All of us at Madrona are looking forward to welcoming TechStars for its big reunion event here in Seattle on November 4. TechStars is a mentorship-driven incubation program/seed investment fund with operations in Boulder, Colorado and Boston, Massachusetts. Every year, TechStars funds 10 very early technology start-ups in each city and provides an intensive boot camp for those companies, involving dozens of mentors from the start-up community.

TechStars has been operating for three years and has funded about 40 companies. Some alumni companies have already had positive exits, including IntenseDebate (acquired by Automattic/WordPress), Socialthing (AOL), and Brightkite. Every year the TechStars companies get together for a reunion in a different city, and this year the reunion is in our Emerald City.

As part of the reunion event, TechStars reserves a part of one afternoon to highlight its companies that are still raising money and has them pitch to investors. To date, about 75% of the companies that come out of TechStars have been angel- or venture-backed. The pitch session is a great opportunity to see a bunch of interesting early-stage companies. In addition to company presentations, there will be a panel on angel and venture investment trends that will include Brad Feld (co-founder of TechStars and Managing Director of The Foundry Group), Andy Sack (Founders Co-Op), Steve Hall (Vulcan Capital), David Cohen (co-founder of TechStars and angel investor), Chris Sheehan (CommonAngels in Boston), and yours truly. It should be a lively discussion, followed by the pitches.

If you’re a Seattle-area VC or angel investor, please contact me, and I’ll get you an invitation to the event. Hope to see you there!

In Good to Great, Jim Collins recommends that one of the first steps in building a great company is to get the right people on (and off) the “bus.” Not surprisingly, therefore, selecting the driver of the bus, the CEO, is certainly one of the most important tasks any board of directors undertakes. From the perspective of a venture capitalist working in the world of early stage companies, I have seen the huge, and often immediate difference the right leader can make. Now, I’m not talking about how to find great entrepreneurs who have started a company. While also a difficult process, this series of posts assumes we have already backed a good company, with great technology, but one that is in need of the right business leader.

Selecting the right CEO, however, is difficult, mostly un-scientific and often complicated because of personality and timing issues. Often, in very early stage companies, the “CEO” holds that title simply because he/she founded the company, and not because of any special qualifications or company-building experience. A few founders recognize that they don’t have the requisite skills to drive the bus, but many others figure that if they can drive stick shift in a sedan, how much harder can it be driving the bus? And that might be fine for a short drive at slow speeds, but as the company picks up speed, the probability of a major crash increases. So, many times, the first step in getting the right driver on the bus is convincing the current driver to step away from the wheel. It is often beneficial to have the founder remain involved with their company, just not always as CEO.

Timing is often a further complicating factor. Perhaps the current CEO has left unexpectedly (or been asked to leave immediately) or there is a financing that hinges on the recruitment of a new CEO. The board is under the gun, without the luxury of 6-9 months to do a thorough search for just the right candidate. Having had experience recruiting CEOs and knowing what qualities to look for can help make this challenging process more effective.

Several years ago Madrona surveyed our investment professionals, ranging from analysts just a few years out of college to veteran Fortune 500 CEO’s like Jerry Grinstein, Bill Ruckelshaus and Jack Creighton, who serve as our Strategic Directors.  We wanted to construct a profile to see if there was consensus on the relative importance of various personal attributes, skill sets.

The following graphs reflect the survey results (click on the graphs to see a magnified version).

Over a series of blog posts I will discuss the specifics of some of these attributes, what makes certain qualities more important in a CEO than others, and how, once you have determined what you are looking for, you know you have found it in the candidate. After all, what serious candidate is going to acknowledge that they lack good judgment? In the meantime, join in the dialogue by taking the survey and we will post the results and comments from the community.

Click Here to take survey