Member Portal

Upcoming Events

Dec
13
Fri
RT6 BioTech Group @ MA Hospital Association
Dec 13 @ 8:00 am – 12:00 pm

The BioTech group represents companies including drug discovery and development, clinical research, and other biologically-focused arenas.

Unless otherwise arranged, we meet in the “Middlesex Room” on the 2nd floor of the Massachusetts Health & Hospital Association building.

Jan
16
Thu
Leadership with a Baton – 2020 Annual Member Retreat @ The Groton Inn
Jan 16 @ 8:00 am – Jan 17 @ 1:30 pm

Maestro Hangen: American conductor Bruce Hangen is known for his organizational leadership, musical versatility and creative programming.  He was Principal Guest Conductor of the Boston Pops for 20 years and is now Artistic Director and Conductor of the Orchestra of Indian Hill and Director of Orchestral Activities of the Boston Conservatory.  Formerly Music Director of the Portland and Omaha Symphony Orchestras, Hangen also was the founder and conductor of the Portland Opera Repertory Theatre, and has held titled positions with the orchestras of Denver, Kansas City, Utah, Syracuse and Buffalo.  Maestro Hangen has guested throughout North America as well as Taiwan and Japan and has conducted a wide variety of opera, dance and music theater productions as well as contemporary music scores and orchestral pops concerts.  A student of Leonard Bernstein and Seiji Ozawa, Bruce Hangen brings depth and joy to all his music-making.

The Program: Maestro Hangen will lead us in an exploration of leadership in music, based on his broad experience assembling and conducting orchestras.  Through a combination of fun, interactive exercises, analysis of conducting styles from Toscanini to Bernstein and attendance of a real orchestral rehearsal, we will get a window into the parallels of orchestral and business leadership.  We will attend a rehearsal of the Indian Hill Orchestra on Thursday evening and we will also be invited (optional) to attend the performance of Life, Love and Legacy featuring soloist Britt Brown on Saturday January 18.

The New Groton Inn
We will meet in the recently completed resurrection of a classic New England Inn.  After the 333-year-old original Inn was destroyed by fire in 2011, a group of local investors began planning its replacement and the result is spectacular.  Warm fires, panoramic views of Gibbet Hill, and an award winning restaurant, the “Forge and Vine”.

Presentations

 

Meeting Materials
Check-in Table
Meeting Scorecard
Issue Reminders

Review of Patrick Lencioni Presentation (Slideshow) – October 2019
Review of Patrick Lencioni Presentation (supporting documents) – October 2019

Massachusetts Wage Act – Discussion – September 2019

Information Security Threats Presentation Notes – August 2019

Slide-Deck from Event: Cybersecurity Threats – August 2019
Sample Vendor Risk Assessment: Cybersecurity Threats – August 2019

Slide-Deck from Event: All About the Board – March 2019

Slide-Deck from Event: Valuation for Businesses – November 2018

CEOR Confidentiality Notice – rev. October 2018

CEOR Investment Summary – 2020

CEOR Member Norms – rev. October 2018

 

Special Announcements

 

Outline for Spotlight Executive Presentation

 

From time to time, we take a deeper look at each members’ business.  This allows us to better put into context issues that arise within it and be more intelligent in our comments.  It is also useful as an introduction to a new member’s business.

David Friedman shared this outline for a spotlight executive presentation.  You can certainly deviate from it, but the list is a good reminder of what is of interest and value to the group discussion.

The whole deck is should be about 15 slides. You can pull many of the slides from other decks you have from company meetings or board presentations. You can also outsource the creation of some slides to other teammates.  (eg. financial slides can be prepared by your CFO, product slides by your product people, etc.)

 

  1. Title slide with mission statement
    • The three biggest challenges before your business right now and for the next 1-3 years.
  2. What you do, who the clients are, and your place in the market. (eg. “We make footballs for NFL and College football teams. Our footballs last longer than any other balls and therefore we are able to charge a premium price.” ) Keep this brief with more detail to follow.
  3. Leadership team and org structure. Include your governance structure, advisory boards and coaches. (This could be 2 slides)
  4. Financials (Don’t move this to the end. Keep it near the front. The room will not understand your business without numbers.)
    • 5 year P&L
    • Historical (3-5 year) Revenue, Expenses, EBITDA – Graphs are best.
    • Balance sheet
    • Projections
  5. Product
    • What does it do?
    • What does it look like?
    • Who uses it?
    • Where is it headed?
  6. Sales & Marketing
    • How do you market and sell the product
    • What is your sales team structure
    • Sales team performance (graphs and trailing numbers help)
    • Sales Projections and how they are made
  7. Where is the business headed?
    • Where do you want the business to be in 3 – 5 years?
    • Where do you want to be in 3 – 5 years?

