The Ledger
Every statement that passed quotation and attribution checks. Mix any filter with any other: certainty 1/5, debate potential 5/5, or both at once.
why aren't all 14 resolved? a statement only gets an assessment when the public record can support or contradict it. opinions and what-ifs never can, and 0 checkable ones are still open, waiting for their date. predictions held up or didn't; assertions are supported or contradicted. on every card: ▮▮▮▮▮ certainty · ▮▮▮▮▮ debate potential. speakers are clickable
Morley: Impatient VC board members ruin companies by forcing short-term decisions
“What I have seen is that in many cases, when an investor is not as mature or lacks patience, they can really screw up an opportunity because they end up Driving short-term decisions that will stop a company from having a long-term opportunity.”
Morley: Poor market timing kills more startups than a lack of capital
“Absolutely. I would agree a hundred percent with that statement.”
Morley: West Coast tech talent density vastly outpaces Boston's diversified talent pool
“If you take 10 A players, In Boston, out of those 10 A players, maybe two of them will be in tech, and the other eight will be in financial services, or in pharma, or biotech, or blah, blah, blah. And on the West Coast, you know, out of the 10 A players, nine …”
Morley: A CEO's core duties are scaling teams, strategy, and communication
“There's three core characteristics, three core elements for the CEO. I certainly think one of them is about the people and making sure that you continue to scale the team around you. Absolutely. And by the way, that gets hard because you have to do it quite of…”
Morley: Empowering department leaders with true ownership encourages organizational risk-taking
“The desire to allow people to run your own business, in my belief, their own department, allows people to take more risks. Because if I feel like I truly am empowered to run my business within the constraints of what we're trying to do as a company, within tha…”
Morley: Executives who become reactive rather than proactive must be replaced
“When you have people, team members who are reacting as opposed to being proactive about what's coming, It becomes very obvious that you're going to have to make a decision to bring someone else in.”
Morley: Leaders often fail by making critical decisions without driving organizational alignment
“And that's a big place I see people fail. They'll make critical decisions, and then on the communication side and on the alignment side, they don't do a great job of aligning everyone.”
Morley: Google's 2010 hack announcement triggered a massive shift in cybersecurity demand
“In 2010, there was a market change when Google announced that they had been hacked.”
Morley: Going public forces difficult restrictions on internal transparency and employee communication
“I think one of the challenges, and many companies have spoken to this, one of the challenges of being a public company is the way that you communicate and the transparency that you exhibit inside the company from a comm standpoint has to change, and it's harde…”
Morley: Founders should evaluate and treat board members like executive team hires
“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…”
Morley: Carbon Black cycled through three distinct executive teams while scaling
“If you look over the years, I've effectively had three senior teams around me that I've had the opportunity to work with.”
Morley: Educating public equity investors consumes significant time for post-IPO executives
“Going out and helping public equity buyers understand who we are as a company, and the amount of time that that requires for myself and others at the senior level in the company.”
Morley has taken five startup teams public over his 25-year career
“Well, when you look at building a company, my experience, I've spent the last 25 plus years helping to build and scale a variety of different startups and have been fortunate enough to be part of five teams that have brought companies public, including Carbon …”
Morley speaks at every new employee orientation to explain Carbon Black's mission
“We do new employee orientation for every single and I speak at every single new employee orientation. I shake every single new employee's hand and tell them why we're here and what we're all about and what we're trying to achieve.”