Heidi Roizen, a Stanford graduate, had spent most of her time in her career building networks, which includes many powerful business leaders in the technology sector. Over the years, she had mastered the skill of blending her professional and personal networking. After several transitions in her career, she had joined at Softbank as a part time venture capitalist. However, after four months at her job, she realized that she had to devote 80% of her time to the company. She had wondered what impact her role as a venture capitalist would have on her ability to build and maintain her network in the future, how would it affect her personal and professional relationships and if she needed to make any change in approach to allow her to do both successfully.
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Secondly, she had managed to get a recommendation from her company’s CEO to complete her graduation in business from Stanford. Thirdly, she had been successful in turning T/Maker into a business and grow it to $15M in sales and 100 employees. Fourthly, she had been elected as a president of the Software Publishers Association. Fifthly, she had joined Apple as VP of Worldwide Developer Relations, helped to regain confidence in the developer’s community in Apple’s long term viability and tested her network. Sixthly, she had worked as a “mentor capitalist,” in which she served as an active outside board member for startups. And finally, she had joined Softbank as a general partner. All of her achievements were due to the fact that she had been able to successfully develop networks by meeting smart, interesting people and helping them to connect with other people she knew. She had attended numerous industry conferences and events, and joined a handful of well-known technology-oriented groups. And she had been able to successfully maintain her network due to the following reasons. Firstly, she would only leverage network if the connection would benefit both parties. Secondly, she had been a firm believer that performance and consistency were
Secondly, she had managed to get a recommendation from her company’s CEO to complete her graduation in business from Stanford. Thirdly, she had been successful in turning T/Maker into a business and grow it to $15M in sales and 100 employees. Fourthly, she had been elected as a president of the Software Publishers Association. Fifthly, she had joined Apple as VP of Worldwide Developer Relations, helped to regain confidence in the developer’s community in Apple’s long term viability and tested her network. Sixthly, she had worked as a “mentor capitalist,” in which she served as an active outside board member for startups. And finally, she had joined Softbank as a general partner. All of her achievements were due to the fact that she had been able to successfully develop networks by meeting smart, interesting people and helping them to connect with other people she knew. She had attended numerous industry conferences and events, and joined a handful of well-known technology-oriented groups. And she had been able to successfully maintain her network due to the following reasons. Firstly, she would only leverage network if the connection would benefit both parties. Secondly, she had been a firm believer that performance and consistency were