John R. Miles

One of the things I have found through my own journey of working with a lot of startup founders is that a lot of them have pretty high egos, to put it lightly. And I think the ego plays a very significant role in founder decision-making. How have you found or coached other founders to keep it in check? Or do you keep it in check? What's your advice on that?

One of the things I have found through my own journey of working with a lot of startup founders is that a lot of them have pretty high egos, to put it lightly. And I think the ego plays a very significant role in founder decision-making. How have you found or coached other founders to keep it in check? Or do you keep it in check? What's your advice on that?

One of the things I have found through my own journey of working with a lot of startup founders is that a lot of them have pretty high egos, to put it lightly. And I think the ego plays a very significant role in founder decision-making. How have you found or coached other founders to keep it in check? Or do you keep it in check? What's your advice on that?

I remember I was listening to an interview that you guys did at South by Southwest, and you were talking about a moment with board members where you brought on a board member who asked you, what do your profits look like? And at first, Cass, you started, or Mike started to answer, and then he said, I'll turn it over to Cass. And then this board member who was part of a hedge fund starts screaming.

I remember I was listening to an interview that you guys did at South by Southwest, and you were talking about a moment with board members where you brought on a board member who asked you, what do your profits look like? And at first, Cass, you started, or Mike started to answer, and then he said, I'll turn it over to Cass. And then this board member who was part of a hedge fund starts screaming.

I remember I was listening to an interview that you guys did at South by Southwest, and you were talking about a moment with board members where you brought on a board member who asked you, what do your profits look like? And at first, Cass, you started, or Mike started to answer, and then he said, I'll turn it over to Cass. And then this board member who was part of a hedge fund starts screaming.

What was he screaming and why was that so important?

What was he screaming and why was that so important?

What was he screaming and why was that so important?

Absolutely. Because what I have learned through the board meetings I've been in, And man, I've got a doozy for you. I joined this company originally as the president. I was a start, it was a software company and the board felt like the CFO and the CEO weren't being truthful to them. And so they brought me in. under the covers of being a president to figure out what was going on.

Absolutely. Because what I have learned through the board meetings I've been in, And man, I've got a doozy for you. I joined this company originally as the president. I was a start, it was a software company and the board felt like the CFO and the CEO weren't being truthful to them. And so they brought me in. under the covers of being a president to figure out what was going on.

Absolutely. Because what I have learned through the board meetings I've been in, And man, I've got a doozy for you. I joined this company originally as the president. I was a start, it was a software company and the board felt like the CFO and the CEO weren't being truthful to them. And so they brought me in. under the covers of being a president to figure out what was going on.

And I quickly learned that the two of them were using the expense accounts to basically live their life style. They were, they both had bought BMWs off the company, apartments, condos. And then on top of that, we're completely inflating the revenues of the company by about 40%. And having to navigate how you tell the board that

And I quickly learned that the two of them were using the expense accounts to basically live their life style. They were, they both had bought BMWs off the company, apartments, condos. And then on top of that, we're completely inflating the revenues of the company by about 40%. And having to navigate how you tell the board that

And I quickly learned that the two of them were using the expense accounts to basically live their life style. They were, they both had bought BMWs off the company, apartments, condos. And then on top of that, we're completely inflating the revenues of the company by about 40%. And having to navigate how you tell the board that

while you're then asked to take over becoming the ceo and trying to work with that ceo and cfo while then the board decides to sue them in the middle of it my lord so i have been through the winner of these things and what i learned from it is what you were just describing is the more transparent you can be the more your board is going to help you and

while you're then asked to take over becoming the ceo and trying to work with that ceo and cfo while then the board decides to sue them in the middle of it my lord so i have been through the winner of these things and what i learned from it is what you were just describing is the more transparent you can be the more your board is going to help you and

while you're then asked to take over becoming the ceo and trying to work with that ceo and cfo while then the board decides to sue them in the middle of it my lord so i have been through the winner of these things and what i learned from it is what you were just describing is the more transparent you can be the more your board is going to help you and

And there's nothing worse than having a board that has to react at the last minute to try to salvage something that they could have gotten ahead of way far in the future. So what would be along these lines, your biggest bit of advice that you could give a founder or startup on how they should pick their board and how they should treat them?

And there's nothing worse than having a board that has to react at the last minute to try to salvage something that they could have gotten ahead of way far in the future. So what would be along these lines, your biggest bit of advice that you could give a founder or startup on how they should pick their board and how they should treat them?