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11 results for “board governance”
although that doesn't change as directed to some extent, but it's more visible and there's more structure. You know, you are really accountable to the external shareholders in all the decisions you make. You're always accountable to shareholders. But
31:33 / 32:33
from transcript31:33 – 32:33
...board. And what they really mean by that is, hey, all the minority shareholders and seed investors, how do we get them off the board? Yeah? And obviously, the early people who took the risk are like, no, no, no. I don't wanna I don't wanna give up on
25:46 / 27:19
from transcript25:46 – 27:19
...actual kind of governance and what is an appropriate size of your board, Really, for typically, for companies that have kind of, more than one founder, so, you know, like, two or three cofounders, it's not unusual for all three of those or all three
52:26 / 53:41
from transcript52:26 – 53:41
...We'll meet for four, five hours, discuss topics, maybe bring in the management team person for one slice, the CFO, and then they would leave. Now most companies, they have the management team attend the entire board meeting. I think that is awesome b
1:09:27 / 1:11:17
from transcript1:09:27 – 1:11:17
...board or Michael Moritz or Rulof or any of these, like, high flute individuals with big track records, Mary Meeker, like, that's an incredible gift. It really is. Something's getting lost here. I think you're absolutely right. I sit in in a lot of bo
8:20 / 9:26
from transcript8:20 – 9:26
...is composed of people who can help the company in the things where the company needs the most help on an ongoing basis. For example, every company needs somebody with maybe one or two people now increasing with product and engineering experience. In
1:08:46 / 1:10:02
from transcript1:08:46 – 1:10:02
...board, and board meetings are kind of a sales pitch, and, you know, I'm gonna kinda only show them a certain set of information. But the best CEOs and the best founders that I see are very transparent, and then they put their board to work. You know,
11:14 / 12:25
from transcript11:14 – 12:25
...governance of public company boards. My dream job is to have 16 board memberships for which I'm paid an enormous amount of money. Yeah. Well, you don't even need enormous if you have 16. You just rack them up. What is actually, I've never asked this.
8:15 / 9:19
from transcript8:15 – 9:19
...board. But once you have more than one director of your company, that's your board of directors, those two people. In The UK, all UK companies have to have at least one individual as their director. So I guess, technically, every single UK company ha
51:45 / 52:49
from transcript51:45 – 52:49
...join the board and governments governance to arrive. And we say, hey. You know, if we own over five or 10% of the company, we would like the option of a board observer seat or a board seat. Yeah. A little flexible on the margins there. And when I had
9:41 / 10:51
from transcript9:41 – 10:51
...run another board, then you're, like, as a CEO, legally liable for, like, every screwed up thing that happens. You're much more likely to go to jail. You're much more likely for things to spin out of control. There are real requirements. Governance n
1:36:16 / 1:37:45
from transcript1:36:16 – 1:37:45
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