(Chapters 3–23)
Part 3 People and Human Resources (Chapters 24–41)
Part 4 Marketing (Chapters 42–53)
Part 5 Sales (Chapters 54–69)
Part 6 Business/Corporate Development (Chapters 70–82)
Part 7 Customer Success and Account Management (Chapters 83–94)
Part 8 Product and Engineering (Chapters 95–108)
Part 9 Privacy (Chapters 109–121)
Part 10 Operations (Chapter 122)
Part 11 The Future of Executive Work (Chapters 123–132)
We also have a number of ancillary materials—templates and charts—that would normally be included in an Appendix. Because the book is already over 600 pages we decided to provide that material externally on our Startup Revolution website: “http://www.startuprev.com” www.startuprev.com.
This book carries my name as its principal author, and although I'm writing parts of it and editing it, I'm not THE author, I'm AN author. That's an important point. The book has a very large number of contributors and external reviewers and you'll probably notice a different “voice” for each Part. That's what you should see with multiple authors, but despite the various perspectives, we're all focused on providing a playbook for each functional area including the mistakes we made, what we would do differently, and what worked really well. Each Part has one or two principal authors who have the experience, credibility, and expertise to share something of value with others in their specific functional disciplines—most of my Bolster co‐founders are writing Parts, and the others are being written by former Return Path executive colleagues or members of Bolster's network. And that is a good lead‐in to a few caveats before you embark on the book.
First, although most of the book is being written by former Return Path executives, it is not meant to be the Return Path story. Every author here has 20–30 years of experience working at multiple companies of different sizes and at different stages and in different sectors on which he or she is drawing. It's also not the story of Bolster, the new company that a number of us started earlier this year, although Startup CXO is pretty closely related to Bolster's business of helping assess and place on‐demand CXO talent.
Related, this book is based on the experience of the contributors—as with Startup CEO, for the most part, that means U.S.‐based tech or tech‐enabled services businesses. Most of us have more B2B experience than B2C, although a number of us have both. Some of the authors write a lot about people, some write a lot about process, some are philosophical, some are more practical and tactical. They reflect the nature of those functions and the nature of the writers of those Parts. I hope the book proves to be timeless and that it spans cultural and industry boundaries but there will be some inherent limitations based on our own experience.
A few notes on language. We realize that not every leadership role in a startup is actually a “C”‐level role. Sometimes the most senior person running a functional department is an SVP, a VP, or even a Director or Manager. But Startup Functional Leader is a lousy title for a book. There are also some elements of language worth noting up front. First, we got a lot of feedback from people we trust and respect on how to handle gender pronouns, and unfortunately, the feedback was not consistent—some felt we should alternate masculine and feminine pronouns, and some felt we should go with the plural. Others thought we should use female pronouns to compensate for what has historically been a male‐dominated perspective. Given the lack of an obvious standard here, for this book, we chose to use the gender‐neutral plural terms (even though it looks a little funny to a grammar stickler like me). Second, we use the words startup and scaleup in the book without precise revenue‐based or employee‐count‐based definitions, but you should assume that startups are smaller companies, whereas scaleups are ones that have already reached some meaningful level of critical mass. Third, we use terms like “executive team,” “leadership team,” and “executive committee” interchangeably to refer to a company's senior‐most group of leaders. Finally, we frequently refer to the concept of an “operating system.” I talk about this at length in Startup CEO, but basically, it means—whether for a person, a team, or a company—the collection of meeting and communication routines and operating practices that form the cadence of a team's work.
A final note about the roles we selected for this book. We tried to stick with the basics: Heads of Finance, Marketing, Sales, Customer Service, Product/Technology, HR/People, Business Development, and Privacy. Some of these don't necessarily exist in all companies, for example, a lot of B2C companies don't have a dedicated Head of Sales, and instead a lot of the responsibility for revenue generation sits within Marketing or Business Development. And not everyone has a Head of Privacy or data protection (although these days, most companies probably should). These Parts are still worth reading, as someone in your company will be fulfilling those responsibilities. There are certainly other C‐level roles you'll find in large companies, and even in smaller ones that we could have added but chose not to—mainstream ones like Chief Information Security Officer and General Counsel, and even newer niche ones like Chief Diversity Officer and Chief Sustainability Officer. And there are plenty of roles in other industries that this book skips entirely for now, like Manufacturing and Logistics. Just because we don't cover a role in this book doesn't mean we don't value it … we just had to draw the line somewhere. We also had a lengthy discussion before writing the book about what to do with the role of COO (Chief Operating Officer). Because the responsibilities associated with the COO role vary widely company by company, we landed on including a single small chapter to just talk about the different types of COO out there. Most of the functions covered by COOs are covered elsewhere in the book, or in Startup CEO.
Because Startup CXO is a book
