Board Dynamics, A Pragmatic View Corporate Governance Conference November 9, 2016 Larry Schwerin CEO, Coriant Advanced Technology, LLC
Background Started career with Bell Labs VP/GM for 2 different global Business Units General Partner, Vanguard Ventures CEO of Venture backed companies CEO of an independent company CEO of a PE backed company Private school board member Public company board member Huge Hockey fan Proud Grandfather
Key Ingredients of a Successful Startup An explosive market segment Riding waves of change A disruptive/proprietary technology fundamentally changes the game >10x improvement in performance >10x reduction in cost matched to market demand A killer team To start: Technical, Market/Business Development Must Adds: Production, Sales (hunters and closers), Finance A powerful, well connected support system Board & Advisors Strong, knowledgeable investment team
Board Dynamics Venture company boards tend to dominated by VC opinions When building an investment syndicate, make sure they “play nice” Most “independents” don’t really step up when the going gets tough Keep numbers small (5 – 7) Founders can be a great asset But at times, they can bring baggage It’s best to find out what they really want in life CEO: Be open, honest and most importantly confident Be sure to communicate the good, the bad and the ugly Seek out input but integrate into a position you can stand with At the end of the day, you are the one accountable No surprises at Board Meetings Get your board material ready a week before the meeting Contact everyone so that there are no surprises
Board Dynamics Many board members are busy Watch out for “ADD” and selective memory Make sure your message is heard Just because you say something, doesn’t mean they hear it Board notes ??? Clarify whether you are making a request vs information Rely on your attorney, CFO
Board Dynamics Observers can be a distraction Start with what actions/resolutions summary Financials are a common language – “Facts are our Friends” Avoid “show and tell” – if necessary, at the end of the meeting Hire a really good CFO – Have access to the Board Board Chairman should be a trusted advisor One who can help in dealings with others Board Committees Audit Finance Compensation