There is tremendous scrutiny getting ready for an IPO and life as a public company. Like a three-eye monster, a company must face three perspectives when going through an IPO: the public eye, the operations eye and the internal eye.
There’s no doubt the passing of the Sarbanes-Oxley Act of 2002 reminded everyone of the importance of being in the public eye. However, the operations eye can be neglected when the management team is focused on internal meetings about the IPO and then later head out for weeks to do the road show (meet with potential investors). The company must continue to operate. It’s not only the CEO who is distracted by the IPO process; many members of the leadership team who are either part of the IPO process or covering for the people who are away on IPO business also have additional duties.
You can learn more about Robert Felton and his 20-year journey from running Indus and then starting and helping numerous other organizations in his career at the 2016 Growth and Innovation Leadership Summit Nov. 2-3 at the Ewing Marion Kauffman Foundation in Kansas City, Missouri.
The event will focus on rich and rigorous data as well as stories told by experts. We have extensive work on the class of 1996, studying their journey from IPO to life 20 years later through the many detours and changes they underwent, including bankruptcy and death for some of the cohort. The Summit will also feature unique learning opportunities from larger firms that have experienced sustained, continual growth and from firms growing through private equity financing, mergers and organic growth.
Click here to learn more or register for the event or email email@example.com.
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