David DeWolf
Posts from David DeWolf on entrepreneurship, his experience as an angel investor and board member, and important lessons he has learned that fellow entrepreneurs should heed.
One of the things I have had to learn to do is optimize my travel schedule: I’ve had to learn to make my travel time count.
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Several months ago I made a deliberate decision to take my online presence to the next level. Investing in building a platform requires a commitment of personal capital and time. It also requires an emotional investment and a willingness to put yourself out there. Here’s why I’m doing it.
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Being frugal isn’t always the best decision, especially when it leads you to spend more than you saved initially.
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With Howard Schultz’s announcement that he’s restructuring Starbucks so he can personally be involved with the software side of things, I can’t help but see how technological innovation is making every business a digital business.
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Is it possible to have no worries at work? Probably not, but here’s my strategy for getting rid of quite a bit of the worry and stress many leaders face.
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One of the ways to have better work life balance is to create leverage. How can you do this? Here are some of my ideas.
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Work life balance: easier said than done. For the first time in my life as a professional, I succeeded in a time of extreme busyness and stress, holding true to daily prayer, a reasonable sleep schedule, and dedicated time with my family. Here’s how I did it.
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I’ve been fortunate to learn about running effective meetings from seasoned and experienced executives. Here are my seven tips for board meeting success.
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It’s not what you know, it’s who you know. But when you’re starting out, do you really know anyone? And as you get going, do you really know anyone who matters? And if you try to sit down with someone who does, will they really give you the time of day? Here are tips that you can use to ask for advice from the executives you want to learn from.
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When I first started building my board I still owned 100% of the company. Many people were surprised that I was willing to subject myself to the headache of having to answer to outside directors. Here’s my experience and how it can translate into crafting a high-performing, accelerator board for your company.
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