Home Venture Capital 20VC: 4 Standards to Assess Nice Founders, Why and How the Greatest Leaders Make the Flawed Selections 40% of the Time, Classes Scaling King from 100 Staff to 2,400 and Making $1BN of EBITDA with Stephane Kurgan, Enterprise Accomplice @ Index Ventures

20VC: 4 Standards to Assess Nice Founders, Why and How the Greatest Leaders Make the Flawed Selections 40% of the Time, Classes Scaling King from 100 Staff to 2,400 and Making $1BN of EBITDA with Stephane Kurgan, Enterprise Accomplice @ Index Ventures

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20VC: 4 Standards to Assess Nice Founders, Why and How the Greatest Leaders Make the Flawed Selections 40% of the Time, Classes Scaling King from 100 Staff to 2,400 and Making $1BN of EBITDA with Stephane Kurgan, Enterprise Accomplice @ Index Ventures

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Posted on twenty eighth July 2023 by Harry

Stephane Kurgan is extensively thought of among the finest operators in Europe. Throughout his tenure as COO @ King, King went from $65m to $2.4B in bookings, from 100 to 2,400 staff, and did a $7B IPO earlier than being acquired by Activision Blizzard. Previous to becoming a member of King, Stephane served as CFO of Tideway Ltd. (acquired by BMC Software program) and was the co-founder and CEO of Digital Reserve. Immediately, Stephane serves as a Enterprise Accomplice at Index Ventures, one of many main enterprise companies of the final decade and extra lately as an govt advisor at Expertise Crossover Ventures.

In Immediately’s Episode with Stephane Kurgan We Focus on:

1. From Belgium Boy to Europe’s Main Operator:

  • How a CD Rom firm was the beginning place for certainly one of Europe’s finest executives?
  • What does Steph imagine he’s operating away from?
  • What does Steph know now that he needs he had identified when he began?

2. 4 Standards of Actually Nice Leaders:

  • What 4 traits do all actually particular leaders have?
  • What are the 1-2 which can be the toughest to search out in nice leaders at the moment?
  • Why does Steph imagine that even the most effective leaders are improper 40% of the time?
  • How does Steph strategy decision-making? How has it modified over time?
  • What’s the most poisonous aspect of choices inside corporations at the moment?
  • When does Steph change plan as a result of a choice is improper vs keep on with it?

3. Velocity of Execution and Mission Statements:

  • How essential does Steph imagine velocity of execution is at the moment?
  • What are the weather that one can go quick on vs go gradual and be very deliberate on?
  • What components has Steph gone quick on previously that led to a mistake? How would he have modified his strategy with the good thing about hindsight?
  • Why does Steph imagine that mission statements have totally different worth at totally different firm levels?
  • What’s Steph’s greatest recommendation to founders on creating mission statements?

4. Delivering Suggestions and Sustaining Belief:

  • What are 1-2 of Steph’s greatest classes with regards to delivering suggestions nicely?
  • What are the largest errors founders make when delivering suggestions at the moment?
  • Can belief be regained as soon as misplaced? How?
  • Does Steph begin from a place of full belief or is it gained step by step over time?

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