Mark Leuchtenberger & Rib-X Pharmaceuticals: Member in the News


Posted by Loren G. Carlson | Posted in CEO, CEO News, CEO Roundtable, Members In The News, Miscellaneous | Posted on 29-11-2011

Mark Leuchtenberger, CEO, Rib-X Pharmaceuticals, announced his company is filing for an $80 million IPO.

Rib-X Pharmaceuticals Inc. ( filed plans for an initial public offering of up to $80 million worth of common stock as the biopharmaceutical company looks to raise funds to further the development of its drug candidates.

Rib-X develops antibiotics to treat serious and life-threatening infections. The company said its drug discovery platform examines the interactions between drug candidates and their bacterial targets, which enables the company to engineer antibiotics with enhanced characteristics.

Its most advanced drug candidate, delafloxacin, is intended for use as a first-line therapy primarily in hospitals prior to the availability of a specific diagnosis. The company anticipates submitting a New Drug Application for delafloxacin for the treatment of acute bacterial skin and skin structure infections as early as 2014. The company’s second product candidate, radezolid, is also an antibiotic designed to treat skin infections. Rib-X is also working to develop a drug candidate with partner Sanofi SA (SNY, SAN.FR).

The company intends to list its shares on the Nasdaq Global Market under the symbol RIBX.

Mark is a longtime member of CEO Roundtable. We congratulate Mark and his team on this accomplishment. So many try; so few succeed!

Learn more about CEO Roundtable Members in the News here.

CEOs: Burning bright or burning out?


Posted by Loren G. Carlson | Posted in CEO, CEO News, Leadership, Miscellaneous | Posted on 25-11-2011

Editor’s note: Steve Tappin is the CEO of Xinfu. He is the author of “The Secrets of CEOs” (2008) and forthcoming “Dream Corporation, Dream Leaders, Dream Life” (March 2012).

(CNN) – Human beings can experience 34,000 different emotional states. But our research shows that in an average working week, most CEOs experience just one dozen emotions across work and home life. Those twelve emotions are mostly negative: Being overwhelmed, frustrated, angry, disappointed, and fearful.
When I quizzed 200 western CEOs on the personal pressure they felt in their jobs, a typical response was: “I can’t talk to the chairman because in the end he’s the one who is going to fire me. I can’t talk to my finance director because ultimately I’m going to fire him, and I can’t tell my wife because I never see her and when I do, that’s the last thing she’ll want to talk about.”

About half confided they find the job intensely lonely and don’t know who to turn to for advice. Indeed, Antonio Horta-Osorio’s leave of absence from Lloyds Banking Group this month illustrates how the stress of the CEO role can leave individuals ill.

Why is it so difficult at CEO level?

The day to day pressures of the job are intense. Most CEOs are at the mercy of their diaries, their businesses, the press and their shareholders. With the western economies entering a long, hard winter, and the rising competitiveness of eastern businesses, CEOs in western countries face some of the harshest conditions of their careers.

The long term personal toll can also be huge. One typical FTSE100 CEO told me: “I have been married twice and have four kids and one grandchild. I can’t remember the first two boys growing up when I was with my first wife. We separated when they were eight and nine. I can’t remember them when they were young.”
Most CEOs respond to this pressure — and frequent self doubt — by creating command and control systems. They take all crucial decisions, which are then meant to be executed lower down. The model depends on the CEO being an expert with good answers, typically based on their training as a finance director or deep commercial experience in their market. But the reality is almost all problems are channelled up to the top. So the CEO faces a huge burden.

Is life different for CEOs in the east compared to the west?

I interviewed a hundred leading Chinese entrepreneurs for my next book, and found the CEOs are constantly near exhaustion. In contrast to western CEOs they are tired not by a hard economic reality but because they have huge dreams. Typically, they have not yet worked out how to manage the hyper-growth their dream and the booming market are creating.

This can cause problems because businesses need the driving energy, strategic clarity, commercial grip and inspiration that a great CEO can provide if they are to deliver their full potential for their owners, staff, customers and society. Tired professional managers and exhausted dreamers will not get the best from their businesses. In the current hard economic winter in the west and booming spring of China, inspiration and trust from the top will be vital ingredients in getting the best returns from businesses.

How can CEOs learn from different cultures?

