Rick Berenson is the Managing Director of Venzyme. Rick has been leading organizations and developing practical, breakthrough strategy for more than twenty years. He has been CEO or COO at 9 startups, brought in by the investors on an interim basis to effect a new strategic direction.
Rick began his career at AT&T Bell Laboratories as a member of technical staff where he helped launch internal ventures. He then spent several years at software startups in the Boston area before joining McKinsey & Company as a management consultant. Subsequently, Rick has been CEO of ActivBiotics (early stage biotech), Banton Precision Wood Products (consumer products manufacturer), NewSphere (knowledge management software), Student.Com, Inc. (new media), and TVGrid (technology for the entertainment industry). He has also served as COO at ChannelHealth.Com (healthcare information and services), Morpace Pharma Group (medical market research), and AltiComm (telecom). Rick has been president of Alliance Management Consultants-US and, most recently, a senior partner at Monadnock Associates.
Rick Berenson received a JD-MBA from Harvard Business and Law Schools in 1984 and is a graduate of Harvard College.
I think that if you take the two criteria, the two uses of a board. One is expertise and added value. And the second one is credibility, it gives you a decent road map for what you need to do to assemble that board. The first thing you need to do is think about what are the expertise areas, and h...(Full transcript available to logged in subscribers.).
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Jay Schwartz States Reality That Many Inventors Fear Losing Control Of Their Knowledge
Paul McManus States Advisory Board Members Should Play Integral Role and Not Just Be For Appearances
Paul McManus States One of Biggest Mistakes Is When CEO Doesn't Release Control Of Operating Issues
Rick Berenson States Biggest Mistakes Are Trying To Do It All Yourself and Not Hiring On the Right People
