Holly Scott 0:02
Thank you, everyone fortunate to be here. I'm Holly Scott. I'm with The Mullings Group, we have been building companies and building careers across the industry for three decades.
See if I can figure out how to advance this, did it score,
it's 900 companies 9000, and counting successful searches with these partners across medtech, biotech and Health Tech in particular, primarily with innovative companies. We are the only search firm that has our own media production company dragonfly. You may have heard of us, you may have seen us. With the interest of this intro, we'd like to at least leave some takeaway that could provide some value. And I know we're working with many, many founders in the audience. And I will tell you, from a executive search partners perspective, one of the most common asks is how to either augment or replace the founder with Young's companies. So here's the truism for success at scale. founders, your role in the company's future will change. Why is this? Well, number one Write Experience. There's also passion versus pragmatism. We need someone who can look clearly at the future and define the roadmap that needs to move forward. Managing Board expectations is something that may be new for many and can be chaotic, confusing, and overwhelming. The milestones related to a regulated device, whether it's a software or sorry, a service, or a product or biotech technology, they have very rigorous guidelines that we have to follow. And finally, money. I mean, most of us are here for that, right? This is credibility, the investors are looking for the experience and credibility, because as important as the technology itself is the team. So when we're asking what's in the best interest of the business of the company, and founders, your baby, we need to reimagine the role as a founder and what is best, it could be that the founder stays involved and is part of the technology platform that continues to iterate. If they represent the brand and to the market in a positive way. They could be representative in business development or subject matter expertise across the advisory role. And they could remain key partner interface with clients that they've developed. There's many it it's it's not a one size fits all scenario, but it takes the right conversations to happen at the right time. And with this, it may be determined that it is best for the founder to exit that doesn't mean that they haven't brought the value that they have to the table to the point but sometimes we have to consider where we go from here. Again, Holly Scott, I appreciate you listening and and thank you for your attention.
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