DOCSLIB.ORG

To Download a PDF of an Interview with James

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
To Download a PDF of an Interview with James PURPOSE Leadership Lessons An Interview with James D. Robinson III, General Partner and Co-Founder, RRE Ventures EDITORS’ NOTE Jim Robinson fascinated by the dynamics of change about it like weeds in the lawn – they come up also sits on the private boards of a and watching the extent to which peo- every day so we have to be on guard to make number of portfolio companies, ple, companies and countries respond sure they don’t strangle what we’re trying to including Avant, CoverHound, to change or fail to respond to change. accomplish. Fast Performance and NerdWallet. Most often, we have a bell-shaped In a smaller company, change sometimes Additionally, he serves as President curve with those that lead change and rears its head in a different fashion. of J. D. Robinson, Inc. He was then we have a bunch in the middle A number of companies, including some Chairman and Chief Executive and then there is the tail that resists we have started, go out to do X and after nine Officer of American Express change until they are irrelevant. months, they fi gure the market isn’t interested Company from 1977 to 1993 The companies we deal with are in X so they change into Y. and Non-Executive Chairman of not all aimed at disrupting, but they’re Then several months later, they fi gure that Bristol-Myers Squibb from 2005 to aimed at the enterprise or network Y isn’t it either but, in the process, they have 2008, where he sat on the board James D. Robinson III level, or the consumer level, of using learned a lot and fi gure it has to be Z – some- from 1979 to 2008. Previously, new technologies brought about by times this can be a superb moment of change Robinson held several executive positions within the digital world to do things better, cheaper that leads to great success. American Express, was a general partner with and faster. The dynamics are different than in the White, Weld & Co., and served as Assistant Is change more diffi cult once companies big companies because of the size of the to the Chairman and President of Morgan reach a certain size or is it more about hav- organization. Guaranty Trust Company. He also served ing a culture that is adaptable and employees Even so, somebody has to have the author- from 1975 to 2015 as a director of The Coca- who aren’t afraid of change? ity to make the decision to make change or not Cola Company. He has served on the board I would look at the umbrella of change. It to make it. of Memorial Sloan-Kettering Cancer Center should apply to big, small and medium compa- When you look at opportunities, is it since 1970 including as Honorary Chairman; nies as well as to governments, etc. more about the product, solution and inno- he is an Honorary Trustee of The Brookings Knowing when to change is the challenge vation that can happen within that space Institution; and Chairman Emeritus of the that a CEO or board faces. Knowing how to or is it more about the people and manage- Partnership for New York City and the World change gets into the details, because entities ment team? Travel & Tourism Council. Robinson holds an can have a lot of legacy systems and people I think it has to be both. The bets we’re M.B.A. from Harvard Business School and a around who want to keep things the way they making, particularly in the A round and B round B.S. from Georgia Institute of Technology. have been. bets, require that we believe in the individual That is fi ne – we have to respect the his- and team and their passion. We think they have COMPANY BRIEF Since its founding in 1994, tory that created the platform we’re now deal- enough domain experience to not do stupid RRE Ventures (rre.com) has worked alongside ing with. One of the big concerns, however, is things that aren’t going to work, and it is the talented management teams and has helped to that any management must watch out for the package of those things together that leads to build industry-leading companies. The fi rm now arrogance of success because that sets them up success. manages $1.8 billion in assets dedicated to for failure. Often, in a number of our companies, at a investment in early-stage technology companies. Big companies have the silos of the prod- certain point, we change the CEO. More often RRE’s investment professionals focus on rapidly uct people, the P&L managers, the corporate than not, this is because the CEO, who is the growing markets in the information technology, staff, compliance, fi