First the good news. If you get a signed term sheet with a reputable angel or venture investor, there is a very good chance you will get a deal done. Unless, of course, you don’t.
Probably the most common element of every term sheet is the provision that states unequivocally that by signing the term sheet neither party is obligating itself to enter into an investment transaction, whether on the terms reflected in the term sheet or otherwise. Still, if the parties do reach agreement on a term sheet, there usually is a deal made, and usually on terms mostly consistent with the term sheet. That said, herewith a look at the most common reasons a “done term sheet” does not lead to a “done deal.”
Lines of business want services fast; IT will need an investment budget that allows it to try to achieve desired solutions and sometimes fail.
It used to be that every IT technology project needed to be a business — to have a business justification. Now, every new business project “needs to be a technology,” noted Mark Tonsetic, analyst with the CEB unit of Gartner.
LinkedIn is bringing its Today’s Job Matches feature to mobile job seekers in an upcoming update.
LinkedIn is rolling out new tools aimed at helping job seekers find new work and recruiters hunt down better matches for open positions.
You’ve paid dearly to start and grow your business; the steep tuition of success that only an entrepreneur will ever understand. So, you would never do anything to sabotage your businesses, right? Well, not intentionally. But in my own personal experience and in working with hundreds of startups it’s clear to me that there are at least seven critical areas where entrepreneurs make mistakes that may cost them their business or severely limit its value and chances for growth.
For employers, hiring and retaining young employees has become more difficult than ever before. Today’s young IT workers are often looking for different things in a job than their older counterparts are.
Both research and anecdotal evidence suggest that the millennial generation, those born between 1981 and 2000, behave and think quite differently than previous generations. In comparison with other Americans, people in their 20s and early 30s are more likely to be liberal democrats, less likely to own their own home, less likely to be married, more likely to have a lot of debt and more likely to enjoy digital activities like video games and social media.
Big Wall Street companies are using a complicated technology called blockchain to further increase the already lightning-fast speed of international finance. But it’s not just the upper crust of high finance who can benefit from this new technology.
Most simply, a blockchain is an inexpensive and transparent way to record transactions. People who don’t know each other – and therefore may not trust each other – can securely exchange money without fear of fraud or theft. Major aid agencies, nonprofits and startup companies are working to extend blockchain systems across the developing world to help poor people around the world get easier access to banks for loans or to protect their savings.
Among our greatest enemies, as individuals, as organizations, and as a society are the false biases that justify an attitude of “us and them” –in a word, discrimination. Fortunately it’s one of the areas where we’ve made the most progress over the past 100 years.
Yet, there is one area where even the most tolerant among us feels it’s totally justified to discriminate with utter abandon; millennials and Gen Z.
University of Wisconsin, Madison, CIO Bruce Maas offers pointers on why CIOs and information technology leaders shouldn’t shy away from scaling opportunities. CIOs and information technology leaders should embrace and initiate scaling projects to thrive in the evolving world of IT.
When the Georgetown University Law Center offered computer programming last year, it was an experiment, a single class for about 20 students. It was filled almost instantly, and the waitlist swelled to 130. This semester, the law school has five programming classes, and the waitlist still overflowed.
When Zach Halmstad looks at the under-construction Confluence Arts Center, the software entrepreneur sees more than a performing arts building.
He sees a big part of the future of downtown Eau Claire.
“This is economic development through the arts,” said Halmstad, who launched Jamf Software in the early 2000s with a couple of friends and has since led its growth to 600 employees, 10,000 customers and eight offices worldwide.
The story of Jamf and the renaissance of downtown Eau Claire has flowed together, much like the confluence of the Chippewa and Eau Claire rivers in that western Wisconsin city of 64,000 people.