Emil Michael (ex CBO at Uber)

The keys to closing a key executive hire are 1) showing effort and commitment 2) understanding non-professional dynamics, like family and personal determinants 3) when they are ready to sign be relentless about decision timing

Chief Business Officer tends to focus on fundraising, M&A, and incubating business within a business. Essentially, CBO is the venture capital arm of the business

The ambition to be global from day one was very rare before Uber. This ambition requires a blitz-scaling mentality

When it comes to hiring, the leaders of the start-up should interview every key hire as long as possible. This promotes cultural consistency

Hire for a plan, not for a problem.

To promote the diffusion of best-practices, Uber has very frequent summits that brought all distributed employees together

"50% of executive hires at high-growth companies fail"

The increased financialization of start-ups have led to CFO focusing on fundraising and M&A, so the responsibilities of a CBO are split between the CEO and CFO

Founders should spend at least 1/3 of their time hiring