20VC: 4 Standards to Assess Nice Founders, Why and How the Finest Leaders Make the Unsuitable Choices 40% of the Time, Classes Scaling King from 100 Staff to 2,400 and Making $1BN of EBITDA with Stephane Kurgan, Enterprise Accomplice @ Index Ventures

Posted on twenty eighth July 2023 by Harry

Stephane Kurgan is broadly thought-about among the finest operators in Europe. Throughout his tenure as COO @ King, King went from $65m to $2.4B in bookings, from 100 to 2,400 staff, and did a $7B IPO earlier than being acquired by Activision Blizzard. Previous to becoming a member of King, Stephane served as CFO of Tideway Ltd. (acquired by BMC Software program) and was the co-founder and CEO of Digital Reserve. In the present day, Stephane serves as a Enterprise Accomplice at Index Ventures, one of many main enterprise corporations of the final decade and extra just lately as an government advisor at Know-how Crossover Ventures.

In In the present day’s Episode with Stephane Kurgan We Talk about:

1. From Belgium Boy to Europe’s Main Operator:

  • How a CD Rom firm was the beginning place for certainly one of Europe’s finest executives?
  • What does Steph imagine he’s working away from?
  • What does Steph know now that he needs he had identified when he began?

2. 4 Standards of Really Nice Leaders:

  • What 4 traits do all really particular leaders have?
  • What are the 1-2 which can be the toughest to seek out in nice leaders at the moment?
  • Why does Steph imagine that even the very best leaders are mistaken 40% of the time?
  • How does Steph method decision-making? How has it modified over time?
  • What’s the most poisonous aspect of choices inside firms at the moment?
  • When does Steph change plan as a result of a call is mistaken vs stick with it?

3. Pace of Execution and Mission Statements:

  • How necessary does Steph imagine velocity of execution is at the moment?
  • What are the weather that one can go quick on vs go gradual and be very deliberate on?
  • What components has Steph gone quick on up to now that led to a mistake? How would he have modified his method with the good thing about hindsight?
  • Why does Steph imagine that mission statements have completely different worth at completely different firm levels?
  • What’s Steph’s largest recommendation to founders on creating mission statements?

4. Delivering Suggestions and Sustaining Belief:

  • What are 1-2 of Steph’s largest classes in terms of delivering suggestions properly?
  • What are the most important errors founders make when delivering suggestions at the moment?
  • Can belief be regained as soon as misplaced? How?
  • Does Steph begin from a place of full belief or is it gained step by step over time?

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