nance, PR, HR, so the ques- founder, realizes that he or she is having to software, communications, and fi nancial ser- tion of accountability and who has the authority spend time on managing a lot of people and it vices industries, and back entrepreneurs and to decide change is confused. isn’t as much fun as being in the laboratory or management teams that possess vision, industry An organization needs to make decisions creating a new product or being at the point knowledge and discipline. and to execute. Any of the few big decisions of sale. that can change the dynamics of the com- When we say, should this be a fi ne cottage You created RRE with a clear interest in invest- pany are things I want to get involved with industry company or something big and impor- ing in emerging technology companies. When and see if my instincts and thinking says it tant, they almost always say the latter and they you look at RRE today, has it developed how is a sensible thing to do and that the timing want to fi nd someone who can take it to that you had envisioned? is right. level and they go back to the lab. I started RRE with my son, Jim, and Stuart Even as successful as Amazon is, they have When you look at where the world Ellman 25 years ago, which is longer than I was to worry about how to avoid a slowdown in the is today, one issue that many leaders in with American Express. gears because of the organization structure, the the U.S. are concerned about is income We focus on the early stage venture busi- authorities and the matrix of the organization. inequality and the separation of haves ness. For me, that is an exciting part of the Change and keeping an innovative spirit and have nots. How concerned are you world around us primarily because technology as part of the DNA in a big company can only about this and what can be done to drives change. Throughout my life, I have been happen from the top down. We have to worry bridge this gap? 58 LEADERS POSTED WITH PERMISSION. COPYRIGHT © 2019 LEADERS MAGAZINE, INC. VOLUME 42, NUMBER 2 I’m very concerned about it because the Are you optimistic that CEOs will Has globalization played a role in middle class and the gap between the haves address this issue? the divide? and have lesses is continuing to grow. This It probably takes a number of dynam- Yes, from the standpoint of goods from is not something the government alone can ics to get their attention and, by that, I China and Mexico coming in. We didn’t need address. mean that many of the CEOs recognize that new trade agreements – we just needed to We see the progressive viewpoint is to this is a problem, but they don’t want the use the policing mechanism in the existing let the government do it. The government is government telling them how much to pay ones to make a difference. never going to do anything, except in rare employees. Is Trump right in challenging unfair trade circumstances, with the efficiency the private Then they should decide, but they in some of the practices in China? Yes, and sector can. should do so with a different thinking cap on those will get better. The other side of that coin, however, than has been used traditionally. However, we want the world to also is that managements, particularly at the big They are part of the income inequal- show economic growth, and I’m talking not companies, have to take a different viewpoint ity equation. What are they going to do to just the industrial world, but also the devel- on the issue of who the stakeholders are. show some leadership to change it, at least oping world. When the focus shifted to the shareholder, I for their own employees, and hopefully the It’s a good thing if countries in Africa think this was a dangerous risk, because it communities around them and the customers see income levels rising. Coca-Cola commit- has been a part of allowing the income gap they’re selling to? ted to hiring five million women in Africa to grow. It’s interesting to look at all of the Is there a role for government in try- by 2020 and putting them into a position anger at the concept of raising the minimum ing to drive this or is this going to have where they can earn money in their com- wage. to come from the private sector? munities. They are being provided with Whether it ought to be $12 or $15, should There is always going to be a role for containers that are converted into both it be mandated by government? Companies government, but simply focusing on leg- digital hubs as well as water purification should realize that we’re talking about their islating a $15 minimum wage is what centers.