Marketplace

This section of the Members-Only portal is for CEOs / companies to post about open positions or other functions that are needed. If you’d like to have a position, RFP, or other necessary business function posted within this section of the website, please contact Scott at scott@ceo-roundtable.com.

 

 

In sharing our inspirations, we can help direct one another’s personal and professional development and that is core to what we aim to do at the CEO Roundtable.

 

Talking to Strangers – Malcolm Gladwell:

I started out reading the book for pleasure, not thinking it had much relevance to business leadership.  But it does.

Gladwell is a big thinker and takes on big issues.  His previous books, The Tipping Point, Blink and Outliers were great reads and stimulating of thought, and this book is no different.

He talks about how bad humans are at judging each other and categorizes a few ways in which we fail.  He postulates that this individual weakness is actually necessary for the survival of our species and as such, less a “bug” than a “feature”.  He reexamines both recent and historical stories we all recognize, where official and public judgments went horribly wrong.  Sandra Bland, Amanda Knox, Bernie Madoff… even Hitler.

The takeaway is that to know these failings might make us just a bit better at digging deeper to understand why the person in the interview did not maintain eye contact, or appeared uncomfortable, or to better inform our business relationships and avoid sending the social misfit to jail or investing in the liar who appears truthful.

Entertaining and enlightening.

 

Switch, Chip and Dan Heath: 

A great book on implementing change, and most valuable to me for the notion quoted from Jonathan Haidt’s book “The Happiness Hypothesis” of the psychological tug-of-war between our rational and emotional selves: one, the rational rider and one the 3-ton elephant of our unconscious.  Who wins in a disagreement?  The book then proceeds to talk about implementing change in terms of “Educating the Rider and Motivating the Elephant”.

 

Good to Great, Jim Collins:

This is a good resource on business strategy with a description of various strategies and how to think about them.  Example; is your company a Hedgehog or Fox?  Are you really good at one thing, or are you clever, nimble and adaptable?

 

Seven Habits of Highly Effective People, Steven Covey:

A seminal work on how to become more effective as a person, in business and in life.  As relevant now as when it first appeared in 1989.

Be Proactive

Begin With the End in Mind

Put First Things First

Think Win/Win

Seek First to Understand, Then to Be Understood

Synergize

Sharpen the Saw

 

The Five Dysfunctions of a Team, Patrick Lencioni:

This is the best book ever to frame the power of constructive teamwork.  It reads like a novel, putting characters through their daily life at work and illustrating the behavior that characterizes poor teamwork.   He builds a pyramid of characteristics of great teamwork, build on Trust.

Great CEOs and How They are Made, The Seven Imperatives, John Wilson:

 I picked up a copy of this book at John Wilson’s event in Toronto that featured Patrick Lencioni. A practical and helpful guide on the never-ending journey to become a better CEO. 

John operates the Global CEO Network based in Toronto.  It is one of the groups with whom we have reciprocal arrangements.  His book draws from his broad experience with his 400 members and includes interviews with many of them.  He also includes a number of helpful resources and prescriptive checklists for leadership development.   

A great digest on topics like: 

How to improve your EQ 

How to inspire 

Building a Team 

Having and Building Accountability 

CEO Toolkit… KPI, TTM etc. 

Work/Life Balance 

The Peer Experience 

 https://www.amazon.com/s?k=great+ceos+and+how+they+are+made&ref=nb_sb_noss 

 

Leadership by Choice, Sue Salvemini:

Sue has put together a thoughtful look at the nuts and bolts of effective leadership.  Drawing from her experiences as a military officer, athlete, salesperson, mother and executive coach, she not only frames the elements of leadership in relatable, personal terms, but also provides a practical guide to transform her words into action.  Her “Reflection Exercises” give permission to relate each chapter to your own situation, and the companion workbook hones and reinforces her message.

Pour Your Heart Into It, Howard Schultz:

Some years ago, I was given a book called “Pour Your Heart Into It (How Starbucks built a business one cup at a time). I was moved to write a rambling review which I edited for inclusion here.

The book is by Starbuck’s Chairman and CEO Howard Schultz and it tells the story of how his vision of providing Americans with a version of the Italian coffee experience excited him. His drive transformed a tiny premium coffee retail shop into one of the most successful corporations in the US. Schultz was not the founder of the original Starbucks, but joined the company in the mid 1980’s as marketing director. At that time, the mission of the company was to make available premium coffee beans, roasted more fully, in a way that brings out more flavor. This kind of bean (Arabica) and the longer process makes for a premium price, and the success of the business depends on the fact that some people can be educated to appreciate the difference and want to pay extra to buy the product. The founders were less interested in making money as they were in making the very best coffee. Schultz subscribed to this idea of “no compromises” and got the idea for serving brewed coffee in the shops while he was in Milan attending a trade show. He noticed a large number of coffee places where people were gathering, chatting and generally socializing in a way uncommon in America. He realized a need for a “third place” in the lives of social beings, a place neither home nor work. Schultz eventually bought Starbucks and he strove to make the company’s facilities fulfill such a role.

