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Illustration by Amelia Austin ©
Illustration by Amelia Austin ©
Illustration by Amelia Austin ©

Startup CEOs wear many hats that they take on and off as company priorities ebb and flow. One moment they are the CFO and raising capital and the next they are the Head of Product and making critical roadmap decisions. As a quarter-end nears, they become heads of Sales and as the company expands (or contracts) they’re running HR. …


I am so very pleased to announce that the third Good For Her (GFH) cohort has launched this week! Back in 2015, I noticed that there were a lot of male founders supporting each other. …


We are in an era of Objectives & Key Results (OKRs) and Key Performance Indicators (KPIs); tools companies use to track and measure their progress and ensure they are on track to reach strategic goals. In scaling startups, CEOs and co-founders have mixed feelings about delegating tasks they once owned to new layers of management. Some tasks, like perhaps managing the books to a new head of finance, they are eager to let go of, and some, like product decisions, can cause a lot of angst. In these times of transition, it’s not uncommon to implement OKRs/KPIs as a way to get comfortable with handing off these responsibilities. …

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