Load more

Recommended publications
  • RRE VENTURES Technology Venture Capital Since 1994
    RRE VENTURES Technology Venture Capital Since 1994 130 E. 59th St. New York, NY 10022 212.418.5100 | www.rre.com DISTINGUISHING QUALITIES RRE Ventures partners with leading entrepreneurs to build world-class businesses Leading early-stage venture capital firm in NYC Over two decades of top quartile performance $1.6 billion under management 240 companies in 7 funds since inception; 114 active portfolio companies Industry-renowned investment team Unmatched Fortune 100 access to support portfolio companies RRE Ventures | Proprietary and Confidential 2 CORE TEAM • H&Q Venture Capital, JPMorgan, IV Systems, • Brown Brothers Harriman, GateHouse Investors, James D. Robinson GE John R. Hass Cheetah Korea Value Fund Managing Partner • Forbes Midas List 2013 Partner • Princeton AB Politics 1994 2010 • Harvard MBA, Antioch BA Computer Science • Advisory Capital, Morgan Stanley, Dillon Read, • Lerer Ventures, stickybits, The Kraft Group, Massive, Microsoft Stuart J. Ellman McKinsey & Co. Steve Schlafman Managing Partner • Adjunct Professor, Columbia Business School Principal • Northeastern AB Summa Cum Laude, Accounting 1994 • Harvard MBA, Wesleyan BA Economics 2013 & Finance • Former Chairman & CEO – American Express Company • Signia Ventures, Bridgewater Associates, Brookings James D. Robinson III • Ret. Lead Director – Coca-Cola; Ret. Chairman Alice Lloyd George Institution, The Wall Street Journal General Partner • – Bristol-Myers Squibb Associate Princeton AB Public Policy, Minor: East Asian 1994 2014 Studies • Harvard MBA, Georgia Tech BS Industrial
    [Show full text]
  • Tive, Inc. Form D Filed 2021-06-24
    SECURITIES AND EXCHANGE COMMISSION FORM D Official notice of an offering of securities that is made without registration under the Securities Act in reliance on an exemption provided by Regulation D and Section 4(6) under the Act. Filing Date: 2021-06-24 SEC Accession No. 0001708414-21-000001 (HTML Version on secdatabase.com) FILER Tive, Inc. Mailing Address Business Address 38 CAMERON AVE 38 CAMERON AVE CIK:1708414| IRS No.: 474350087 | State of Incorp.:DE | Fiscal Year End: 1231 SUITE 200 SUITE 200 Type: D | Act: 33 | File No.: 021-403994 | Film No.: 211039641 CAMBRIDGE MA 02140 CAMBRIDGE MA 02140 5088423439 Copyright © 2021 www.secdatabase.com. All Rights Reserved. Please Consider the Environment Before Printing This Document UNITED STATES SECURITIES AND EXCHANGE COMMISSION OMB APPROVAL OMB Number: 3235-0076 Washington, D.C. 20549 June 30, Expires: FORM D 2012 Estimated average burden hours per 4.00 Notice of Exempt Offering of Securities response: 1. Issuer's Identity CIK (Filer ID Number) Previous Name(s) ☒ None Entity Type 0001708414 ☒Corporation Name of Issuer ☐ Limited Partnership Tive, Inc. ☐ Limited Liability Company Jurisdiction of Incorporation/ Organization ☐ General Partnership DELAWARE ☐ Business Trust Year of Incorporation/Organization ☐Other ☒ Over Five Years Ago ☐ Within Last Five Years (Specify Year) ☐ Yet to Be Formed 2. Principal Place of Business and Contact Information Name of Issuer Tive, Inc. Street Address 1 Street Address 2 56 ROLAND STREET SUITE 100A City State/Province/Country ZIP/Postal Code Phone No. of Issuer BOSTON MASSACHUSETTS 02129-1243 617-631-8483 3. Related Persons Last Name First Name Middle Name Komoni Krenar Street Address 1 Street Address 2 c/o Tive, Inc.
