Search Results for: Diane Harrison

Everyone loves an underdog. While superheros have their fans, there’s something about a dark horse or a comeback kid that generates support for a hard-won victory

The financial world is awash in presentation decks—loaded with data, charts, tables, graphs, and an endless series of bullets. Financial folks seem to think that lots of proof points make for strong arguments in favor of whatever they are selling. In the financial industry, many PowerPoints are assembled by analysts or other data-driven professionals, with zeal to ‘prove’ the message with lots of numbers-oriented content. But the reality is something else

Being aware of limited resources, limited capital, and limited time to focus on key activities requires a manager to…well…manage time and resources wisely to attain maximum results on a range of fronts. There’s literally no time for managers comfortable with wading through mountains of investment data to get caught in the weeds of management minutiae

My April article focuses on the two different types of pitches managers must understand: to get capital to build a business, and to get capital to run as a business. I provide the important differences in content between the two, because: Framing the capital ‘ask’ conversation is vital to a new manager’s success, yet is too often an opportunity lost, as managers bog a conversation down in the myriad of technical investment details they find themselves most comfortable describing