Execution Is The Key To Venture Success

Product Strategy

Market & Financial Strategy

Organization’s Ability to Execute

ArnzenGroup’s Value to Venture Capital

• Ensure the transition from entrepreneurial to operational business.

• Improve venture success rate through better execution.

• Reduce the risk of venture failure due to poor management.

• Reduce VC time and resources spent consulting & fixing problems.

• Improve venture executives’ responsiveness to VC needs.

• Leverage lessons learned amongst the VC portfolio.

• Differentiate a Fund which channels support to execution.

• Ground work in the company’s opportunities and challenges.

• Experienced with start-ups, acquisitions, global companies.

• Currently working with the enlightened and the problematic.

• Practical approach with a successful track record.

• Flexible, collaborative.

Why recommend ArnzenGroup to your Portfolio

When to Recommend ArnzenGroup• When Due Diligence uncovers concerns about the strength of the venture’s

management team.

• As the venture approaches a significant change in it’s business model (e.g. addition of product focus) or new stage in its life cycle (e.g. commercialization), requiring new organizations, capabilities and leadership skills.

• Before you or the venture make significant people decisions.

• When you anticipate the loss of key talent.

• When the venture’s success is compromised by talent deficiencies.

• During management crises such as an adverse reaction, a postponed IPO, or a delay in anticipated funding.

• When you see indications that the venture’s executives;

— don’t understand Venture Capital’s requirements;

— don’t have the confidence of the Board;

— don’t share the same goals or perspectives as a team;

— don’t agree how to execute the venture’s strategy;

— cannot effectively balance business and scientific priorities;

— lack a talent or organization plan.

• When the venture management team seems unable to communicate, coordinate and collaborate effectively on the important issues and opportunities facing the venture.

• When a venture management team does not have a seasoned HR executive with selection, compensation and development experience.

ArnzenGroup’s Support to Venture Capital

Building Executive

Teams

Developing Individual

Executives

VC’s Investme

nt Strategy

Aligning Organizations

Supporting Execution

Assessing Executive

Talent

Evaluating Organizational

Risk

ArnzenGroup Services

Building Executive

Teams

Developing Individual Executives

Aligning Organizations

Supporting Execution

Assessing Executive

Talent

Evaluating Organizational

Risk

VC’s Investment

Strategy

Assess the strengths, weaknesses and support needs of members of the executive team.

Evaluate the organization’s readiness for the challenges of the next critical stage.

Align critical teams and processes to execute the venture strategy.

Integrate new capabilities into the organization.

Build effective senior executive teams, able to make balanced decisions during challenging periods.

Develop the business and organizational leadership skills of venture executives from highly specialized scientific, medical or technical backgrounds.

Support senior leaders in developing strategy, organizing for execution, engaging employees, managing the technical and business culture, communicating and improving critical organizational processes.

Build the venture’s ability to attract, retain and develop critical leadership talent.

Address specific personnel issues that have a critical impact on the venture.

Improve key business & technical processes.

Translate VC investment and exit strategies into organizational and talent plans.

Enable venture executives to address Board/VC requirements and concerns.

A Sample of ArnzenGroup Assignments in … Life Sciences

A Pharmaceutical Company

Helped the senior management team formulate and execute an exit strategy, and facilitated the integration process with its new parent company.

A Therapeutics Company

Guided the senior management team to articulate its strategy, align its own activities, and communicate with the Board and the organization to drive execution.

A Biopharmaceutical Company

Engaged the Board on their expectations of the CEO, coached the CEO and established a role negotiation process with the Board.

A Pharmaceutical Company

Worked with the CEO on a critical and delicate succession decision, developing a process involving the Board and key stakeholders to ensure a smooth transition.

A Research Laboratory

Led a portfolio analysis process to rationalize the balance between fundamental and applied research.

A Global Biopharmaceutical Company

Led a leadership team to build the business case for a new business, and align organizational components.

A Therapeutics Company

Designed a talent review process to ensure the organization is ready for the next phase of the business’s growth.

A Global Pharmaceutical Company

Integrated various strategic alliance groups, and improved collaboration across business & geographical boundaries.

A Pharmaceutical Research Company

Helped a senior leader assess the organizational capability and capacity of the team he had inherited.

A Health Care Products & Pharmaceutical Company

Engaged the entire drug discovery system in a process to break down silos, improve collaboration and integration, and drive process improvement.

A Therapeutics Company

Facilitated a discussion among the senior leadership team to establish better team work to face the challenges of an IPO bid and the loss of a compound.

A Therapeutics Company

Led a senior leadership team to develop strategies for the exponential increase in interdisciplinary work required to attract the next round of funding.

A Medical Products Company

Introduced 360’ feedback to develop the senior leadership team’s personal skills and team effectiveness, and clarify what they can do individually and collectively to advance the business.

A Pharmaceutical Research Company

Led a redesign of the strategic alliance process, identifying opportunities for increased effectiveness and efficiency.

Further details can be found at www.arnzengroup.com

ArnzenGroup is a trusted partner of senior business leaders around the world.

Our mission is to enable business leaders and their organizations to execute growth strategies, improve organizational capabilities and develop people to fulfill their leadership aspirations.

ArnzenGroup provides consulting in

• Organizational Effectiveness

• Process Improvement

• Executive Coaching

• Human Capital Management

• Change Management

• Leadership Development

• Story Development and Delivery

Our unique advantage is our expertise in enabling the human and organizational change required to compete in today’s marketplace.

ArnzenGroup Principals www.arnzengroup.com

Our Principals have …

• held senior leadership and organization development roles;

• consulted with and coached CEOs, GMs and Functional VPs from start-ups to global corporations in fast-moving, high-growth companies;

• worked in biotechnology, pharmaceuticals, services, finance, publishing, high technology, consumer packaging and manufacturing;

• worked in the U.S, South America, Asia, Africa and Europe.

Breck Arnzen

• Has been a functional leader and led change in major corporations including SmithKline Beecham, Digital Equipment Corporation and Avery Dennison.

• Has coached executives in small and large companies, including Harvard Business School’s Advanced Management Program.

• Leads ArnzenGroup’s Change Management and Executive Coaching practices.

Kathy Baron

• Has been a Human Resource business partner, with deep expertise in compensation.

• Has designed and led leadership development and large-scale change programs in Enterprise Lean Sigma environments.

• Leads ArnzenGroup’s Leadership Development and Human Capital Management practices.

Lani Peterson

• Has coached and taught extensively on the connection between narrative and organizational change.

• Has deep expertise in leadership, communication and personal presence.

• Leads ArnzenGroup's Story Development and Delivery practice.

Mick Verran

• Has led leadership & organization effectiveness programs across multiple divisions & geographies.

• Develops innovative, actionable tools and processes which make operational progress on strategic goals.

• Leads ArnzenGroup’s Organizational Effectiveness and Process Improvement practices.