Being a CEO is a huge and complicated job, and each business needs a bespoke approach. But CEOs can make a start with five steps:

1. Clarify your dream. Western CEOs should learn from the Chinese. What do you truly dream of building? Rediscover the excitement and thrill that drove you to the top in the first place.
2. Build a fellowship. Most CEOs take too much direct personal control. It stifles those around you and it exhausts you. Learn to build a fellowship you trust and who will deliver for you every time.
3. Rekindle the spirit of your business. Narayana Murthy, founder and chairman Emeritus of Infosys, arguably the most globally successful Indian business of the last 25 years, told me: “To me, leadership is primarily about raising the aspirations of people, making people say that they will walk on water.” Use your dream to inspire your teams and businesses. Share it with business partners to help you build trust.
4. Build a personal support system to ground you. Make rules to safeguard your recharge time, reconnect with your partners and kids and stay healthy.
5. Get out of the day to day. The best CEOs work on business as usual by exception, not as the norm. They maintain a tight grip of their business with robust systems and review but do not lurch from day crisis to day crisis.

Ultimately, CEOs who are suffering need to find a new way of leading. In this high octane world, they can either work in a new way or burn out.

3 Reasons Why CEO Confidence Surged in November….


Posted by Loren G. Carlson | Posted in CEO, CEO News, CEO Roundtable, Success | Posted on 14-11-2011

….And 3 Reasons Why It Won’t Stay That Way.

Via ChiefExecutiveNet:

When Chief Executive polled its CEOs last week about their overall perceptions of business conditions, sentiments seemed to be running high. The Index, our monthly gauge of CEOs’ perceptions of overall business conditions, finally saw an uptick in optimism after a general decline over the year.

Confidence jumped 7.1 percent to 5.23 out of a possible 10, bringing confidence back to levels seen this summer. Though overall confidence has dropped 18 percent since the Index’s 2011 high of 6.39 in February, November’s jump seemed to be an indication that conditions are starting to recover.

Here are three things that happened in October that helped boost CEO confidence:

1. Financial markets surged
2. An agreement was made on euro-zone debt crisis
3. Corporations saw solid Q3 earnings

Projections for key business metrics also saw a boost. Over 69 percent of CEOs expect to see increased revenues over the next year, a 15 percent increase from October.

After five months of increased hiring hesitation, more than 40 percent of CEOs expect to increase their workforce over the next 12 months. In September, fewer than 30 percent of CEOs planned to hire, a huge drop from April’s 48.84 percent.

In addition to increased revenue and hiring projections, CEOs also are optimistic about profit projections. Over 58 percent of CEOs expect to see increased profits compared with just 46 percent one month ago.

Capital expenditures are also slowly recovering; almost 45 percent of CEOs expect to increase cap ex. Though down from February’s 54 percent, cap ex increases are still an indicator of positive business investment.

Though there is continuous CEO discontent with U.S. political leadership and a consensus that regulations are stifling a full economic recovery, there are signs that things are looking up. One CEO said, “We are seeing former clients become strong financially again and returning to us to receive our public relations/marketing/media relations services, which they discontinued at the height of the recession. Smart executives know that visibility equals market share, and market share is fairly inexpensive now. While others sit out on the sidelines, visionaries are getting back in the game.”

Another CEO noted, “U.S. based corporations are cautiously giving up some cash,” which is progress in the right direction. Another has found success in specific markets: “We have been fortunate to identify specialty niches with high demand and a limited qualified supply of service providers. So while we see the overall economy as weak, our growth has come from recognizing these niches early and positioning ourselves as early market leaders.”

These numbers and comments, however, were compiled between November 1 and November 4. Since then, there have been political and economic developments that could potentially push confidence back down:

1. Italy may be poised to be the next Greece
2. U.S. added fewer jobs than expected in October
3. Oil prices are up more than 20 percent in 5 weeks

Let’s hope the second half of November can be more like October.

Check out some of the charts & figures from this article….

Robert Glorioso & Enflight: Member in the News


Posted by Loren G. Carlson | Posted in CEO, CEO News, CEO Roundtable, Members In The News, Success | Posted on 02-11-2011

Stow, MA (October 17, 2011)Enflight, a leading innovator of intelligent flight planning applications, today announced the addition of Chairman, Dr. Robert Glorioso and Vice President of Marketing, John Gitelman to its executive team. Their addition coincides with efforts to advance the next generation of intelligent flight applications for the iPad® to make flying easier for pilots.