You can argue that he was in the right place at the right time, but he was smart enough to be there and diligent enough to pursue the vision when virtually all around him said it couldn’t be done.

Schultz maintains that the secret to success lies in simply understanding the need the company fills. In this case, the desire for a “third place” and a “coffee experience”, as opposed to just “selling coffee”. To provide that, you do different things than you would to just sell coffee. More training of employees was needed. In fact, he offered all employees stock in the company, and stopped calling them employees. They became partners. He continued the emphasis on the quality of the coffee, and on strict control of the channels through which it was sold. The design, location and décor of the stores was paramount. “Everything matters” became his mantra.

It’s a good read.

 

The Conductor as Leader, Ramona M. Wis:

 Here is an excellent view of the orchestral conductor’s role as a leader.  Though it deals with leadership in a specific discipline, it stands on its own as a good reflection of the skills and imperatives of good leadership in any realm.  It’s an interesting and easy read, and belongs on the shelf of anyone serious about the art of leadership.

The One Minute Manager, Ken Blanchard & Spencer Johnson:

This is a silly little book. It is also an effective little book. By telling a few simple parables, the author Blakeley demonstrates the simplicity of the managers job, but the difficulty of doing it. A young protagonist (presumably the author) interviews a fellow identified only as “The One Minute Manager” and a few of his direct reports. Each sheds a bit of light on their particularly simple system of management, consisting of:

1. 250 word written goals

2. One minute praisings

3. One minute reprimands

The goals are simple enough, and there are some rules about how to administer the praise and reprimand, which emphasize clear expression of joy or disappointment and affirmation in the case of reprimand that the disappointment is in the behavior, or result, and not the individual.

The message for me is that the job of management is different than the jobs being managed, and a job in and of itself. This is a central theme in most books on management, including this one.

 

What Got You Here Won’t Get You There, Marshall Goldstien:

The title says it all. Marshall Goldstein tells some of his experiences as a top executive coach based on the theme that many of his clients have characteristics that have made them successful, but those very same characteristics tend to get in the way of being an effective senior executive. For example, the attention to and passion for detail will tend to draw one into interfering in issues more properly delegated to a subordinate. So rather than effectively managing an employee, or contractor, or supplier with rewards, direction and motivation, the executive will do just the opposite in trying to solve a problem himself.

A great way to approach the evolving behavioral needs as a company grows.  The entrepreneurial character is seldom able to take an organization past the start-up stage.  Read this to get ideas to deal with an intransigent partner.

Godel, Escher, Bach: An Eternal Golden Braid, Douglas Hofstadter:

A cerebral book in the style of Lewis Carroll exploring the self-referential loopiness that makes us human.  Useful in a general understanding of human behavior and interaction.  Not a page-turner but fun to read in small bites.

 

Thank You For Being Late, Tom Friedman:

…a highly readable analysis of the rate of change of technology and societal norms vs. our ability to absorb them.  What happens when we pass the point where the two meet?

 

Never Split The Difference, Chris Voss:

Voss was an FBI hostage negotiator so he understands when he says “negotiate as if your life depended on it”.  He shares invaluable tips on how to get what you want in a  negotiation and make the other party happy to give it.

 

Tribal Leadership, Dave Logan, John King and Halee Fischer-Wright:

Great insight into our social tendencies to form “tribes” and how to use that in the workplace.

 

Delivering Happiness, Tony Hsieh:

The Zappos success story and lessons derived.  A fun read with some good lessons and inspiration when times are tough.

 

Shadows of Forgotten Ancestors, Carl Sagan and Ann Druyan:

One of my favorite books.  Its about human nature and the thin veneer of civilization over millennia of evolutionary behavioral development.

 

How to Win Friends and Influence People, Dale Carnegie:

A bit outdated in its language, but still relevant in it’s keep observation of how people respond to one another.  Required reading.

 

Outliers, The Story of Success: Malcolm Gladwell:

Reading anything by Gladwell will not be a waste of time, but this book is among the most relevant.  What does it take to be great at something?    Through entertaining stories, he tells us.

