News and Articles
Why private equity-backed companies need independent directors, Developing an independent family business board, and the Private Company Governance Summit 2015
From Bored to Ballistic: The Bell Curve of Board Behaviors
The constant, meddling actions of a controlling, outside investor/board member in the day-to-day affairs of a company can have a direct, negative impact on the organization’s performance.
A while back I was retained to help develop a new strategic plan for the management team and the Board of Directors of an angel-backed technology company. Soon after I started the project, the CEO told me that a significant angel investor/board member (Moneyman) called either she or the CFO every day at 4:45 for an update on the company. Every day, not kidding…
Private Company Optimism the Highest in Nearly a Decade
Three-fifths of private companies plan to add fulltime equivalent employees in the coming year, but net hiring continues to shrink, reports PwC US’s latest Private CompanyTrendsetter Barometer®. Despite the most optimistic outlook for the US economy since 2006, employment growth at private companies remains modest due to difficulty in finding qualified workers, among other factors.
Private Equity-backed Company Boards Need Independent Directors
Case Study: Developing an Independent Family Business Board
Best practice for any family business seeking to transition to the next generation is establishing good governance that is appropriate for the particular circumstances of the family and its enterprise. But, practically speaking, how does this evolve? Consider the following case of a family-owned manufacturing firm and the factors that led the founder to invest in the development of an independent board.