Dr. Glorioso brings his considerable experience as an executive, consultant, investor, board member, entrepreneur, inventor, author and pilot to Enflight. He is the founder and principal of QC Avionix, a creator of cockpit accessories for pilots. Earlier in his career he was Vice President and Director of the Pacific Rim Board for Digital Equipment Corporation. He founded and served as CEO, President, and Chairman of Marathon Technologies, a software company delivering high availability, fault and disaster tolerant computer systems. He was chairman of Turbine, a massive multiplayer games company and served on the boards of Proteon, Netrix, and Ultranet Communications in the public network and ISP fields.

About Enflight
Enflight offers pilots an exclusive suite of flight plan workflow products and tools that enable pilots to plan flights faster, more easily, and more safely. The software offers industry-leading web-based and iPad® applications that provide flight planning and FAA legal briefings featuring sophisticated Personal Minimums Analysis and patented at-a-glance TAFSpiral™ weather infographics. As the original authors of the DUATS (CSC) briefing service, Enflight has the most established and tested code base in the business and wrote the original AOPA flight planning system. For more information, please visit

Learn more about CEO Roundtable Members in the News here.

Regulation, CEOs, & The Future of Business


Posted by Loren G. Carlson | Posted in CEO, CEO News, Leadership, Miscellaneous | Posted on 02-11-2011 comes out with another amazing article that tackles how CEOs are manuevering through this new economy filled with regulation landmines.

In the wake of the global economic crisis, and with the sluggish recovery still sputtering, CEOs have had to lead their companies through unprecedented and prolonged uncertainty. They’ve been forced to keep one eye on the road ahead and one on Washington, where politicians debate a host of reforms—regulatory, healthcare, financial—that have the potential to greatly hinder rather than help companies’ ability to get moving again. And the collective lack of confidence in Washington’s savvy to craft stable economic policy has held corporate leaders back from taking the kinds of risks necessary for private-sector growth.

But while those in the boardroom can articulate what’s wrong with the strategy devised by U.S. political leaders, that message is not being heard on Capitol Hill, agreed attendees gathered for a roundtable discussion about whether governance is inhibiting corporations’ ability to help shape U.S. economic policy and recovery. The reasons for that disconnect are manifold, according to CEOs at the roundtable, held in partnership with Korn/Ferry International, a global provider of talent management solutions.

For starters, a mutual distrust and misinformation has plagued both sides. Even top leaders in Congress don’t necessarily know how the private sector functions, said Steve Odland, former CEO of Office Depot, who recalled a meeting with a well-known senator. “He said, ‘You’re a public company. You’re in the public sector.’ And I said, ‘No, Senator. Public companies are actually in the private sector.’ So there’s this confusion here. I think public companies have come under duress from government because they’re viewed as part of the public holdings, rather than as accessing public capital.” Opening the lines of communication between the business sector and government is critical, he added, if for no other reason than education. “If not, I’m afraid that public companies will become more and more socialized, and as that happens, I think there will be less and less access to public companies.”

And U.S. government will likely continue to adopt policies that make it more challenging for companies to succeed. The cost of labor and doing business in the U.S. is just one example. “We manufacture in the United States against all odds,” said Farooq Kathwari, chairman and CEO of Ethan Allen Interiors. “You know what the cost of labor in Mexico is? About $5,000, everything included. In Honduras, it’s $3,300. And people in Honduras are moving to Nicaragua—that’s $2,800. Over here, in North Carolina and Vermont, with everything included, it’s $35,000 to $40,000. And on top of it, our taxes are high, our energy costs are high.”

Continue reading over at ChiefExecutive….

Dennis Goldberg & LipimetX: Member in the News


Posted by Loren G. Carlson | Posted in CEO, CEO News, CEO Roundtable, Members In The News, Miscellaneous, Success | Posted on 01-11-2011

Dennis Goldberg, CEO of LipimetiX, was featured on CNBC TV on Monday, October 24, discussing the business model now being used in the biotech industry, a small team of biotech experts with experience in all facets of the the discovery and development paradigm. The virtual model is best suited for development of a lead compound or biologic.

Discovery is more difficult in a virtual model, and it remains to be proven viable, while the development programs are very readily accomplished with this approach. This is a very capital-efficient business model for the VCs, but it may not be a very good model for drug discovery because it limits “shots on goal” and reduces the chances of serendipity.

Learn more about CEO Roundtable Members in the News click here.