Читать книгу Startup CXO - Matt Blumberg - Страница 2
Table of Contents
Оглавление1 Cover
5 Foreword
6 Part One: Introduction Introduction Chapter 1: The Nature of a CXO's Role Chapter 2: Scaling a CXO
7 Part Two: Finance and Administration Chief Financial Officer Chapter 3: In the Beginning: Laying the CFO Foundation Chapter 4: Fundraising Preparing for a Fundraising Event The Pitch Deck Chapter 5: Size of Opportunity Chapter 6: Financial Plan Chapter 7: Unit Economics and KPIs Chapter 8: Investor Ecosystem Research Chapter 9: Pricing and Valuation Chapter 10: Due Diligence and Corporate Documentation Chapter 11: Using External Counsel Chapter 12: Operational Accounting Accounting Rules Implementation Chapter 13: Treasury and Cash Management Chapter 14: Building an In‐House Accounting Team Chapter 15: International Operations Chapter 16: Strategic Finance Sales Service Marketing Legal Chapter 17: Other Areas to Partner With Chapter 18: High Impact Areas for the Startup CFO as Partner Interest to Order: Order to Cash Chapter 19: Board and Shareholder Management Chapter 20: Equity Equity Management Secondary/Tender Transactions 409a Valuations Chapter 21: Mergers and Acquisitions (M&A) Buy‐Side Sell‐Side Chapter 22: Bonus Section: What We Used for Our Internal Systems When We Started Bolster Selected Systems Chapter 23: CEO‐to‐CEO Advice About the Finance Role Signs It's Time to Hire Your First CFO When a Fractional CFO Might Be Enough What Does Great Look Like in a CFO? Signs Your CFO Isn't Scaling How I Engage with the CFO
8 Part Three: People and Human Resources Chief People Officer Chapter 24: Values and Culture Chapter 25: Diversity, Equity, and Inclusion (DE&I) Chapter 26: Building Your Team Chapter 27: Organizational Design and Operating Systems Chapter 28: Team Development Chapter 29: Leadership Development Chapter 30: Talent and Performance Management Chapter 31: Career Pathing Chapter 32: Role‐Specific Learning and Development Chapter 33: Employee Engagement Chapter 34: Rewards and Recognition Chapter 35: Reductions in Force Chapter 36: Recruiting Chapter 37: Onboarding Chapter 38: Compensation On Decision Making Chapter 39: People Operations Processes Chapter 40: Systems Conclusion Chapter 41: CEO‐to‐CEO Advice About the People/HR Role Signs It's Time to Hire Your First Chief People Officer When a Fractional Chief People Officer Might Be Enough What Does Great Look Like in a Chief People Officer? Signs Your Chief People Officer Isn't Scaling How I Engage with the Chief People Officer
9 Part Four: Marketing Chief Marketing Officer What Is Marketing, Really? Chapter 42: Where to Start Building and Maintaining a Brand Chapter 43: Generating Demand for Sales Market Research Competitive Intelligence Technology Metric Definition Chapter 44: Supporting the Company Culture Recruitment Marketing Internal Communications Employee Engagement Chapter 45: Breaking Down Marketing's Functions Brand Digital Chapter 46: Events Types of Events Event Planning Partnering with Sales Pre‐Event Event Execution Post‐Event Using Data Chapter 47: Content and Communications Public Relations Content Creation Gated Versus Ungated? Chapter 48: Product Marketing Deliver Create Analyst Relations Enable Chapter 49: Marketing Operations Technology Process Measurement Strategic Planning When to Start Marketing Operations Chapter 50: Sales Development Sales or Marketing? Leadership Where to Start A Note on Working with Agencies Chapter 51: Marketing as a Partner/Collaborating with the Rest of the C‐suite Chapter 52: Building a Marketing Machine (Scaleup) Growing Your Team Execute Across Channels Broaden Your Reach Final Thoughts Chapter 53: CEO‐to‐CEO Advice About the Marketing Role Signs It's Time to Hire Your First CMO When a Fractional CMO Might Be Enough What Does Great Look Like in a CMO? Signs Your CMO Isn't Scaling How I Engage with the CMO
