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How to Give Before You Get Referrals – Come Network & Enjoy!

How to Give Before You Get Referrals – Come Network & Enjoy!

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Referrals are often the most revered and sought-after aspects of business development. This is unsurprising, considering that when someone refers you, you have a qualified lead on your doorstep—or rather, your inbox.

Last month, we discussed the difference between a referral and a lead. A referral is a personal introduction to a qualified lead. A qualified lead means they need your services. They know who you are and how you can help them. And the introduction comes with a stamp of approval from someone they presumably know, like, and trust. As a result, they are primed to become a client.

If you are looking to increase the number of referrals you receive and improve your referral relationships, this article is for you.

The Art of Giving

 I am a firm believer in the art of giving. I give freely and without expectations of return. This is partly because I find joy and gratification in helping others. I know that my greatest value is in connecting people to help solve problems and grow their businesses.

When someone expresses a need, I do my best to connect them with the right person. Please note that I also outrightly ask someone how I can help them or what they are working on that they need help with.

The effect of giving referrals freely is that, eventually, they will return the favor. Yes, you may not see the effects immediately. However, people naturally want to reciprocate. It is in our nature. If you consistently bring qualified leads to someone’s doorstep, you will be top of their mind when they know someone in need of your services.

The Caveats

There are a couple of caveats to the art of giving. First, you must give qualified leads. You need to vet and ensure the leads you are referring are an actual fit for the person’s ideal client and their services. Otherwise, you can give as many leads as you want—just don’t expect anyone to be grateful or send any referrals in return. In some cases, a bad lead is worse than no lead at all. It can reflect poorly on you and your ability to both listen and understand your network.

The second caveat is that you need to build a brand for yourself. You cannot expect referrals in return if your network has no idea what you do, who your ideal client is, and how you can best serve them. This begins with a solid elevator pitch and introduction during your first meeting with someone new. Then, you need to frequently offer examples of what you do or what you are currently working on, so they become more familiar with your services. If you want to take your brand to the next level, I highly encourage you to post on LinkedIn (or the social platforms most relevant to your referrals and target audiences) about what you do. The more people can understand your line of work, the more they can send qualified leads in your direction.

What do you think about giving before getting referrals in return? Do you practice the art of giving? I want to know. Comment here with your thoughts.

Fed Ready to Tighten the Screws on Inflation

Fed Ready to Tighten the Screws on Inflation

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The Federal Reserve raised its benchmark interest rate by 25 basis points this week. The central bank also signaled that it’s likely to keep raising rates at every meeting well into the second half of the year, and made it clear that it will start paring its balance sheet soon.

If all this sounds quite hawkish, it should—at least stacked up against the Fed’s previous forecasts in December. Since then, inflation has intensified and become more deeply entrenched, and the market had already adjusted its expectations ahead of the Fed meeting. So, while the March information was a bit more hawkish than anticipated, it wasn’t a paradigm change.

The US Economy Should Withstand Rate Hikes

The Ukraine war is foremost among today’s uncertainties, and it’s simply too early for the Fed—or anyone else—to have a clear picture of the longer-term impacts. The Fed’s statement, and Chair Powell’s comments about the war, were largely factual—not predictive.

Powell simply noted that the war would likely push inflation up and economic growth down, which we agree is the likely outcome. The Fed will wait to see the balance between those two outcomes before deciding if the war necessitates a change to its economic outlook—and thus its policy outlook.

Inflation: More Severe and Embedded than Initially Thought

Even without the war’s impact, the Fed’s expectations on inflation and growth have shifted since the last forecast round. Inflation is more intense and deeply embedded in the US economy than the central bank had thought, and the central bank was compelled to boost its inflation forecasts. Meanwhile, persistent inflation is eroding purchasing power, resulting in a downgrade to economic growth forecasts.

The Fed upped its 2022 forecast for core personal consumption expenditures, its go-to inflation measure, to 4.1% from 2.7%, and increased the 2023 and 2024 forecasts—it now doesn’t expect inflation to fall back to 2.0% until at least 2025. The forecast for 2022 economic growth was cut from 4.0% to 2.8%, reflecting deteriorating real purchasing power made worse by surging commodities costs. If energy prices move meaningfully from here, inflation and growth forecasts will need to be revised.

