Startup CXO

A Field Guide to Scaling Up Your Company's Critical Functions and Teams

Inbunden, Engelska, 2021

319 kr

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One of the greatest challenges for startup teams is scaling because usually there's not a blueprint to follow, people are learning their function as they go, and everyone is wearing multiple hats. There can be lots of trial and error, lots of missteps, and lots of valuable time and money squandered as companies scale. Matt Blumberg and his team understand the scaling challenges—they've been there, and it took them nearly 20 years to scale and achieve a successful exit. Along the way they learned what worked and what didn’t work, and they share their lessons learned in Startup CXO.Unlike other business books, Startup CXO is designed to help each functional leader understand how their function scales, what to anticipate as they scale, and what things to avoid. Beyond providing function-specific advice, tools, and tactics, Startup CXO is a resource for each team member to learn about the other functions, understand other functional challenges, and get greater clarity on how to collaborate effectively with the other functional leads.CEOs, Board members, and investors have a book they can consult to pinpoint areas of weakness and learn how to turn those into strengths. Startup CXO has in-depth chapters covering the nine most common functions in startups: finance, people, marketing, sales, customers, business development, product, operations, and privacy. Each functional section has a "CEO to CEO Advice" summary from Blumberg on what great looks like for that CXO, signs your CXO isn't scaling, and how to engage with your CXO.Startup CXO also has a section on the future of executive work, fractional and interim roles. Written by leading practitioners in the newly emergent fractional executive world, each function is covered with useful tips on how to be a successful fractional executive as well as what to look for and how to manage fractional executives.Startup CXO is an amazing resource for CEOs but also for functional leaders and professionals at any stage of their career."—Scott Dorsey, Managing Partner, High Alpha

Produktinformation

Utgivningsdatum2021-07-12
Mått163 x 246 x 36 mm
Vikt1 111 g
FormatInbunden
SpråkEngelska
SerieTechstars
Antal sidor640
FörlagJohn Wiley & Sons Inc
MedarbetareScott Dorsey
ISBN9781119772576

Tillhör följande kategorier

Matematik inom Naturvetenskap och teknik

MATT BLUMBERG is founder and CEO of Bolster, an on-demand executive talent marketplace to help startup CEOs scale their leadership team, themselves, and their board. He was the founder and CEO of Return Path and is the author of Startup CEO, and the blog, StartupCEO.com. He lives in New York with his wife and three children.PETER M. BIRKELAND is a sociologist, author, and writer who helps people turn ideas into books. www.peterbirkeland.com

