Startup CXO. Matt Blumberg

      

      Table of Contents

      1  Cover

      2  Title Page

      3  Copyright

      4  Dedication

      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