The Fed made clear how it expects to respond to higher prices and lower growth: with tighter monetary policy. Based on the central bank’s new “dot plot,” most members of the Federal Open Market Committee (FOMC) expect rate hikes at each of the six remaining 2022 meetings. Several FOMC members expect at least one rate hike of 50 basis points or more at a single meeting.

A Rapid Evolution in the Fed’s Rate Path

The Fed has come a long way on its rate trajectory in a short amount of time. The most dovish of this week’s dots—each FOMC member’s estimate of year-end rates—calls for four more rate hikes from the central bank this year. That estimate would have been the most hawkish only three months ago.

Based on the new dot plot, potential outcomes for 2022 fed funds target rates ranges from 1.375%, meaning 100 more basis points of rate hikes, to 3.125% (evidently, one FOMC member believes that 275 basis points of additional rate hikes over the next six meetings is appropriate). A substantial minority of dots (seven of 16) call for more than 2% in rate hikes during 2022, meaning that seven of the 16 FOMC members expect to raise rates by 50 basis points at least one time this year.

Our Forecasts Reflect More Rate Hikes to Come

In large part because of the war, economic uncertainty is exceptionally high right now, making forecasts beyond the immediate future more challenging than usual. Our forecast, and any other, depends a lot on developments in Ukraine and associated moves in commodity prices.

Based on the information available today, we expect the Fed to raise rates by another 25 basis points in May, and to announce at that meeting that balance-sheet reduction will start. After that, we think another 125 basis points of hikes are likely this year, with at least one hike (probably June’s) of 50 basis points. Tightening should slow, but not stop, economic growth, allowing the Fed to slow the pace of rate hikes in the fourth quarter and into 2023–2024 and bring inflation gradually back to target.

We find it interesting that the Fed is explicitly considering balance-sheet runoff as part of its policy tightening tool kit. This suggests that the pace of the runoff itself could be flexible; if the Fed thinks balance-sheet reduction is a substitute for rate hikes, it might become desirable to use that tool more dynamically. Such an approach would be a big change from the last cycle, when balance-sheet reduction was meant to happen in the background.

 

As Log4j Continues to Remind Us, What’s Old Is New Again

As Log4j Continues to Remind Us, What’s Old Is New Again

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We need to focus on the bad guys and their methods instead of playing whack-a-mole with indicators of compromise.

Three years ago, George Tenet — the former US Director of Central Intelligence — and I participated in a fireside chat discussing advances in technology and the fact that not much had changed in cybersecurity between the then-recent WannaCry and NotPetya attacks and the ILoveYou virus 17 years earlier. While the tech world was abuzz with innovation, from self-driving cars to artificial intelligence, devastating cyberattacks still regularly brought nations and corporations to their knees, and the best we could do was pick up the pieces and clean up the mess.

During the 17 years between those two attacks, I ran a team of security developers and operators who deployed and operated one of the most advanced cybersecurity capabilities in the world, defending the largest network on the planet. These were the active defense capabilities deployed to protect the Department of Defense (DoD), and this experience proved to me that a better solution existed. The time has come for the cybersecurity community to embrace this new approach.

A Scalable Solution
While the details of those active capabilities remain classified, the concept around them is not: Rather than chasing millions of indicators of compromise (IoCs — that is, IP addresses, domain names, file hashes, etc.), we identified and neutralized the techniques employed by attackers. Our realization was that since there are far fewer bad guys than systems we want to defend, stopping the bad guys, rather than defending each system, provides a scalable solution. My team, operating this active defense capability, won the DoD CIO award in 2014 for our ability to neutralize Heartbleed for the entiredepartment within hours of the vulnerability’s disclosure.

Here’s how it works: The techniques attackers use differentiate one advanced persistent threat (APT) from another. The techniques are their DNA, if you will. The goal is to find the DNA, excise it from the network sessions, and do that as invisibly as possible. The attacks will fail, and the bad guys won’t even know it (or at least, they won’t know why). New techniques will eventually be developed, but it’s much harder for a bad guy to develop a new attack method than switch out an IoC, which is all that’s required to evade many security systems.

Coming Around Again
Today, many defenders are writing their hot wash reports on their response to the release of the Log4Shell vulnerability. It’s Heartbleed all over again. And ShellShock. And EternalBlue. And a host of others.

I am reminded of that chat with Mr. Tenet as I think about the significant technological advances since then, including quantum computing, digital assistants, and mRNA vaccines. And still, what’s changed in cybersecurity?

