Chelsea Grayson

You guys should be in and out of each other's offices in reality or virtually, however you're running your company. You know, you should absolutely be talking all day long and you should make sure that you've got a strategic CFO who's not just a bean counter. You've got your controller for that or whatever. You've got to have a strategic CFO who understands, all right, it's time to acquire.

You guys should be in and out of each other's offices in reality or virtually, however you're running your company. You know, you should absolutely be talking all day long and you should make sure that you've got a strategic CFO who's not just a bean counter. You've got your controller for that or whatever. You've got to have a strategic CFO who understands, all right, it's time to acquire.

You guys should be in and out of each other's offices in reality or virtually, however you're running your company. You know, you should absolutely be talking all day long and you should make sure that you've got a strategic CFO who's not just a bean counter. You've got your controller for that or whatever. You've got to have a strategic CFO who understands, all right, it's time to acquire.

I should always be looking for targets to acquire. What should I divest myself of? Or we don't really need these locations anymore. Let's dissolve those entities and we can let those folks go. Or, hey, you know what? This product line that's been our moneymaker for all these years, this actually shouldn't be in two years when we grow up. This shouldn't be what we're focusing on any longer. Right.

I should always be looking for targets to acquire. What should I divest myself of? Or we don't really need these locations anymore. Let's dissolve those entities and we can let those folks go. Or, hey, you know what? This product line that's been our moneymaker for all these years, this actually shouldn't be in two years when we grow up. This shouldn't be what we're focusing on any longer. Right.

I should always be looking for targets to acquire. What should I divest myself of? Or we don't really need these locations anymore. Let's dissolve those entities and we can let those folks go. Or, hey, you know what? This product line that's been our moneymaker for all these years, this actually shouldn't be in two years when we grow up. This shouldn't be what we're focusing on any longer. Right.

Think BlackBerry. You don't see those devices any longer, but you know that company makes a heck of a lot of money just licensing out its IP.

Think BlackBerry. You don't see those devices any longer, but you know that company makes a heck of a lot of money just licensing out its IP.

Think BlackBerry. You don't see those devices any longer, but you know that company makes a heck of a lot of money just licensing out its IP.

And the other thing I think as a CEO every single day should make sure to check in again with their chief legal officer and their, call it your CHRO, whoever's running your HR department. Not all day long, and you don't have to get super involved there, but they should be letting you know, generally speaking, all right, the culture of the company is good.

And the other thing I think as a CEO every single day should make sure to check in again with their chief legal officer and their, call it your CHRO, whoever's running your HR department. Not all day long, and you don't have to get super involved there, but they should be letting you know, generally speaking, all right, the culture of the company is good.

And the other thing I think as a CEO every single day should make sure to check in again with their chief legal officer and their, call it your CHRO, whoever's running your HR department. Not all day long, and you don't have to get super involved there, but they should be letting you know, generally speaking, all right, the culture of the company is good.

The culture of the company is turning to toxic. We're getting more and more claims through HR with respect to this one particular issue, so a theme is developing that we need to nip in the bud. Whatever the case is, they can give you a general sense of how things are doing and whether your tone from the top is good, is healthy. It's...

The culture of the company is turning to toxic. We're getting more and more claims through HR with respect to this one particular issue, so a theme is developing that we need to nip in the bud. Whatever the case is, they can give you a general sense of how things are doing and whether your tone from the top is good, is healthy. It's...

The culture of the company is turning to toxic. We're getting more and more claims through HR with respect to this one particular issue, so a theme is developing that we need to nip in the bud. Whatever the case is, they can give you a general sense of how things are doing and whether your tone from the top is good, is healthy. It's...

resonating throughout the company and people are continuing to be happy and productive or not. They're really on the front lines of, you know, are people happy or not? And if not, that's no bueno because that leads to lawsuits and claims against your insurance policies.

resonating throughout the company and people are continuing to be happy and productive or not. They're really on the front lines of, you know, are people happy or not? And if not, that's no bueno because that leads to lawsuits and claims against your insurance policies.

resonating throughout the company and people are continuing to be happy and productive or not. They're really on the front lines of, you know, are people happy or not? And if not, that's no bueno because that leads to lawsuits and claims against your insurance policies.

And then, look, as you're getting bigger and bigger, since we're talking big brands here, and all entrepreneurs want their companies to go from a seedling to being Apple. Yeah. You know, you got to check in with your board, at the very least your chair once in a while, not every single day, but your board should be in the loop.

And then, look, as you're getting bigger and bigger, since we're talking big brands here, and all entrepreneurs want their companies to go from a seedling to being Apple. Yeah. You know, you got to check in with your board, at the very least your chair once in a while, not every single day, but your board should be in the loop.