10 Part Five: Sales Chief Revenue Officer Chapter 54: In the Beginning: From Prospect to Customer Chapter 55: Hiring the Right People Chapter 56: Profile of Successful Salespeople Chapter 57: Some Myth Busting Chapter 58: Compensating Sales Team Members Incentive Compensation Revisited Chapter 59: Pipeline Chapter 60: Scaling the Sales Organization Chapter 61: Scaling Your Team Through Culture Chapter 62: Scaling Sales Process and Methodology Chapter 63: Scaling the Operating System Chapter 64: Marketing Alignment Chapter 65: Market Assessment and Alignment Chapter 66: Expanding Distribution Channels Chapter 67: Geographic Expansion Chapter 68: Pricing and Packaging Pricing Packaging Final Thoughts Chapter 69: CEO‐to‐CEO Advice About the Sales Role Signs It's Time to Hire Your First CRO When a Fractional CRO Might Be Enough What Does Great Look Like in a CRO? Signs Your CRO Isn't Scaling How I Engage with the CRO
11 Part Six: Business/Corporate Development Chief Business Development Officer To Create a CBDO or Not? Chapter 70: How to Make the Biggest Impact as a CBDO Chapter 71: Building Your Influence Internally Chapter 72: Building Your Influence Externally Chapter 73: Where Internal and External Meet: Your Relationship with Your CEO Chapter 74: Influence Meets Operating System Chapter 75: Develop External Trust for the Company Chapter 76: Build Your Influence in Strategy Chapter 77: Building Your Influence in Business Development Outbound Inbound Chapter 78: When Things Go Wrong in a Partnership…and They Will Chapter 79: Geographic Expansion Chapter 80: M&A: Buy Side Chapter 81: M&A: Sell Side Final Thoughts Chapter 82: CEO‐to‐CEO Advice About the Business/Corporate Development Role Signs It's Time to Hire Your First CBDO When a Fractional CBDO Might Be Enough What Does Great Look Like in a CBDO? Signs Your CBDO Isn't Scaling How I Engage with the CBDO
12 Part Seven: Customer Success/Account Management Chief Customer Officer Welcome to the New World Chapter 83: Five Misperceptions Chapter 84: Startup Customer Success Organization Chapter 85: Scaling the Service Organization Chapter 86: Timing: When to Hire Your Team Chapter 87: Customer Segmentation and Journey Segment Your Customers Set an Appropriate Customer Experience for Each Segment Coordinate with Sales Chapter 88: Understanding Customers Chapter 89: Understanding Customers Through Metrics Onboarding Phase Metrics Activation Phase Metrics Use Phase Metrics Renewal Chapter 90: Foundations of a Great Customer Service Organization Data Technology People Chapter 91: Building an Effective Team Chapter 92: Partnering with the Organization Chapter 93: Five Eternal Questions 1 How Should I Structure Variable Compensation for the Customer Success Team? 2 Who Does the Upsell? 3 Doesn't the Customer Service Organization Own Churn? 4 Shouldn't We Charge for Onboarding Services? 5 Where Does Customer Advocacy Live? Summary Chapter 94: CEO‐to‐CEO Advice About the Customer Success Role Signs It's Time to Hire Your First CCO When a Fractional CCO Might Be Enough What Does Great Look Like in a CCO? Signs Your CCO Isn't Scaling How I Engage with the CCO