Many of you probably answered “zero trust.” However, zero trust isn’t new. It’s a framework to pull together the necessary cybersecurity investments that we’ve all been working on for years. And while I completely support zero-trust efforts, the calculus doesn’t fundamentally change: There are still bad guys out there, and there will always be vulnerabilities in systems for them to attack.

We need to incorporate a new approach to our zero-trust posture. We need to start focusing on the bad guys and the techniques the bad guys employ, instead of playing whack-a-mole with IoCs (even if that game of whack-a-mole is AI-enabled). The most efficient way to scale up and best use ever-scarce talent is to address adversary methods — the DNA.

This approach requires a couple of things that are simple to describe but difficult to execute. If you’re going to look for “adversary DNA,” your false-positive rate must be extremely low; otherwise, the cure will be worse than the disease. Moreover, to find adversary DNA, you’ve got to look deeper into network sessions than ever before and to look for things that are often thought to be unobservable. This accurate and deep detection must also be extremely fast — faster than what’s typical on the market today. Detection must be automatically paired with the right response mechanisms such that the adversary DNA is removed, replaced, or transformed in a way as to render it useless to the adversary and useful to the defender. And this entire process must occur inline — that is, between the adversary and whatever the adversary is going after, whether that’s data, systems, or people.

A Better Way Forward
What if there was a way to stop adversaries with extreme accuracy and speed before they enter or leave your network? This better way is possible — I’ve seen it in action. It requires a fundamentally new approach.

It’s time to stop playing this endless game of IoC whack-a-mole. The bad guys are winning because, while the cybersecurity industry continues to deliver better tools to understand and sometimes respond to threats, we have yet to see much that stops the threat, before it’s too late.

What’s the Difference Between Leads and Referrals?

What’s the Difference Between Leads and Referrals?

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In the business world, people tend to use the words “lead” and “referral” interchangeably. When, in fact, they are very different. Today, we are going to dive into the difference between a lead and a referral, and how they both can help grow your business.

Leads vs. Referrals

In simple terms, a lead has the potential to be a prospect. They may or may not need your services and are basically equivalent to cold calls. They are not expecting to hear from your organization, and no one gave you an introduction or a personal endorsement. Examples of leads include email subscribers, event registrants, membership lists, business directories, and emails collected through lead magnets and marketing funnels—like a website contact form.

As you can guess, leads require a lot of time and effort, often with little payout. However, for the right business with the right processes in place, leads can be very fruitful. For example, you may run a business with lots of sales professionals that sell a high volume of products or services. In this situation, leads that get funneled into a sales process can be quite powerful.

On the other hand, a referral is a personal introduction to a qualified lead. A qualified lead means they need your services. They know who you are and how you can help them. And the introduction comes with a stamp of approval from someone they presumably know, like, and trust. As a result, they are primed to become a client.

Referrals are typically much easier to close and often result in higher client satisfaction. Simply because the person is an ideal client, and you are the right fit for their needs. Just remember, a referral is not a guarantee of business. After the introduction is made, you are responsible for what happens next.

How to Convert a Lead into a Referral     

If you want to become a trusted referral partner, you need to learn how to qualify leads to give proper referrals. Before you begin this process, you need to first learn about the organization’s business, services, and ideal clients. Otherwise, you are just going to waste both the person in need and the organization’s time. Once you understand the organization, you can listen for when a person that fits the bill needs their services.

If you are not sure if a person fits the bill, then you need to run them through a filter. First, are they in need of the organization’s services? Second, do they fit the organization’s ideal client profile? If you answer yes to both questions, then you offer the person an introduction to the organization. If—and only if—they accept, you introduce them to the organization. A simple email introduction is usually best, just make sure to provide context for both the person and the organization. I like to sing my praises about the organization and provide a connection if they have something in common (like a client, friend, or hobby). And depending on the situation, I like to give the organization a heads up and some background information as well, in a separate call or email.

How to Give Great Referrals

Not all referrals are of the same caliber. If you follow the guidance on how to convert a lead into a referral, your referrals will become more effective and will result in better, more trusting relationships with your partners. The key is to do your homework on your partners, screen the leads, and provide thoughtful introductions. If you skip any one of these three steps—especially the first two—your referrals may fall flat. I also find that the last step, when you give a thoughtful introduction, is often neglected. In your haste and excitement, you may forget to take a few extra minutes to write a thorough email. And that haste can not only prolong the sales process for the organization but could cost them the referral altogether.

