On Mar 21, 11:44 pm, NC <n...@[EMAIL PROTECTED]
> wrote:
> "shr...@[EMAIL PROTECTED]
" <shr...@[EMAIL PROTECTED]
> wrote:
> > NC wrote:
> > > You've just skipped about seven steps in a single sentence.
>
> > And all of those seven steps I wish to leave to someone who is a
> > professional at dealing with those seven steps. Hence my need.
>
> Sorry, it just ain't gonna happen. You don't (yet?) have a scale
> to be able to afford such a professional. As you said yourself:
>
> > I am seeking only 1M as my first round.
>
> How big a company do you plan to build with that? Eight people
> and no revenues?
>
I only need eight to go from prototype to production. I want to build
a small zealous team around this product first. Perhaps I should be
looking at 1M in a private stock offering, rather than public.
Can't i reserve a certain percentage of the company with a public
issue? I mean, Can I take a quarter, sell it for first round
financing, sell the second quarter at an increased price for second
round, then split and IPO issueing the third quarter publicly?
I've read a few IPO/DPO books, and what I got out of them is that this
stuff is basically all contractual. Provided you stay within the feds
guidelines and disclose everything you can do what you want.
> > I would like to have many small investors
>
> Big mistake. The more investors you have, the greater the chance
> that one of them will tie you up in a lawsuit for the rest of your
> life.
>
Hmm, I hadn't considered that. So spreading the wealth is actually
counter -productive because it increases exposure to litigation. That
sucks. Would you happen to have any examples?
I was inspired by a food product company putting tombstones in their
packaging a while ago. Perhaps I should follow up and see how it
turned out. The thing is I _want_ to spread the wealth. I've always
had a weak spot for grass-roots movements.
> > > Ideally, you also need a CEO with 15-20 years of big-name
> > > industry experience that includes a successful track record
> > > of managing a high-growth company or a high-growth division
> > > within a company, but that may wait until round 2, if not 3
> > > or 4...
>
> > Uh... **** that. No offense ;-) There a folks what builds em',
> > and there are folks what runs em'.
>
> Not anymore. There's also a folks what runs the buildin'. There
> are plenty of companies out there that reached $1 billion a year
> revenue threshold within 4 to 6 years from foundation. And there
> are managers that supervised it, many on multiple occasions.
> Managing a high-growth organization is a very specific skillset...
>
Could you refer me to a few examples that might be a good subject of
study? I guess I need to stop reading the "Howto" books and start
researching specific organizations to model this thing after.
> > Above is the latter.
>
> The above is a carefully depersonalized bio sketch of Eric Schmidt,
> the CEO of Google and a 20-year veteran of the software biz, whose
> career included stints at PARC, Bell Labs, Sun, and Novell.
>
> > Perhaps I'm not understanding the job of CEO fully.
>
> Indeed. The job of the CEO is to keep investors, not you, happy.
>
> Cheers,
> NC
Thanks very much for your constructive comments!
-Matt
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