For young and growing companies, particularly those backed by venture capital funds, board building is often more informal and less strategic. Yet a long-term approach to building a strong board as the company grows can make a difference.
For a CFO of a new start-up company, this is a time of tremendous opportunity. Roles and responsibilities are being formalized, processes and controls are being implemented, and cultures and capabilities are being transformed.
As an increasing number of firms are driven by intangible, knowledge-based assets and are more frequently funded through private investors, accounting choices are expected to play a more significant role in a company’s success.
Given the expected five- to seven-year holding period for portfolio companies, boards may be able to avoid having to make a switch in two years by being more proactive in assessing the CEO early in the ownership period.
In a start-up climate that is becoming more attuned to company culture, many venture investors we work with say that a working knowledge of corporate governance for early-stage company founders is a critical factor for funding negotiations
Three years after the JOBS Act was signed into law, we talk with Kate Mitchell, partner and cofounder at Scale Venture Partners, about the impact on private companies and their governance.developments.
Sunny Vanderbeck, a managing partner and co-founder of Dallas-based Satori Capital, is trying to prove that a stakeholder-centric approach to private equity investing can generate returns at or above market expectations.
Getting board composition right is a challenge no matter the company size or ownership structure. Many private companies, however, face a different set of challenges than those encountered by their public company counterparts.
For former executives, the transition from managing a company on a day-to-day basis to serving on a board can be difficult. This is especially challenging at private equity (PE) portfolio companies where the dividing line between C-suite and boardroom is often porous by design.
How does a director successfully govern a family business as both the family and the business evolve? It’s a critical question and an ongoing challenge for every family-run company, and one that Joseph Kanfer, the chair and CEO of GOJO Industries, and his daughter Marcella Kanfer Rolnick, who serves as vice chair, are intensely focused on.
The findings—based on responses from more than 4,000 directors from 60 countries—offer a snapshot of what they think about the economy, risk, board strengths and weaknesses, and diversity in the boardroom.
Getting beyond the so-called private company discount requires a hard look at governance structures and processes, financial controls, and conflicts of interest. Read the survey report from Forbes Insights and KPMG Private Markets Group.