Read more here

Following a Flexible Work Model

Following a Flexible Work Model

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At the height of the Great Reshuffle, we’ve talked a lot about remote work and hybrid schedules. But a trying out a flexible model can be just as beneficial to the productivity of your company and employees. On the value of flexible work, Microsoft says, “Companies should envision a kind of fluidity that lets everyone integrate work more holistically into their lives. The trick is figuring out how to do this in a way that balances business outcomes with people and their wellbeing.”

Types of flexible work

The main thing to remember about flexible work models is that no two are the same. What might work for one company, might not work for another. That’s the key to the flexibility. Some options include:

  • Compressed hours, where an employee might compress their 40 hour work week into four days, rather than five. Or simply working more hours in one day and less in the next, so long as the work gets done
  • Work from home opportunities and allowing employees to manage their own schedule throughout the week
  • Flextime: a new concept that allows employees to determine their start and end times of the work day. Autonomous says, “This flexible model is beneficial to individuals who have responsibilities prior to and after work begins. For example, the school run, or a long commute or any other types of engagements.” This model is specifically catered to those with kids or caretaker responsibilities.
  • Job sharing, which splits the full-time work of one job between two people and part-time schedules

Making it work

Establishing and maintaining a flexible work model can be difficult, especially for those who have worked the same way for a long time. The fact is, though, there is no longer one standard way to work. Professionals want to know they are trusted to get their work done. They want the opportunity to prove their productivity and skills, while also not being micromanaged.

Microsoft reiterates this, stating, “As technology evolves to help build flexibility into the flow of work, every organization will need to evolve its culture along with it, and getting there requires companies to rewire their thinking. That starts with listening and experimentation.”

In order to get there, managers need to remember to not only listen to their employees, but to set clear and realistic goal. Your employees should understand exactly what is expected from them in order for them to determine how they’ll get it done. Additionally, managers should continue open communication with their team, as well as check-in meetings to determine objective and allow room for questions and discussions.

The benefits

Though it comes with its challenges, a flexible work model has strong and noticeable benefits. In addition to increased productivity and better mental health for employees, it also reduces burnout, creates an environment of support, and broadens the pool for potential candidates. In the end, all flexible work models are working toward the same goal: to build a community on trust and fulfillment for both the employees and company.

How to Live a Cleaner, Greener Life!

How to Live a Cleaner, Greener Life!

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WGL Energy’s Senior Director Larry DePompei along with Directors Kevin Anderson and Jon Colpitts discuss the impact of climate change and the pandemic on the energy industry and what we all can do to preserve the world for future generations.

Listen to podcast here

The Rise of Open Offices

The Rise of Open Offices

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Companies are often looking for ways to cut costs, and since real estate is usually the second biggest expense, it makes sense to evaluate real estate costs.

Many employers are analyzing their square feet per employee ratios and ways to reduce that, and one way to do that is to embrace an open office concept.

Nationally, square footage per employee has decreased from 211.4 sf in 2009 to 193.8 sf at the end of 2017—a decline of 17.6 sf or 8.3%. But, this trend has not been consistent across all markets. In many of the largest office markets in the country there were significantly steeper decreases, like in Northern Virginia, which saw a 13.3% decrease on sf per employee. However, changes in square footage per employee were small in markets where the space allocation was already relatively low in 2009, like the 2.2% reduction in Washington, DC.

A main concern with office densification is the potential downsides for employees when personal work space is reduced. Many employees can struggle with new distractions in an open office plan. For example, employees who need quiet time to focus can struggle if they now sit next to others who have a phone call heavy roll. Therefore, paying attention to what teams, roles, and personality/workstyles end up sitting in close proximity to one another can help mitigate these issues. Furthermore, offering private break-out spaces for employees to use for both heads-down work and for louder work like phone calls or team meetings can also help alleviate these issues and distractions.

While open offices were first praised for breaking down barriers and encouraging employees to have face-to-face conversations, new research has emerged that finds that often times open offices actually discourage this communication. Instead, workers can rely on email more in order to avoid distracting colleagues or to ensure privacy and avoid eavesdroppers. The impact of open offices on employee collaboration and communication is still being debated. Furthermore, each office and workstyle is different and therefore will react to an open office differently, but these impacts should still be considered.