    [Show full text]
  • Venture-Capital Syndicates' Collaborative Experience and Start-Up
    Academy of Management Journal The Past Is Prologue? Venture-Capital Syndicates’ Collaborative Experience and Start-Up Exits Journal: Academy of Management Journal Manuscript ID AMJ-2019-1312.R3 Manuscript Type: Revision Financing of new ventures < Entrepreneurship < Topic Areas, Keywords: Interorganizational linkages < Organization and Management Theory < Topic Areas, Network theory < Theoretical Perspectives Past research has produced contradictory insights into how prior collaboration between organizations—their relational embeddedness— impacts collective collaborative performance. We theorize that the effect of relational embeddedness on collaborative success is contingent on the type of success under consideration, and we develop a typology of two kinds of success. We test our hypotheses using data from Crunchbase on a sample of almost 11,000 U.S. start-ups backed by venture-capital (VC) firms, using the VCs’ previous collaborative experience to predict the Abstract: type of success that the start-ups will experience. Our findings indicate that, as prior collaborative experience within a group of VCs increases, a jointly funded start-up is more likely to exit by acquisition (which we call a focused success); with less prior experience among the group of VCs, a jointly funded start-up is more likely to exit by IPO (a broadcast success). Our results deepen understanding of the connections between organizational performance and collaboration networks, contributing to entrepreneurship research on the role of investors in technology ventures. Page 1 of 65 Academy of Management Journal 1 2 3 4 The Past Is Prologue? Venture-Capital Syndicates’ Collaborative 5 Experience and Start-Up Exits 6 7 8 9 10 11 Dan Wang 12 Columbia University 13 [email protected] 14 15 16 Emily Cox Pahnke 17 University of Washington 18 [email protected] 19 20 Rory M.
    [Show full text]
  • Analysis of 2014'S Corporate Venture Capital Activity. Released February 2015
    Analysis of 2014’s corporate venture capital activity. Released February 2015 CB Insights is a National Science Foundation-backed company that uses data to provide VCs, corporate strategy, M&A teams and business development professionals with intelligence on emerging companies and disruptive technology trends. To see how our data can make your life easier, visit: www.cbinsights.com 2 3 Corporations making strategic investments in U.S. companies but not as part of a specific separately demarcated venture group are not included. Page 45 details the rules and definitions In 2014, VC funding hit the highest levels since 2000 and we use. corporate VCs played a huge part. Corporate venture capital activity saw a spike in 2014 as deals by corporate venture arms jumped 25% YoY while funding rose 76% behind participation in some of 2014’s largest venture deals ranging from Cloudera to Tango to Slack. Google Ventures led all corporate VCs, investing in 60+% more companies than second place Intel Capital in 2014. Salesforce came in at #3 after a busy 2014, which included investments in Anaplan, Mulesoft, Docusign and others. Average deal size with corporate venture participation reached $23M+ in three of the four quarters in 2014. This was a significant step up from 2013 where average CVC deal sizes Google Ventures and Intel Capital led corporate VCs by number of never topped $17M. U.S.-based exits in 2014, each notching over 3x more exits than third place SR One. In a huge year for healthcare IPOs, four healthcare-focused CVCs made the top 10, all of which counted three or more IPO exits.
    [Show full text]
  • 281165000 Dormitory Authority of the State Of
    NEW ISSUE Moody’s: “Aa2” Standard & Poor’s: “AA” FitchRatings: “AA” (See “Ratings” herein) $281,165,000 DORMITORY AUTHORITY OF THE STATE OF NEW YORK MEMORIAL SLOAN-KETTERING CANCER CENTER REVENUE BONDS, SERIES 2008A2 Dated: Date of Delivery Due: July 1, as shown on inside cover Payment and Security: The Memorial Sloan-Kettering Cancer Center Revenue Bonds, Series 2008A2 Bonds (the “Series 2008A2 Bonds”) are special obligations of the Dormitory Authority of the State of New York (the “Authority”) payable from and secured by a pledge of (i) certain payments to be made under the Loan Agreement (the “2002 Loan Agreement”), dated as of December 5, 2001, as amended, between Memorial Sloan-Kettering Cancer Center (the “Center”) and the Authority and Guaranties (the “Guaranties”), dated as of December 5, 2001, from the Sloan-Kettering Institute for Cancer Research and S.K.I. Realty, Inc. to the Authority (the “Revenues”) and (ii) all funds and accounts (excluding the Arbitrage Rebate Fund and any fund established for the payment of the Purchase Price of Option Bonds tendered for purchase) established under the Authority’s Memorial Sloan-Kettering Cancer Center Revenue Bond Resolution adopted December 5, 2001 and the Series 2008A Resolution adopted March 26, 2008 (collectively, the “Resolution”). The 2002 Loan Agreement is a general, unsecured obligation of the Center and requires the Center to pay, in addition to the fees and expenses of the Authority and the Trustee, amounts sufficient to pay the principal and Redemption Price of and interest on all Bonds issued under the Resolution, including the Series 2008A2 Bonds, as such payments become due.
