Mark Lonergan, July 3rd, 2018
One of the most surprising truths I have found in my work as an executive recruiter is that your best friends and your worst enemies (well, most of us don’t have enemies, but we do have detractors) identify the exact same list of our strengths and weaknesses.
Candidates perseverate over who to select as their professional references.
Mark Lonergan, February 15th, 2017
Like a lot of people here in Silicon Valley, I am not a big fan of ISS—the company that oversees the scoring of publicly-traded companies for major institutional investors.
However, ISS issued guidelines around board tenure last year that strike me as absolutely correct. They insist that a 10-year limit should be placed on sitting
Mark Lonergan, June 23rd, 2016
Recently we’ve seen a focus on adding experienced CIOs to technology company boards.
Mark Lonergan, July 23rd, 2015
I’ve led dozens of searches for Vice Presidents of Engineering over the last 20 years. The titles run the gamut from CTO to VP Engineering, from VP R&D to CPO (Chief Product Officer). Regardless of title, the role has always been to develop products and IP that is unique to the client company—products that can be sold or licensed in the
Mark Lonergan, June 18th, 2015
Great company boards/team owners hire great CEOs, who in turn hire great management teams, etc. Led by Chairmen with great vision, the best organizations are headed somewhere and they are determined to win in fiercely competitive markets.
The June 16 NBA Championship win for the Golden State Warriors illustrates how great ownership makes