger than you think. If the board wants to fire you one day, probably they can.”