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Harry Jarn, Chief Sales Officer, Movi

Interview with Harry Järn, CSO, Movi

A good board member takes into account the company context. Early stage ventures need very different help from a board than more mature companies. So being an experienced board member even from the same industry doesn’t necessarily mean the person is the right board member for your company.

Nell Watson, IEEE, Singularity University

Interview with Nell (Eleanor) Watson, Co-Founder, QuantaCorp

“Many excellent firms have their follow-on funding pulled simply because the market needs time to mature until they can cross the chasm, and the VC needs to close the fund. All of that technology, carefuly nurtured team, and a great culture ends up wasted, or acqui-hired for a pittance, whilst the staff ‘phone it in’ until they can vest and escape”

Sébastien Derhy, Founder and Former VC

Interview with Sébastien Derhy, Former VC

“If I had to choose, companies with an average performance would probably be the ones where I would invest less time, because by definition, things move slower for them”

Johan Attby, Founder, FishBrain AB

Interview with Johan Attby, CEO, FishBrain AB

“Entrepreneurs should put a lot more responsibilities on board members and not be afraid doing so. If the board is only for corp gov and you reporting to them you’ve failed”.

Giuseppe Donvito, Partner, P101 Ventures

Interview with Giuseppe Donvito, Partner, P101 Ventures

“In my experience adding value as a board member has always been key; this means contributing to value creation with a very pragmatic, hands-on approach. Giving strategic counselling to companies’ boards, looking for potential clients and partnerships and contributing to the development of strategic business agreements.”

Marc Wesselink, Partner, VentureRock

Interview with Marc Wesselink, Co-Founder, VentureRock

“We only work with seasoned entrepreneurs who went through the rocky ride themselves and will always adding value during board meetings. These board meetings are always as transparent as possible and is only focusing around strategy”.

Pedro Ceia, Managing Director, Faraday Venture Partners

Interview with Pedro Ceia, Managing Director, Faraday Venture Partners

“We deal with eventual conflicts and/or lack of alignment with the CEO, before we enter the deal. Our approach to deals is made in such way that everyone’s interests are fully aligned, and we use very straight forward and measurable metrics regarding performance. We keep an open channel with all our portfolio, so these issues can be approached in different angles”

Tom Horsey

Interview with Tom Horsey, Co-Founder, Connected Mobility HUB, StartupLabs Spain

“At the end of a day we are startup in effect, so the main focus is the team, and part returns are proof of our ability. The specific “unique” angles and specialisms that we follow at any one time need to adjust to environmental conditions (regulatory, economic, competitive, cyclical..) and the fund’s ability to pivot depends entirely on our ability as a team”.