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PUBLIC CONTENT

Three Hard Truths About Email Most Executives Overlook

Three Hard Truths About Email Most Executives Overlook

By Small-Cap Institute This was adapted from an advisory bulletin recently written by the chair of our editorial advisory board, Adam J. Epstein.Most disastrous boardroom situations have three things in common: (1) email; (2) impaired reputations; and (3) they were...

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It Might be Time for Small-Caps to Start Caring About ESG

It Might be Time for Small-Caps to Start Caring About ESG

So far, sustainability and environmental, social, and governance issues (“ESG”) have resided squarely in the realm of mid- and large-cap companies and their investors. Larger companies and boards that were flat-footed in understanding and operationalizing ESG are now being forced to play catch up and are working to avoid being tagged as ESG laggards by investors and activists.

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Investors’ Favorite Small-Cap Boardroom Hire

Investors’ Favorite Small-Cap Boardroom Hire

Unlike in most mid- and large-cap companies, it’s common for small-cap companies to be operated and governed by those who are either new to public company roles, or by those who lack significant experience operating and governing public companies.

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Three Characteristics of Companies That Successfully Uplist (public)

Three Characteristics of Companies That Successfully Uplist (public)

In any given year, dozens of publicly traded companies move to Nasdaq and NYSE from other trading venues in the United States; i.e., they “uplist.” Uplisting can be a transformative event for a publicly traded company for all the same reasons a traditional IPO can be. But every CEO who has succeeded with their migration to an exchange will attest that it is a multi-year minefield of risks.

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Examples of Great Small-Cap Boards in Action

Examples of Great Small-Cap Boards in Action

Spend enough time in boardrooms, and you will find that transformative governance often starts in innocuous ways.  A shift in one board member’s body language may open the door for another board member to interject, and before long, a major risk is avoided, or capital...

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The Systemic Dilemma for Small-Cap Service Providers

The Systemic Dilemma for Small-Cap Service Providers

A recent piece in The Wall Street Journal eluded to a fascinating insight: “Companies appear to avoid hiring auditors that have a history of critical audits at other companies…”  Every experienced investor knows that this phenomenon is not solely limited to auditing....

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CEO Corner with Garry Ridge, CEO of WD-40 Company

Small-Cap Institute's Amanda Gerut interviews WD-40 CEO, Garry Ridge. Mr. Ridge is president and chief executive officer of the WD-40 Company (NASDAQ:WDFC). WD-40 Company is the maker of the ever-popular WD-40, as well as 3-IN-ONE Oil, Solvol and Lava heavy duty hand...

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SCI Insights: Candid, Off the Record Q&A with an Institutional Investor & Board Member

SCI Insights: Candid, Off the Record Q&A with an Institutional Investor & Board Member

Public company boards, whether they are listed or not, are supposed to be selected predominantly by independent board members that make up the nominating/governance committee of a board. Sadly, in most small-cap companies, it’s the CEO who personally selects board members. Since board members are supposed to oversee the manner in which the CEO and others operate the company, it’s a glaring problem, as friends don’t typically do a great job objectively overseeing their friends.

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An M&A Process That Creates Value: What Every CEO Should Know (Part 1 of 3 – Planning and Strategy)

An M&A Process That Creates Value: What Every CEO Should Know (Part 1 of 3 – Planning and Strategy)

Organic growth can be slow and hard to come by. In sectors that are periodically most affected by political uncertainty, trade disputes, and other geopolitical changes, customers can end up deferring their buying decisions, which makes new revenue elusive. In other instances, revenue expansion requires substantial investment in R&D that may not pay off for years. Sometimes, growth is constrained by the inability to attract needed talent or the absence of important intellectual property. With growth an imperative, some small-cap CEOs turn to mergers and acquisitions (M&A) as a solution.

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SUBSCRIBER CONTENT

Be Very Careful When Moving a Board Member into the C-Suite

By Susanne MelineA 2018 article in The Wall Street Journal highlighted the increased frequency with which large-cap companies have been replacing CEOs with existing board members[i].  Recent cases include David L. Calhoun (Boeing); John Donahoe (Nike); James Taiclet...

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Cybersecurity Pitfalls to Avoid While Working from Home

Cybersecurity Pitfalls to Avoid While Working from Home

A chief information security officer weighs in with practical advice and red flags to watch for while working from home. By Amanda Gerut As companies continue in remote-work mode, the cybersecurity landscape is undergoing massive shifts. For small-cap companies,...

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Small-Cap Institute’s 2020 Diversity Report

Small-Cap Institute’s 2020 Diversity Report

by Small-Cap Institute Small-Cap Institute’s board diversity initiative is designed to educate small-cap boards about how to efficiently locate board candidates with greater thought diversity. Many experienced small-cap investors concur that boards that are comprised...

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Three Characteristics of Companies That Successfully Uplist (public)

Three Characteristics of Companies That Successfully Uplist

In any given year, dozens of publicly traded companies move to Nasdaq and NYSE from other trading venues in the United States; i.e., they “uplist.”  Uplisting can be a transformative event for a publicly traded company for all the same reasons a traditional IPO can...

read more