13 Part Eight: Product and Engineering Chief Product Officer and Chief Technology Officer Chapter 95: The Product Development Leaders Chapter 96: Product Development Culture Types of Development Cultures Chapter 97: Technical Strategy: Proportional Engineering Investment and Managing Technical Debt Chapter 98: Shifting to a New Development Culture Things to Consider Chapter 99: Starting Things Things to Consider Chapter 100: Hiring Product Development Team Members Interviewing Onboarding Bootcamps Chapter 101: Increasing the Funnel and Building Diverse Teams Chapter 102: Retaining and Career Pathing People Chapter 103: Hiring and Growing Leaders Other Things to Consider Chapter 104: Organizing, Collaborating with, and Motivating Effective Teams Example 1: Quality Example 2: Unified Product Development Organization Example 3: Impedance Mismatch Things to Consider Chapter 105: Due Diligence and Lessons Learned from a Sale Process People Team Product System Overview Privacy/Security IP and Legal Risks Costs Risk Assessment Chapter 106: Selling Your Company: Preparation Preparation Chapter 107: Selling Your Company: Telling the Story Conclusion Chapter 108: CEO‐to‐CEO Advice About the Product/Engineering Role Signs It's Time to Hire Your First Chief Product Officer When a Fractional Chief Product Officer Might Be Enough Signs It's Time to Hire Your First Chief Technology Officer When a Fractional Chief Technology Officer Might Be Enough What Does Great Look Like in a Chief Product or Technology Officer? Signs Your Chief Product or Technology Officer Isn't Scaling How I Engage with the Chief Product or Technology Officer
14 Part Nine: Privacy Chief Privacy Officer The Rise of the Privacy Officer Chapter 109: The Role of Privacy Officer Chapter 110: Privacy Advice for Startups Chapter 111: Legal Documents Privacy Policy Internal Privacy Policy Terms of Service Chapter 112: The European Union Chapter 113: Data Mapping Chapter 114: Data Breach Chapter 115: Least Privileged Access Chapter 116: Employee Training Engagement Chapter 117: Building Your Privacy Team in a Startup Chapter 118: Building Your Privacy Team as You Scaleup Chapter 119: Certifications Chapter 120: Assessments Final Thoughts Chapter 121: CEO‐to‐CEO Advice About the Privacy Role Signs It's Time to Hire Your First CPO When a Fractional Chief Privacy Officer Might Be Enough What Does Great Look Like in a Chief Privacy Officer? Signs Your CPO Isn't Scaling How I Engage with the CPO
15 Part Ten: Operations Chief Operating Officer Types of COOs A Few Common Areas for the COO Chapter 122: CEO‐to‐CEO Advice About the Operating Role Complexity or Crutch?
16 Part Eleven: The Future of Executive Work Chapter 123: The Future of Executive Work Welcome to the Executive Gig Economy Chapter 124: Fractional Chief Financial Officer The Need The Structure The Role The Skills The Exit Chapter 125: Fractional Chief People Officer Fractional HR Tasks Startup or Established? Transitions Qualities of a Fractional HR Person Chapter 126: Fractional Chief Marketing Officer Fractional Opportunities for CMOs Qualities of a Fractional CMO Fractional Opportunities for Companies Chapter 127: Fractional Chief Revenue Officer Becoming a Fractional Executive Finding Fractional Roles Cautionary Advice Chapter 128: Fractional Chief Revenue Officer Qualities of a Fractional CRO What to Expect as a Fractional CRO The Good Part Chapter 129: Fractional Chief Business Development Officer Alignment Objectives Trust Passion Chapter 130: Fractional Chief Customer Officer Things to Figure Out Quickly Should You Pursue a Fractional Role? Why Companies Need Fractional Executives Chapter 131: Fractional Chief Product/Technology Officer Getting Started in a Fractional Product Role What Does a Fractional Product Person Do? Advice for Companies Final Thought Chapter 132: Fractional Chief Privacy Officer Qualities of a Fractional Privacy Officer What a Fractional Privacy Officer Does Advice for Companies
17 Conclusion
18 Epilogue
19 References
21 About the Authors Contributors
22 Index
