...ISC2025-Emprendimientos Tecnológicos Tomás Charad Edgardo Gutiérrez NanoGene Technologies, Inc. •Evaluate the founder's decisions regarding the split of equity and compensation level. As potential venture investor in the company, would these decisions concern you? In my opinion the decision of splitting the equity and compensations equally for every founder was pretty logical at the moment when NanoGene was created, but as it seems through time this should have changed. As time went by roles within NanoGene were changing and also responsibilities, so compensations and salaries may have changed according to the duty the founder perform and some equivalence with market salary for the same job. As a potential venture investor the way the equity is divided within the founders is relevant, because it´s easier to negotiate and get to agreement when you treat with one or two, rather than a group of people (with common interests, but potentially different points of view). •Evaluate the size and composition of the founding team. What is the difference between being a founder and an early employee? Hint: try to understand well what it means to have "options". The founding team was too big, this is a problem when decision-making time comes, you have to agree with everybody else, so agreement tend to be simpler when less people( and opinions) are involved. In respect to the composition of the team, it is better that somebody owns at least a minimum amount more than the...
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...ROBERTS LINDA A. CYR NanoGene Technologies, Inc. It was Friday, November 9, 2002, and Will Tompkins was both excited and concerned. The 41year-old Biochemistry Ph.D. had quit his job at Eastern Institute of Technology’s Advanced Materials Sciences Lab (AMSL) six months earlier to become CEO of NanoGene Technologies, a life sciences start-up based on nanotechnology. Over the previous six months, he and his four co-founders from AMSL had made tremendous progress in developing the underlying science that would enable the company to attract venture capital funding. Within the past 24 hours, Tompkins had participated in three meetings about issues that might have a dramatic impact on the future success of the business. The first meeting had taken place the day before with Paige Miller, a 1995 Harvard Business School (HBS) graduate who had been doing some consulting for NanoGene, and whom Tompkins was trying to recruit to join the management team. The second had taken place that morning between Tompkins and his four co-founders. He had just finished the third with Susan Stone, a venture capitalist (VC) who Tompkins hoped would become a lead investor for NanoGene’s Series A funding. Tompkins’s co-founders included Don Rupert, the head of AMSL, as well as three fellow scientists from the lab: Mark Masterson, Ravi Rhoota, and Gary Garfield. The five had met that morning to discuss negotiating a compensation package that would entice Miller to join NanoGene as its VP of Operations...
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