At Cushman & Wakefield, we have helped a number of companies move to an open office concept or manage the change of each employee having less square feet allocated to themselves. We also have several tools to monitor the impacts. For example, our Experience per SF™ consulting program measures employees’ current work experience in their office space and identifies the biggest levers for optimizing the employee experience. This is useful both for employers looking to move into an open office concept, and those who already have an open office and want to make sure it still works for their staff.

The move to open offices that many companies embraced as a way to control or cut costs are probably here to stay. Therefore, ensuring that the office layout, open or not, works for employees is an important step for all organizations to take. Read more 

Top 5 Waste Management Trends to Look Out For in 2022

Top 5 Waste Management Trends to Look Out For in 2022

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1. Local and Federal Governments Will Amp Up Incentives for Businesses to Go Green

Overflowing landfills and polluted oceans are continuing to be a growing concern for environmentalists. The government will amp up incentivization efforts for companies to manufacture products with less of a carbon footprint, and to recycle and reuse when disposing of waste products. At the forefront of this is a push for generating energy through waste, and the government is granting greenhouse gas credits and tax benefits to companies who are actively participating in these programs. A landfill tax on waste will further incentivize companies to find new ways to use their waste products.

2. Chemical Recycling

Chemical recycling is a process of breaking down plastics into a form that can be converted into new plastics, such as pyrolysis and depolymerization. This is a relatively new process, but it will expand and grow as new research and technologies are used to reduce contamination and improve the sorting process. So far, only a few waste recycling companies are using these methods of, but that’s expected to change throughout 2022 and beyond.

3. Less Packaging for the Win

Companies have become far more aware of the waste generated by excessive packaging. Consider Amazon, for example, who has replaced some boxes and plastic bubble wrap for easily recyclable envelopes whenever possible. Look for improved packaging such as light-weight plastic bottles, smaller boxes, packaging made from recycled materials, and flexible plastic packaging in 2022. This reduces the amount of waste produced by the manufacturer and the consumer and creates new ways to sort waste.

4. Continuing Research Into Converting Waste to Energy

The best solution to waste reduction is to find a way to use it for other things, such as creating energy. This will be done in various ways, such as anaerobic digesters that consume food waste and convert it into activated carbon. In turn, the activated carbon can be used by natural gas companies. There is a movement to make these options available onsite so restaurants and grocery stores can dispose of food waste without throwing it into a landfill.

5. Technology Comes to the Forefront of Waste Management

Automated processing and “robots” will be able to weed out recyclable materials from non-recyclables and will collect data to ensure all energy and sustainability goals are being met. Computer chips will be placed on household bins, which are then tagged when haulers tip the bins into their trucks to track household recycling efforts.

The most exciting trend for waste management technology developing for 2022 is the ability to track a product throughout its lifecycle and record data which will allow businesses to create new ways to prevent waste generation.

Clym works with our clients to find the best energy recovery applications for their waste streams, contact us today to learn more about options that are available for your facility.

Achieving a World Without Disease: How bold thinking and first-of-its-kind collaboration can help us get there

Achieving a World Without Disease: How bold thinking and first-of-its-kind collaboration can help us get there

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As Executive Vice President, Chief External Innovation, Medical Safety and Global Public Health Officer for The Johnson & Johnson Family of Companies (Johnson & Johnson), Dr. Bill Hait talks about Johnson & Johnson Innovation’s mission to source innovations both inside and outside of its walls that have the potential to transform human health. He discusses how collaboration in the innovation ecosystem has enabled access to key healthcare data and deep insights that alter the way we look at addressing rapidly changing human health challenges.

The COVID-19 pandemic inspired scientists around the globe, from government, academia and industry, who collaborated to address our generation’s greatest healthcare challenge. Beginning with the rapid reporting of the nucleotide sequence of the SARS-CoV-2 virus to the discovery and development of new vaccines, monoclonal antibody therapies and small molecule antivirals, the speed by which our industry responded was breathtaking.

The pandemic also magnified the shortcomings of our healthcare systems, where people living in certain countries, or even in certain regions of the same country, did not have adequate access to lifesaving vaccines. The fundamentals of public health were never more important or more challenged by the imbalance of resources and the unpredictability of human behavior.

As we prepare for the future, we at Johnson & Johnson feel our efforts will require new ideas, a new generation of entrepreneurs and the deployment of new tools for scientific inquiry to generate, aggregate and analyze data, develop insights and test hypotheses that could inform the development of new ways to prevent, intercept and cure disease.

