
- English
- ePUB (mobile friendly)
- Available on iOS & Android
The Dumbest Guy at the Table
About this book
Twenty-one years after selling the company that I founded, Com Tech Communications, for an enterprise value of over $1 billion - arguably Australia's first tech unicorn - I decided to write a book. Drawing on over three decades of experience - gee I'm getting old - and sharing some lessons that I hope will provide valuable advice to anyone looking to start a company or manage a good business. Since 1987 I have hired hundreds of outstanding people, knowing that if I paid well, listened to their valuable ideas and ensured that they loved coming to work every day, I could still be part of something great... even if I am the dumbest guy at the table. These principles have formed the basis of my management style for over 30 years. So much has changed from a technology perspective - yet, in some ways, nothing has changed. Products come and go, but you will always have customers, staff and business partners. How you treat these three constituents will be the difference between building a good company, a great company, an irrelevant company or one that simply disappears. 'As a businessman, David Shein has lived up to his ideals. Don't be fooled by the title of the book; this guy really knows his shit.'
Ian Chappell
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Information
Table of contents
- The Dumbest Guy at the Table
- Dedication
- Foreword
- Contents
- Preface
- Introduction
- Chapter 1: So, you wanna be a founder?
- Chapter 2: The Power of Two – do I need a co-founder?
- Chapter 3: Rules for success
- Chapter 4: Culture isn’t important – it’s everything
- Chapter 5: Five key performance indicators for a successful company
- Chapter 6: Taking care of business partners
- Chapter 7: Legendary customer service
- Chapter 8: Oh, Mother, should I work with my brother?
- Chapter 9: Who’s important in a company?
- Chapter 10: Superstars, dogs, team players – and those brilliant jerks
- Chapter 11: It’s all about people
- Chapter 12: Your number one asset is not a number
- Chapter 13: Advice from the best
- Chapter 14: The 1 per cent factor
- Chapter 15: To raise, or not to raise?
- Chapter 16: Do I have an option about granting share options?
- Chapter 17: Do you have a board of directors or are you bored of directors?
- Chapter 18: The world is my oyster
- Chapter 19: To grow, you gotta let go
- Chapter 20: You gotta know when you gotta go
- Chapter 21: From startup to wind down
- Chapter 22: Regrets, I’ve had a few
- Chapter 23: Tips for founders
- Leading during tough times
- Acknowledgments
- About the author
- Imprint