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Prior to Good Technology, Mr. Shader served as a Vice President and General Manager at Amazon.com, which he joined upon the company's acquisition of Accept.com, a company he co-founded and led as CEO. Accept.com was the
first consumer-to-consumer, Internet-based, payment services provider. Mr. Shader's involvement in both Accept.com and Good Technology resulted from his two experiences as an entrepreneur-in-residence with Kleiner Perkins Caufield &
Byers and Benchmark Capital. Previously, he served as Vice President of Partner and Developer Relations at Netscape Communications Corporation, where he also built Netscape's international marketing team. Before joining Netscape, he served
as Vice President of OEM Sales and Business Development at Collabra Software, Inc., which Netscape acquired, and worked for GO Corporation, a pioneer in pen computing. Mr. Shader received a B.S. in Industrial Engineering and Operations
Research from University of California at Berkeley, and an M.B.A. from Stanford University.
Jeff Hawkins is the Founder of Numenta, but he is also well known as the co-founder of two companies, Palm and Handspring, and as the architect of many computing products, such as the PalmPilot and the Treo smartphone.
Throughout his life Hawkins has also had a deep interest in neuroscience and theories of the neocortex. His interest in the brain led him to create the non-profit Redwood Neuroscience Institute (RNI), a scientific organization focused on
understanding how the human neocortex processes information. While at RNI, Hawkins developed a theory of neocortex which appeared in his 2004 book, On Intelligence. Along with Dileep George and Donna Dubinsky, Hawkins
founded Numenta in 2005 to develop a technology platform derived from his theory. It is his hope that Numenta will play a catalytic role in creating an industry based on this theory and technology. Jeff Hawkins earned his B.S. in
electrical engineering from Cornell University in 1979. He was elected to the National Academy of Engineering in 2003.
Mark Zuckerberg is the founder of Facebook, a networking tool used by college students to meet people, reconnect with old friends and arrange events. The company just redesigned its Web site and received venture capital.
Founded as Thefacebook in February 2004 by Mark Zuckerberg, Chris Hughes, and Dustin Moskovitz at Harvard, the website spread across campus and, within a few weeks, over half the undergraduate population had registered. The website then
expanded to allow students from Columbia, Stanford, and then other Ivy League colleges to register. It became something of a network phenomenon, spreading rapidly to other schools, despite some competition from similar, local websites.
Courtesy of http://www.accel.com/people/index.php, http://en.wikipedia.org/wiki/Facebook. http://www.msnbc.msn.com/id/6596533/site/newsweek, and http://www.seacoastonline.com/news/09082005/biz_nati/61811.htm.
A husband-and-wife team who founded an Internet telecommunications company began to tackle one of the toughest challenges facing them: They looked to find a CEO, a replacement for themselves as heads of the business.
As an entrepreneurial company grows and adds layers of management, it can and should consider policies that address work and family issues or risk inconsistency across departments, writes the founder of a human-resources services firm.
Basic guidelines that can help determine if and when an Employee Stock Ownership Plan (ESOP) is right for your company.
Changes in the temporary staffing industry could help you hold down labor costs--if you are willing to be a tough negotiator who shops around.
If you have decided an employee stock ownership plan (ESOP) is worth investigating, there are several steps to take to implement a plan. This article outlines the process including valuation, funding, finding a lawyer and trustee, and more.
Using mentors, advisers, and community resources can make the difference between success and failure for your business. The guidance of successful, seasoned entrepreneurs can help you gain access to knowledge and insider networks.
To champion change and guide your organization to new levels of growth, management team members and employees must be willing to follow your lead. The Leadership Scorecard allows for reflection and feedback on how you lead your team.
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