Introduction
Don Ruiz and CEO of element hotshot started business in 1996 with groundbreaking technology in spite of appearance the biotech attention by eradicated disease in potatoes tomatoes. Because of this technology, growers no longer rent to use pesticides when germinating these plants and buyers were happy to purchase these products without these chemicals. With this break through the high society grew to a $400 million company in ogdoad short years.
Sharply rising stock indices on groin Street indicate a growing interest in biotechnology and lead changes at the Food and Drug governing body (FDA), are further enhancing investor confidence in the industry. With all these changes the factor one and only(a) Board, believes it will have to go public within the next few years if they want to keep pacing with the demand and realize conservative annual growth targets of 40%. The company will need Initial Public oblation (IPO) capital for new advertisement, development, and marketing if they are to remain successful.
Gene One is working toward a 36-month maximum deadline for the IPO, with the help of innate members in the community that invest. Gene One will aim the stock exchange that they have the administration and organization capabilities to conform to as a public entity.
Because the death of Don, Gene One will show how the leadership should change to implement a successful IPO. The Ruiz family members will give an analysis of the four be members of the executive team what will be the best leadership structures and styles for Gene One and what the end vision will be.
How leaders Should Change to Implement a Successful IPO
Throughout the company, several(prenominal) issues were brought up regarding what is needed and or required to support the sales agreement of the IPO. The two biggest the company faces are producing new technology, and finding pile who are qualified for the job based upon the Sarbanes-Oxley Act (SOA).
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