When my firm goes into a privately held corporation to create strategies for expansion and a solid foundation before initiating the 'go public' process the first thing we do is analyze the CEO,CFO and COO professional pedigree and many times the current executives need to step back and allow us to bring in professional 'C' level management so that the company can go public, attract investment dollars from accredited and institutional money sources.
To save time we'll go over the CEO position. This executive will be the public face to the company. They need to remain calm under pressure, respond quickly to critical questions and have a contact portfolio that could choke Godzilla. Within this contact base he/she must be able to create strategic alliances to grow the company's presence domestically and internationally, take the leadership role to set up pre and post public financial strategies with the CFO and Board of Directors, identify and facilitate acquisitions and mergers to cultivate growth, engage the public via TV, radio and public forums as an industry expert to brand his name, the company name and the trading symbol.
An executive prime for this position will have ample publicity contacts for crisis management and getting the 'good word' out about the company's financial position, new service/product, latest acquisition, newest big contract or distribution source or anything that could trigger trading volume with the stock.
At the end of the day if the company isn't growing steadily and efficiently and if the company stock isn't trading at a volume that allows the company to capitalize off of its position, the blame falls on the shoulders of the CEO.
Using the above to initiate the evaluation process of your CEO is a good place to start if you are getting ready to go public or if you are currently public and struggling to grow.
To save time we'll go over the CEO position. This executive will be the public face to the company. They need to remain calm under pressure, respond quickly to critical questions and have a contact portfolio that could choke Godzilla. Within this contact base he/she must be able to create strategic alliances to grow the company's presence domestically and internationally, take the leadership role to set up pre and post public financial strategies with the CFO and Board of Directors, identify and facilitate acquisitions and mergers to cultivate growth, engage the public via TV, radio and public forums as an industry expert to brand his name, the company name and the trading symbol.
An executive prime for this position will have ample publicity contacts for crisis management and getting the 'good word' out about the company's financial position, new service/product, latest acquisition, newest big contract or distribution source or anything that could trigger trading volume with the stock.
At the end of the day if the company isn't growing steadily and efficiently and if the company stock isn't trading at a volume that allows the company to capitalize off of its position, the blame falls on the shoulders of the CEO.
Using the above to initiate the evaluation process of your CEO is a good place to start if you are getting ready to go public or if you are currently public and struggling to grow.
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