It is with this sense of urgency that we at Johnson & Johnson source innovation wherever it originates. Our commitment to innovation is grounded in Our Credo, which details our responsibilities to the patients, doctors and nurses, mothers and fathers we serve, along with our employees, communities and shareholders. It calls on us to experiment with new ideas, carry out research and develop innovative programs. It is also our moral compass, calling us to operate ethically, safely and with integrity.

Johnson & Johnson Innovation connects the external world of invention to internal experts throughout Johnson & Johnson. We have several ways of collaborating, including licenses and collaborations through our Innovation Centers and Business Development groups, incubation space in JLABS, and equity investments through Johnson & Johnson Innovation – JJDC, Inc (JJDC).

Our evaluation criteria for early collaborations are straightforward1 :

  1. If successful, will the opportunity be transformational?
  2. Are the people with whom we are investing likely to succeed?
  3. Is there a “killer experiment” that allows de-risking the opportunity?
  4. Are the deal terms fair to both parties?

We also consider the diversity of the potential partner’s team as another metric of potential success.

We feel our approach to scientific collaboration has created a wealth of opportunities to advance the development of innovative products, identify and address unmet medical needs, and support healthy longevity. For a few recent examples, please visit our Johnson & Johnson Innovation news page and watch this short video featuring members of the Johnson & Johnson Innovation network.

Our recent experiences have taught us that we can achieve healthcare “miracles” when we collaborate, innovate and ultimately celebrate our contributions for better health for all humanity.

1 Hait, WN and Stoffels, P. A primer for academic entrepreneurs on academic-industrial partnerships.
Nature Comms. 12: 5778-5781, 2021

Keeping Newly Public Biotechs Running Successfully

Keeping Newly Public Biotechs Running Successfully

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The record number of Biotech companies that have gone public in recent times is not only impressive in terms of the amount of money these companies have made but also the vast number of firms that have managed to achieve public status. However, while getting public status is a hard road to navigate, staying public can be an even bigger challenge!

Going Public Has Never Been Easier

It is important to note that while going public is a great achievement, it has become easier in more recent times in the US. This is mainly due to the amount of money that is up for grabs and because firms are changing the way they work towards going public. Some of the main changes include:

  • Going Public Earlier – around ten years ago, a company would, on average, achieve IPO status in ten years. The current timeframe is just four!
  • Having More Money – interestingly, new IPOs tend to have more than double to spend than their counterparts ten years ago, but they are also spending it at a faster and higher rate.
  • Improved Valuation – IPO valuations have also gone up more than three times from ten years ago, with the average being around $500 million!
  • Special Purpose Acquisition Corporations (SPACs) – these companies have boomed during the pandemic with a 320% increase between 2019 and 2020. This alternative way to become public is more streamlined and has been the driving force behind large numbers of biotechs going public.

While it may be easier and more financially beneficial to go public earlier, this change in dynamic has also reduced the covetable nature of the process, reducing it to just another step along the way.

Working Hard to Stay Public

It would be unfair to say that getting public status is simple without sharing the fact that remaining in that position is incredibly hard. For example, public exchanges have listing requirements that can make continued compliance challenging.

When you stop to consider that so many biotech companies have gone public, getting notoriety has become harder than ever before. The first two to three years of being a public company involve getting noticed by analysts, so investors pick up stock rather than becoming the company that suffers eternal obscurity. In reality, with so many different offers available, achieving a core position with institutional investors can be challenging.

Top Tips for Continued Success

There are lots of theories about how firms can work to stay successful; the following tips are sure to help you plan in advance and get the results you are looking for:

  • Don’t Be Complacent – no matter how quickly a biotech goes public; you should consider the financial and operational frameworks necessary to enable continued success.
  • Spend Only When Needed – having cash thrown at you can leave you tempted to go wild and start a myriad of new projects. However, taking a more frugal approach will help your company cope during tough times. Analyze each expense and only invest in what will improve your outcomes.
  • Expect Hard Times – no matter how great your offer is, every firm will experience tough times. Planning for these times will not only help you manage them effectively but will also ensure that they don’t derail your company’s goals.

The changing nature of a biotech company’s relationship with public markets is something for any conscientious executive to be aware of. A lack of understanding could mean making the wrong decision about when to go public and maintaining public status can be more difficult than achieving it.