RT2 Group

Bradley A. Yount*
Chairman & CEO Odyssey Bay Ventures
C: 508-783-4999
E: bradyount@comcast.net
Larry O’Toole*
Gentle Giant Moving
P: 617-590-6916
E: lotoole@gentlegiant.com
Gordon Hirschman*
Vivonics, Inc.
P: 781-373-1930
C: 518-577-4757
E: ghirschman@vivonics.com
Sarah Lawson*
S & H Construction
P: 617-583-5626
C: 781-718-2187
E: sarah@shconstruction.com
Dan O’Brien*
Gibson Engineering
P: 339-793-8793
E: dobrien@gibsonengineering.com
Bruce Biewald*
Synapse Energy Economics
P: 617-661-3248
E: bbiewald@synapse-energy.com
Maria Shepherd
Medi-Vantage
P: 855-343-3100
C: 617-548-9892
E: mshepherd@medi-vantage.com
Steve Tamasi
Boston Centerless
P: (781) 994-5000
C: (781) 258-0988‬
E: stamasi@bostoncenterless.com
Brian Langhorst
Eustis Chair
P: (978) 827-3103
E: brian@eustischair.com
Mollie Murphy*
Founder, Annkissam
P: 617-401-2480
C: 617-953-3914
E: mollie.murphy@annkissam.com
David Friedman*
Founder, Knox Holding Group
P: 617-266-9166
E: dave@knox-holdings.com

RT3 Group

Chris Fibbe
Founder, ITK Solutions
P: 724-255-7971
E: cfibbe@itksolutionsgroup.com
Victoria Jackson*
Atlantic Lab Equipment
P: 978-337-2600
E: victoria@atlanticlabequipment.com
Paul Parisi
Savior Labs
P: 978-223-2959
E: paul.parisi@saviorlabs.com
Gary Grimard
Sun LifeLight
P: (603) 770-3809
E: ggrimard@sunlifelight.com
Hans Riemer*
CEO, Market Vantage
P: 978-482-0131
E: hans@marketvantage.com
Mark DiGiovanni
ATX Advisory Services
P: (617) 600-7232
M: (617) 308-1871‬
E: mark.digiovanni@atxadvisory.com
Ryan Thomas
Timlin Enterprises
P: ‭(844) 438-8465‬
E: rthomas@timlinenterprises.com
Dan Parent
N’Ware Technologies
P: ‭(800) 270-9420‬
E: dparent@nwaretech.com
Terry Ledger
Network Coverage
P: ‭(978) 739-8060‬
E: tledger@netcov.com
Russ Edelman
Corridor Company
P: ‭(781) 229-9933
E: russ.edelman@corridorcompany.com
John Prot
Stromasys
P: (617) 398 0930
E: john.i.prot@stromasys.com

RT4 Group

Ken Brown*
Safe Hydrogen
C: 508-251-0569
E: kbrown@safehydrogen.com
Robert Glorioso
Chairman, Tower Stone Group
P: 978-897-3891
C: 978-501-0447
E: rglorioso@me.com
Bob Allard
Extension Engine
P: (888) 822-2516
C: (617) 851-4567
E: bob@extensionengine.com
Arthur Young*
CEO, Interbit Data
P: 508-647-0013
E: ayoung@interbitdata.com
Isaac Van Wesep
CEO, Validated Learning Co.
P: 617-233-6363
E: isaac@validlearning.ai
Mark Engelberg*
CEO, TimeLinx Software
P: 978-852-5659
E: marke@timelinxsoftware.com
Joe De Vito
The Village Bank
P: 617-527-2101
E: jdevito@village-bank.com

RT6 Group

Barri Blauvelt
P: (413) 387-6188
C: (508) 428-2426
E: barri.blauvelt@innovara.com
Walter Ogier*
Anelxsis Therapeutics
P: 617-245-1303
C: 617-435-2664
E:  walter.ogier@verizon.net
Michael Raab
Agrivida
C: 617-905-9500
P: 781-391-1262
E: michael.raab@agrivida.co
Scott Gillis
P: 781-799-5594
E: scotthgillis@comcast.net
Elizabeth Reczek*
EIR Partner’s Healthcare
P: 617-216-3937
E: elizabethreczek@gmail.com
Gang Song
Pillar Bioscience
P: 508-665-3027
E: song@pillar-bioscience.com
Steve Perrin
ALS Therapy
P: 617-441-7236
E: sperrin@als.net
Ramani Varanasi*
X-Biotix Therapeutics
P: 857-928-2302
E: rvaranasi81@gmail.com
Tim Coleman
Nemucore Medical Innovations
E: tim@nemucore.com
Liang Schweizer
HiFiBiO Therapeutics
P: (857) 289 9475
E: l.schweizer@hifibio.com
Bo Rode Hansen
Genevant
P: ‭(781) 403 6853
E: borodehansen@genevant.com

CEO Roundtable

CEO Roundtable is made up of private, peer advisory groups of 8 to 12 members from non-competing companies. These peer groups provide a forum for invigorating exchanges of information, ideas, and insights.

NEED HELP?

ADDRESS

45 Wintergreen Lane
Groton, MA 01450
Telephone: 978-764-3934