    [Show full text]
  • SECURITIES and EXCHANGE COMMISSION Washington, D.C
    SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 SCHEDULE 13D Under the Securities Exchange Act of 1934 (Amendment )* Spire Global, Inc. (Name of Issuer) Class A Common Stock, par value $0.0001 per share (Title of Class of Securities) 848560 108 (CUSIP Number) William D. Porteous RRE Ventures 130 E. 59th Street, 17th Floor New York, NY 10022 (212) 418-5100 (Name, Address and Telephone Number of Person Authorized to Receive Notices and Communications) With copies to: Daniel Forman Louis Rambo Proskauer Rose LLP Eleven Times Square New York, NY 10036 (212) 969-3000 August 16, 2021 (Date of Event Which Requires Filing of this Statement) If the filing person has previously filed a statement on Schedule 13G to report the acquisition that is the subject of this Schedule 13D, and is filing this schedule because of §§ 240.13d-1(e), 240.13d-1(f) or 240.13d-1(g), check the following box. ☐ Note: Schedules filed in paper format shall include a signed original and five copies of the schedule, including all exhibits. See Section 240.13d-7 for other parties to whom copies are to be sent. * The remainder of this cover page shall be filled out for a reporting person’s initial filing on this form with respect to the subject class of securities, and for any subsequent amendment containing information which would alter disclosures provided in a prior cover page. The information required on the remainder of this cover page shall not be deemed to be “filed” for the purpose of Section 18 of the Securities Exchange Act of 1934, as amended (“Act”) or otherwise subject to the liabilities of that section of the Act but shall be subject to all other provisions of the Act (however, see the Notes).
    [Show full text]
  • NYC Healthcare Venture Capital Report
    2020 New York City Healthcare Venture Capital Report INTRODUCTION Welcome to the third annual New York City Healthcare Venture Capital Report. 2019 marked the ten-year anniversary of NYC Health We also explore key trends that are driving investment, Business Leaders (NYCHBL), during which we have seen interest and excitement including: a decade of incredible growth for NYC health start-ups. When Dr. Yin Ho and I co-founded NYCHBL in 2009, • LIFE SCIENCES. A decade ago, it was hard to name our goal was to build an organization that would help any biotechs calling NYC home. Today it’s a vastly connect people passionate about healthcare, because different story as you’ll learn from our dedicated section we believed that NYC should be at the center of on the sector’s growth. (See pages 16-19) healthcare innovation given our many assets. Ten years, • DIGITAL THERAPEUTICS. An emerging area that 55 events and 250 speakers later, New York City has in marries therapeutics with technology to drive better fact become the epicenter of tech-driven healthcare. It’s patient outcomes, digital therapeutics (DTx) are gaining rewarding that we’ve been able to play a part in the traction. As we hear from leaders in this exciting growth story. space, DTx are poised to change clinical practice The 2020 report reflects your overwhelming response, and alter the way healthcare is delivered in the future. inspiring feedback and thoughtful commentary to last (See pages 12-13) year’s report. There are more expert insights, observations • INVESTOR LANDSCAPE. Interest in investing and interviews from leading entrepreneurs, investors and in health has gone far beyond the names we have advisors.
