10/17/2023 0 Comments Calibre systems ceo![]() ![]() Entrepreneurs cannot build self-sustaining companies simply by “letting go.” While they sketch out the future, entrepreneurs must manage as if the company were about to go under. A venture may fail if its founders do not hire the best people, attract capital, invest in organizational infrastructure, and shape a culture to suit the venture’s strategy.įounders must also consider the evolution of their personal roles. ![]() Great strategies, however, don’t guarantee great execution. Only when entrepreneurs decide what they want from their businesses can they determine what kind of company they must build, what they are willing to risk, and whether they have a well-defined strategy. They may want, for instance, to attain a certain lifestyle, experiment with technology, or build an institution that can outlive them. Why all the conflicting advice? Because in a young company, all decisions are up for grabs.īased on his observations of several hundred start-up ventures over eight years, Amar Bhidé has developed a three-step sequence of questions that all entrepreneurs must ask themselves in order to establish priorities among the vast array of opportunities and problems they face: What are my goals? Do I have the right strategy? Can I execute the strategy?īefore entrepreneurs can set goals for a business, they must articulate their personal goals. Those are some of the suggestions that entrepreneurs sort through as they try to get their ventures off the ground. in Economics, both from Stanford University.Diversify your product line. With his deep understanding of CALIBRE’s business and needs, Craig is well suited to lead our finance team.”Ī recipient of the Presidential Rank Awards of Distinguished Executive (20) and Meritorious Executive (1998), College received a BS from the United States Military Academy at West Point, and an M.A. “During Craig’s six years with CALIBRE, he has made many significant contributions to the company and played a pivotal role in developing and utilizing data analytics to manage our company. “Craig’s experience in cost and economics, along with his operations and data analysis experience, makes him an excellent choice for this role,” said Joe Martore, president and CEO. ![]() College began his service as a senior executive in the Office of the Secretary of Defense where he served as director of the Economic Analysis and Resource Planning Division and director of the Force and Infrastructure Cost Analysis Division. Prior to joining CALIBRE, he was the deputy assistant chief of staff for Installation Management in the Department of the Army. College joined CALIBRE in October 2012 after 34 years of government service as a military officer and civil servant. ![]() Additionally, he retains strategic growth responsibilities in support of current corporate business areas and mergers and acquisitions.Ĭollege previously served as the executive vice president and chief strategy officer and was responsible for conducting industry analysis and preparing strategies for service offerings, client development and cost management across the company. College to executive vice president and chief financial officer effective June 1, 2018.Īs chief financial officer, College is responsible for overseeing financial and accounting operations, strategic financial planning, capital structure, treasury management, the Employee Stock Ownership Plan (ESOP), 401(k) management, contracts and procurement, and strategic communications and graphic design. ( CALIBRE) announced the promotion of Dr. ![]()
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