Foreword xviiPart One: Introduction 1Matt BlumbergIntroduction 2Chapter 1: The Nature of a CXO's Role 9Chapter 2: Scaling a CXO 12Part Two: Finance and Administration 15Jack SinclairChief Financial Officer 16Chapter 3: In the Beginning: Laying the CFO Foundation 19Chapter 4: Fundraising 22Chapter 5: Size of Opportunity 25Chapter 6: Financial Plan 27Chapter 7: Unit Economics and KPIs 30Chapter 8: Investor Ecosystem Research 32Chapter 9: Pricing and Valuation 34Chapter 10: Due Diligence and Corporate Documentation 37Chapter 11: Using External Counsel 40Chapter 12: Operational Accounting 42Chapter 13: Treasury and Cash Management 49Chapter 14: Building an In-House Accounting Team 52Chapter 15: International Operations 55Chapter 16: Strategic Finance 58Chapter 17: Other Areas to Partner With 67Chapter 18: High Impact Areas for the Startup CFO as Partner 71Chapter 19: Board and Shareholder Management 77Chapter 20: Equity 80Chapter 21: Mergers and Acquisitions (M&A) 85Chapter 22: Bonus Section: WhatWe Used for Our Internal Systems WhenWe Started Bolster 91Chapter 23: CEO-to-CEO Advice About the Finance Role 97Matt BlumbergPart Three: People and Human Resources 101Cathy HawleyChief People Officer 102Chapter 24: Values and Culture 105Chapter 25: Diversity, Equity, and Inclusion (DE&I) 111Chapter 26: Building Your Team 113Chapter 27: Organizational Design and Operating Systems 118Chapter 28: Team Development 124Chapter 29: Leadership Development 127Chapter 30: Talent and Performance Management 130Chapter 31: Career Pathing 132Chapter 32: Role-Specific Learning and Development 134Chapter 33: Employee Engagement 136Chapter 34: Rewards and Recognition 138Chapter 35: Reductions in Force 140Chapter 36: Recruiting 142Chapter 37: Onboarding 149Chapter 38: Compensation 152Chapter 39: People Operations 154Chapter 40: Systems 164Chapter 41: CEO-to-CEO Advice About the People/HR Role 167Matt BlumbergPart Four: Marketing 173Nick Badgett and Holly EnnekingChief Marketing Officer 174Chapter 42: Where to Start 177Chapter 43: Generating Demand for Sales 181Chapter 44: Supporting the Company Culture 186Chapter 45: Breaking Down Marketing’s Functions 191Chapter 46: Events 204Chapter 47: Content and Communications 212Chapter 48: Product Marketing 218Chapter 49: Marketing Operations 223Chapter 50: Sales Development 226Chapter 51: Marketing as a Partner/Collaborating with the Rest of the C-suite 233Chapter 52: Building a Marketing Machine (Scaleup) 236Chapter 53: CEO-to-CEO Advice About the Marketing Role 243Matt BlumbergPart Five: Sales 249Anita AbseyChief Revenue Officer 250Chapter 54: In the Beginning: From Prospect to Customer 251Chapter 55: Hiring the Right People 254Chapter 56: Profile of Successful Salespeople 257Chapter 57: Some Myth Busting 260Chapter 58: Compensating Sales Team Members 262Chapter 59: Pipeline 266Chapter 60: Scaling the Sales Organization 268Chapter 61: Scaling Your Team Through Culture 271Chapter 62: Scaling Sales Process and Methodology 276Chapter 63: Scaling the Operating System 279Chapter 64: Marketing Alignment 282Chapter 65: Market Assessment and Alignment 286Chapter 66: Expanding Distribution Channels 288Chapter 67: Geographic Expansion 291Chapter 68: Pricing and Packaging 294Chapter 69: CEO-to-CEO Advice About the Sales Role 300Matt BlumbergPart Six: Business/Corporate Development 305Ken TakahashiChief Business Development Officer 306Chapter 70: How to Make the Biggest Impact as a CBDO 311Chapter 71: Building Your Influence Internally 314Chapter 72: Building Your Influence Externally 318Chapter 73: Where Internal and External Meet: Your Relationship with Your CEO 323Chapter 74: Influence Meets Operating System 325Chapter 75: Develop External Trust for the Company 327Chapter 76: Build Your Influence in Strategy 329Chapter 77: Building Your Influence in Business Development 330Chapter 78: When Things GoWrong in a Partnership…and They Will 335Chapter 79: Geographic Expansion 338Chapter 80: M&A: Buy Side 341Chapter 81: M&A: Sell Side 344Chapter 82: CEO-to-CEO Advice About the Business/Corporate Development Role 348Matt BlumbergPart Seven: Customer Success/Account Management 353George BilbreyChief Customer Officer 354Chapter 83: Five Misperceptions 357Chapter 84: Startup Customer Success Organization 360Chapter 85: Scaling the Service Organization 362Chapter 86: Timing: When to Hire Your Team 366Chapter 87: Customer Segmentation and Journey 368Chapter 88: Understanding Customers 372Chapter 89: Understanding Customers Through Metrics 374Chapter 90: Foundations of a Great Customer Service Organization 379Chapter 91: Building an Effective Team 385Chapter 92: Partnering with the Organization 387Chapter 93: Five Eternal Questions 391Chapter 94: CEO-to-CEO Advice About the Customer Success Role 396Matt BlumbergPart Eight: Product and Engineering 401Shawn NussbaumChief Product Officer and Chief Technology Officer 402Chapter 95: The Product Development Leaders 405Chapter 96: Product Development Culture 412Chapter 97: Technical Strategy: Proportional Engineering Investment and Managing Technical Debt 416Chapter 98: Shifting to a New Development Culture 424Chapter 99: Starting Things 427Chapter 100: Hiring Product Development Team Members 434Chapter 101: Increasing the Funnel and Building Diverse Teams 442Chapter 102: Retaining and Career Pathing People 446Chapter 103: Hiring and Growing Leaders 449Chapter 104: Organizing, Collaborating with, and Motivating Effective Teams 455Chapter 105: Due Diligence and Lessons Learned from a Sale Process 468Chapter 106: Selling Your Company: Preparation 475Chapter 107: Selling Your Company: Telling the Story 479Chapter 108: CEO-to-CEO Advice About the Product/Engineering Role 482Matt BlumbergPart Nine: Privacy 487Dennis DaymanChief Privacy Officer 488Chapter 109: The Role of Privacy Officer 491Chapter 110: Privacy Advice for Startups 494Chapter 111: Legal Documents 500Chapter 112: The European Union 505Chapter 113: Data Mapping 507Chapter 114: Data Breach 510Chapter 115: Least Privileged Access 515Chapter 116: Employee Training Engagement 519Chapter 117: Building Your Privacy Team in a Startup 522Chapter 118: Building Your Privacy Team as You Scaleup 525Chapter 119: Certifications 527Chapter 120: Assessments 529Chapter 121: CEO-to-CEO Advice About the Privacy Role 536Matt BlumbergPart Ten: Operations 541Jack SinclairChief Operating Officer 542Chapter 122: CEO-to-CEO Advice About the Operating Role 549Matt BlumbergPart Eleven: The Future of ExecutiveWork 551Chapter 123: The Future of ExecutiveWork 553Matt BlumbergChapter 124: Fractional Chief Financial Officer 556John McCarthyChapter 125: Fractional Chief People Officer 562Courtney GraeberChapter 126: Fractional Chief Marketing Officer 567Scott KabatChapter 127: Fractional Chief Revenue Officer 571B.J. BushurChapter 128: Fractional Chief Revenue Officer 576Sherri SklarChapter 129: Fractional Chief Business Development Officer 580Jon GuttenbergChapter 130: Fractional Chief Customer Officer 586Amy MustoeChapter 131: Fractional Chief Product/Technology Officer 590Drew DillonChapter 132: Fractional Chief Privacy Officer 594Teresa Troester-FalkConclusion 599Epilogue 601Pete BirkelandReferences 603Acknowledgments 604About the Authors 606Index 613