“I don't hold my investment team accountable unless I can see something in the data that would have reflected a sales pipeline issue.
As a PE board member, I have only one shot to make a voluntary change at a leadership level before I begin to lose the confidence of my investment committee. If I'm going to pull the trigger, I need to be 100% confident and have exhausted all options. The primary communication issue is the inability of the executives to demonstrate, quantitatively and qualitatively, why the strategy board members' (typically spreadsheet folks) perspectives are inaccurate. Their expectations need to be acknowledged and addressed to build consensus and alignment.”
MANAGING PARTNER TECH CROSSOVER FIRM
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