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HOW MUCH STOCK TO GIVE IN EARLY TECH COMPANIES? The issue is most key for non-founders, since the founding team typically split the pie. The key is to give enough, but not too much. A hired-gun CEO can earn 5% post Series A; a CFO 1%; a CMO or CSO 4-5%; a COO 2-3%. Board members 1-2%, and SAB 1-2%, typically with double for the Chairman. It is important to give annual MBO based awards to keep them current, and always vesting straight line over 3-4 years. Try and leave enough in the SOP for future hires and distribution. View in LinkedIn

THIS BEAUTIFUL PICTOGRAM OF THE COST TO DEVELOP DRUGS BY BIG PHARMA is at the heart of the urban myth that discovering a new drug costs billions. While it is true for Big Pharma, it only costs that much because they are so inefficient. Small Biopharma companies can do it for 30 - 100 M USD. Do not let the incredible inefficiency of Big Pharma wrongly steal the headlines. It can, and is being done cheaply in small companies all over the world. http://lnkd.in/SNAjxE View in LinkedIn

IN EARLY STAGE TECH COMPANIES, HOW MUCH STOCK SHOULD YOU DISTRIBUTE? The true founders will likely take equal shares of the pie, and then dilute themselves to give stock to early key hires, as much as 5% each; quite early on it is important to creat an Option Pool for future hires, of about 20% pre-Series A, so that parameters are set on the extent of founder dilution. If the key members are not incentivized sufficiently, they may be lost. Too much, and equity has been wasted. View in LinkedIn

THE US ARMY HAD A BIO-SILK INITIATIVE TO REPLACE KEVLAR. The US Army research facility in Massachusetts has long been interested in spider silk as the toughest material in the universe (Young's Modulus), and invested in efforts to clone the gene. As a very large gene, and more complex than originally thought, this goal has been illusive. View in LinkedIn

SOMEBODY MUST HAVE MEASURED THE RATE OF CHANGE in our lives in terms of society, technology, medicine, and attitudes. It seems intuitive that the rate of change is accelerating. When you consider periods in history like the Dark Ages, where many believe that for 500 years nothing changed significantly, our epoch is a sharp contrast. And remember, we still are evolving biologically at a very slow rate: we have vestigial organs and teeth, our metabolism is geared for a hunter-gatherer lifestyle. Is this divergence in rate of change important? http://lnkd.in/vg8GvE View in LinkedIn

A GOVERNMENT BIOPLASTICS INITIATIVE IN THAILAND is a direct stimulus for creative entrepreneurs: take local cassava plant and convert it into biodegradable plastics. The challenge of this task is firstly, to do it in a scalable and cost-effective way so the consumer looks at parity pricing. Secondly, to ensure that the biodegradation is clean and has no biotoxicity. A worthy initiative indeed. http://lnkd.in/EUf-aH View in LinkedIn

GREEN CHEMISTRY is now (finally) becoming hot. Avoiding toxic solvents in process manufacturing and on final products has been forced upon some of the giant chemical companies by dint of the fact their suppliers were early adopters of green technology. In many cases, finding safe or safer alternative solvents has not been easy. http://lnkd.in/pvJkt9 View in LinkedIn

AN ENTREPRENEUR'S MUST READ, with lively anecdotes and personal disclosures. http://lnkd.in/kCCeQ2 View in LinkedIn

THE US HEALTHCARE'S OFFICE OF THE NATIONAL COORDINATOR is trying to unleash startups to solve healthcare delivery problems, and as such offers innovative young companies an opportunity to make proposals and collaborate. Increasingly, private-public partnership opportunities are emerging, and are real venues for early stage technology companies. http://lnkd.in/VatQVQ View in LinkedIn

HONESTY IN LEADERS HAS A HUGE IMPACT, as seen in this fired CEO's letter to employees. If you are faced with a crisis moment, reflect upon the benefits of honest disclosure. If you have the courage to do it, it will reflect well on you, and if you do not have that courage, everyone will see through your fluff and evasion. Are you really going to "spend more time with my family" as the reason for leaving a leadership position? A great read. http://m.washingtonpost.com/national/on-leadership/fired-groupon-ceos-refreshingly-blunt-memo-to-employees/2013/02/28/a5c9f584-820a-11e2-b99e-6baf4ebe42df_story.html View in LinkedIn