Gerard has been working in the financial industry for over 30 years, helping companies strategically plan for accelerated levels of growth at Scotia Capital, Maple Leaf Angels and Jaguar Capital where he is now Managing Director. Gerard, a Certified Management Consultant leads a management consulting practice with mandates focused on growth in entrepreneurial companies and is an expert in structuring companies to access financing by employing governance, financial management and funding strategies. Gerard has worked on Merger & Acquisition teams transacting over $10 billion of deal flow in his career.
Read more about Gerard's advisory firm at www.jaguarcapital.ca.
Entrepreneurs and founders of innovative technology companies are often thrust into the world of governance. Unfortunately, this is largely by happenstance or as a result of the requirement of the terms of a
There is a considerable amount of writing dedicated to corporate governance for public companies; however, there is substantially less dedicated to governance for private corporations considering the number of Canadian-controlled private corporations dwarf
I had the opportunity to be a keynote speaker at The International Payments Conference held in Toronto, which was attended by an international audience with participation from Europe, the Americas, and Africa. The
There are few experiences that can have such an extremely different outcome on the spectrum from total nightmare to self-fulfilling achievement, but sitting on a board of directors is one of those experiences.
This month I had the opportunity to attend a Fin Tech Conference The Future of Money and Technology in San Francisco. It was a well organized and mostly an American audience. I recommend you
Written by Gerard Buckley with Hilary Green In the shadows of Bay Street, Canada’s established financial district, and communities across Canada, Canada's newest entrepreneurs are feeling the impact of new funding. Partnering with
There is a lot written on the subject of valuations and there are a lot of opinions; however, in the last number of years, a lot of data has been gathered by angel
The role of an independent director is important for all companies and not-for-profit organizations alike; however, it is particularly important for private companies where it is not always apparent who has the interests
I hear much reported on the dysfunctionality of growth stage company boards and board meetings by investors and entrepreneurs alike. They often give the appearance the situation is out of their hands or
It is natural for entrepreneurs and founders to want to control the destiny of their company. Facebook and Mark Zuckerberg are often cited as examples of why a founder should stay in control.
When you take advice from your shopping friend, drinking buddy, the person you last met at a startup get-together or the latest mentor thrown at you by an accelerator, you basically get what
This is part 2 of a two-part series on how startups can set up their governance structure. For part 1 of this series, head on over here. Investor board nominees is a
This is part 1 of a two-part series on how startups can set up their governance structure. For part 2 of this series, head on over here. Most early and growth stage
Yesterday I had the distinct pleasure of being invited by the National Crowdfunding Association of Canada to be a panelist at their breakfast briefing "Igniting Entrepreneurship and Capital Flow in Ontario." The other
It was best said to me recently when I asked a entrepreneur how many times had his advisory board met in one room and how much time he received from his lead "Rock
