The Importance of Building Your Network and Finding Your Niche - (01:09)
You come out of this big corporate world, and then you decide, “I want to do consulting.” I’m curious, how do you build that model? What is that model?
Disruption – A Key Ingredient in a Successful Startup
The recap of a panel discussion with 3 successful leaders in the startup world
Allie Magyar, Mahmood Sher-Jan and Steve Barham, 3 successful leaders in the startup community, joined the Association for Corporate Growth event in Portland to share how they disrupted their market and the challenges they have faced along the way. Maggie Finnerty, Executive Director at the Oregon Entrepreneurs Network moderated the panel with probing questions that led to insightful answers.
Fallback Plan Podcast - (53:52)
The more you think up front in business, the easier it is to adapt, change, and even pivot as necessary. Yet most of us don’t plan for what might happen when we begin implementation to achieve growth.
Why We Still Can’t Get Career Development Right
Work Institute’s 2019 Retention Report reprises a familiar refrain:
“Career development continues to be the leading cause of employee turnover in the US.”
Yet again, organizations, talent professionals and leaders have to face the hard data and hard reality that we’ve still not cracked the code on what matters most to employees: career opportunities. It’s not for lack of effort. Companies are investing extraordinary resources in skills training, portals, online systems and processes designed to make this happen. And it all falls short. Here’s why.
What the Board Expects from a Chief Financial Officer - Part III
Interactions with the Board of Directors can be intimidating for a first time CFO, or even an experienced CFO being introduced to a new Board. To help navigate the critical relationship between the CFO and their Board we interviewed four seasoned public company directors and received a treasure trove of insightful responses.
In part III of the series we cover questions 6-7 and potpourri from our interview with with the Directors.
6. How should the CFO communicate with the Board? On one extreme - should conversations be led by the Board and the CFO brought in as needed/instructed. On the other extreme should the CFO have full access to the Board on whatever subject they believe is worth the Boards time.
7. As a Board member if you could hire for only one quality in the CFO what would that quality be?