    [Show full text]
  • Start-Up Space Report 2020
    Start-Up Space Update on Investment in Commercial Space Ventures 2020 i Bryce Space and Technology brycetech.com CONTENTS EXECUTIVE SUMMARY ........................................... III INTRODUCTION. 1 Purpose and Background . 1 Methodology ...................................................1 OVERVIEW OF START-UP SPACE VENTURES. 3 TYPES OF SPACE INVESTOR ......................................4 SPACE INVESTMENT BY THE NUMBERS ...........................11 Seed Funding . 15 Venture Capital . 16 Private Equity . 17 Acquisition ...................................................18 Public Offering ................................................19 Debt Financing . 19 Investment Across All Types .....................................19 Valuation ....................................................21 Casualties ...................................................22 SPACE INVESTORS BY THE NUMBERS ............................23 Overall ......................................................23 Angels ......................................................27 Venture Capital Firms . 28 Private Equity Groups ..........................................31 Corporations . 32 Banks and Other Financial Institutions .............................33 SPECIAL TOPIC: CHINESE ACTIVITY IN START-UP SPACE VENTURES. 35 START-UP SPACE: WHAT’S NEXT?. 38 ACKNOWLEDGEMENTS. 41 ii brycetech.com Bryce Space and Technology EXECUTIVE SUMMARY Three significant trends are shaping the start-up space environment as we enter the 2020s. First, investors continue to pour large amounts
    [Show full text]
  • Comcap Evolution of Digital Brands Report
    DIGITALLY NATIVE Summer 2020 ComCap Evolution of Digital Brands Report DISCLAIMER: ComCap LLC make no representation or warranty, express or implied, in relation to the fairness, accuracy, correctness, completeness, or reliability of the information, opinions, or conclusions contained herein. ComCap LLC accepts no liability for any use of these materials. The materials are not intended to be relied upon as advice outside of a paid, approved use and they should not be considered a guarantee of any specific result. Each recipient should consult his or her own accounting, tax, financial, and other professional advisors when considering the scenarios and information provided. And yes, we are probably representing1 and/or soliciting business from everyone in this report. Foreword to ComCap’s DNVB Evolution report . Since the publishing of our original DNVB report we’ve had the opportunity to work with brands, marketplaces and consolidators and speak with scores of venture capital, private equity firms and major brands and retailers about their intentions for the space . As a firm focused on M&A and private placement transactions, we’ve been keenly interesting in seeing disruptive companies come to the market . Ultimately we’ve been disappointed in the sub-sector’s evolution, our overall take is that most DNVB’s are single-product companies and lack the scalability or leverage needed to capture significant share or to truly disrupt large incumbents . Most founding teams excel at either product or marketing in a single channel – very few teams are able to raise the capital needed to build out a team that is effective across multiple products and multiple modes of customer acquisition .
    [Show full text]
  • Start-Up Space Rising Investment in Commercial Space Ventures
    Start-Up Space Rising Investment in Commercial Space Ventures January 2016 About the Tauri Group: The Tauri Group Space and Technology Practice applies deep knowledge in the global space and satellite sectors to the needs of government and commercial clients. Many of the existing, authoritative data sets characterizing the space industry and sub-segments were originated by The Tauri Group or by Tauri analysts. The Tauri Group provides official launch industry data to the FAA Office of Commercial Space Transportation; assesses technology investments for NASA; delivers industry analysis and acquisition support for the Department of Defense; and provides market, investment, strategic, and technology analysis for leading aerospace organizations around the world. Contents Executive Summary . iii Introduction . 1 Purpose and Background . 1 Methodology . 2 Overview of Start-Up Space Ventures. 4 Overview of Space Investors .......................6 Space Investment by the Numbers ................12 Space Investors by the Numbers ..................17 Overall . 17 Angels . 19 Venture Capital Firms . 23 Private Equity Groups . 29 Corporations . 31 Banks and Other Financial Institutions . 34 Investor Motivations ............................35 The State of Investment in Start-Up Space . 35 Why Has Venture Investment in Space Increased? . 35 What Motivates Individual Investors? . 36 What Does an Investor Look for in a Venture? . 38 Most Challenging Element of a Space Investment .. 39 Future Outlook and NASA Role ...................40 Future Outlook . 40 NASA Role in the Future . 42 Acknowledgements .............................45 3 Executive Summary tart-Up Space examines space investment in the 21st century and analyzes Sinvestment trends, focusing on investors in new companies that have acquired private financing. Space is attracting increased attention in Silicon Valley and in investment communities world-wide .
