Wanted: Bold And Courageous Business Leaders

Greg Selker — Mon, 02 Nov 2009 18:01:47 -0500

We are standing on a precipice, teetering between growth and decline.

The Future Of The Automotive Industry: Segway’s CFO Brian Cohen Shares His Views

Greg Selker — Sun, 04 Oct 2009 10:05:59 -0400

Segway is known for its zero emmision personal transport vehicle seen in shopping malls, airports and many city streets. However, their recent agreement with GM has them entering the next generation electric car marketplace and attempting to dramatically alter the paradigm of transportation in the process. Our most recent Leadership Interview is with Brian Cohen, Segway’s Chief Financial Officer. Brian has over 20 years of high-tech financial leadership in rapidly growing early stage and publicly traded companies.

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It's Time To Change Outdated Corporate Models, Marc Morgenstern Leadership Interview Part 2

Greg Selker — Thu, 02 Jul 2009 17:16:35 -0400

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The SEC: What's Wrong And How To Fix It

Greg Selker — Thu, 18 Jun 2009 10:29:18 -0400

Marc Morgenstern is the Founder and Managing Partner of Blue Mesa Partners. He serves as a Senior Advisor and/or Board member for growth companies in industries as diverse as telecom, enterprise software, social broadcasting, specialized steel service centers, printing and imaging, and solutions for protection and renewal of residential and municipal infrastructure.

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From H1N1 to Q2H2

Greg Selker — Fri, 08 May 2009 11:30:17 -0400

As we begin to see the first signs of recovery in our economy, and the first signs of recovering from the H1N1 virus, our elected and appointed officials from President Obama to Fed Chair Ben Bernanke are saying that the economic slowdown is starting to “slow down”. With that, we can expect an increase in demand for goods and services, and companies once again will begin to hire new employees…albeit slowly.

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Stop Incenting Executives to Act Badly!

Greg Selker — Wed, 01 Apr 2009 10:26:29 -0400

We are all aware of the uproar caused by the $175 million in bonus payments made to AIG executives. It has been the straw that has broken the public’s back unleashing frustration and anger. Journalists and pundits have detailed the absolute travesty of the individuals receiving them who are no longer with the company and who were also at the heart of foisting credit default swaps into the marketplace.

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The Enron Syndrome

Greg Selker — Sun, 29 Mar 2009 16:39:08 -0400

When I started Selker Leadership in 2002, it was to reinvent executive search as a client-centric service that delivered unprecedented value. Seven years later, I am proud to report that our PVA methodology has altered the way people are selected, interviewed and hired. The “V” in PVA stands for Values.

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Don’t Waste A Recession!, Top Silicon Valley CFO Speaks Out About the Economy, Madoff and Wall Street Executive Comp Limit

Greg Selker — Mon, 23 Mar 2009 17:27:01 -0400

Ken Goldman is an accomplished executive with extensive financial, operational and business management experience and a solid track record of success. He served as senior vice president, finance and administration, and CFO of Siebel Systems from August 2000 until the close of Oracle Corporation’s acquisition in January 2006. Prior to that, he held CFO positions at Excite@Home, Sybase, Inc., Cypress Semiconductor and VLSI Technology.

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The Model “Has Been” Broken

Greg Selker — Sat, 21 Mar 2009 08:46:43 -0400

In a mid-January 2009 article in Business Week, L. Kevin Kelly, the CEO of Heidrick & Struggles said, “the business model for the executive search industry is broken.” In Heidrick’s most recent earnings call, he elaborated by stating that leadership advisory services represent “the evolution of the search business going forward.”

In their most recent earnings call, Gary Burnison, Korn Ferry’s CEO, outlined one of their key strategic imperatives to “create a more consultative solutions based workforce to drive integrated revenue growth.”

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Even Madoff Had Great References

Greg Selker — Fri, 20 Mar 2009 15:00:40 -0400

Recently, a high level executive candidate of mine was interviewing for a pivotal role that reported directly to my client, a CEO. The candidate was a “game changer”, with a history of pointing out how the “status quo” wasn’t cutting it, and implementing improvements. As we moved into checking his references, it was no surprise that I heard about some past difficulties the candidate had with certain individuals. It was clear that over the course of his career he had to take some unpopular stances in order to drive change.

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