    [Show full text]
  • Diversity in US Startups 2018 RATEMYINVESTOR
    DIVERSITY IN U.S. STARTUPS A report on the diversity in U.S. venture- backed startups by RateMyInvestor, in partnership with Diversity VC. INTRODUCTION DIVERSITY IN VENTURE CAPITAL As co-founders of RateMyInvestor, our mission is to provide equal opportunity and access of information to founders from all walks of In our startup diversity life, so that they can select the best funding partners to fuel the future of their companies. report, we are thrilled to be In order to help us and others in the industry better comprehend the first to shed light on the how we can achieve this goal, we needed to gain insight into the talented founders who are current diversity landscape. After extensive research, we had found some very enlightening reports (especially by The Information and building this generation’s Diversity VC) on the state of diversity within venture capital firms. However, we were astounded to find that no one had ever done any greatest innovations. deep-digging into the diversity makeup of the founding teams that the venture capital firms had funded. Austin Stofer & Bennett Quintard Co-Founders, RateMyInvestor Diversity in US Startups 2018 RATEMYINVESTOR We have spent months ensuring that our data is as extensive and accurate as possible, collecting hundreds of thousands of data points on nearly 10,000 founders and 135 of the most active venture capital firms in the world. As we recognize that diversity is more than just skin deep, our analyses run across several diversity factors, including gender, size of team, ethnic background, location, and education. We hope that our findings and recommendations will provide actionable insights on how the entire industry may move towards achieving greater diversity.
    [Show full text]
  • REPORT 2015 Vol. 6
    REPORT 2015 vol. 6 Forward-thinking articles from our global network of innovation ecosystem experts KFR Staff KF Board of Directors Publisher Brian Dovey, Chairman Kauffman Fellows Press Domain Associates Executive Editor Tom Baruch Phil Wickham Formation 8 Managing Editor Jason Green Anna F.Doherty Emergence Capital Partners Associate Editor Karen Kerr Leslie F. Peters Agile Equities, LLC Production and Design Audrey MacLean Anna F. Doherty Stanford University Leslie F. Peters Susan Mason Printer Aligned Partners Almaden Press www.almadenpress.com Jenny Rooke Copyright Fidelity Biosciences © 2015 Kauffman Fellows. All rights reserved. Christian Weddell Under no circumstances shall any of the information provided herein be construed as investment advice of any kind. Copan About the Editor Phil Wickham Anna F. Doherty is an accomplished editor and writing Kauffman Fellows coach with a unique collaborative focus in her work. She has 20 years of editing experience on three continents in a variety of business industries. Through her firm, Together Editing & Design, she has offered a full suite of writing, design, and publishing services to Kauffman Fellows since 2009. Leslie F. Peters is the Lead Designer on the TE&D team. www.togetherediting.com www.kauffmanfellows.org Town & Country Village • 855 El Camino Real, Suite 12 • Palo Alto, CA 94301 Phone: 650-561-7450 • Fax: 650-561-7451 Venturing into the Industry: Lessons Learned from a VCpreneur Ahmad Takatkah Class 17 My life has been swinging between in Empretec,2 an international entrepreneurship and venture capital for more entrepreneurship training program than ten years now. In each cycle, I get closer that is managed by the United Nations and to my goal, even as I refine my goals further.
    [Show full text]