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SALARY SURVEY 2016

SALARY SURVEY 2016

SALARY SURVEY 2016

In Autumn 2016, we conducted a salary survey focused on non-executive remuneration.

Thanks to the contributions from our network we’ve been able to gain some unique insight into the trends in cash and equity compensation of chairs and non-executive directors in high growth companies.

In Autumn 2016, we conducted a salary survey focused on non-executive remuneration.

Thanks to the contributions from our network we’ve been able to gain some unique insight into the trends in cash and equity compensation of chairs and non-executive directors in high growth companies.

In Autumn 2016, we conducted a salary survey focused on non-executive remuneration.

Thanks to the contributions from our network we’ve been able to gain some unique insight into the trends in cash and equity compensation of chairs and non-executive directors in high growth companies.

SALARY SURVEY 2016

SALARY SURVEY 2016

SALARY SURVEY 2016

A study of non-executive remuneration in high growth businesses

Erevena clients regularly seek our advice on compensation so this year we fielded our first Non-Executive salary study to offer some transparency on this issue.

A study of non-executive remuneration in high growth businesses

Erevena clients regularly seek our advice on compensation so this year we fielded our first Non-Executive salary study to offer some transparency on this issue.

A study of non-executive remuneration in high growth businesses

Erevena clients regularly seek our advice on compensation so this year we fielded our first Non-Executive salary study to offer some transparency on this issue.

SCALING CONSUMER TECH

SCALING CONSUMER TECH

SCALING CONSUMER TECH

SCALING CONSUMER TECH

SCALING CONSUMER TECH

SCALING CONSUMER TECH

Most entrepreneurs find that scaling technology functions is an unknown unknown if they haven’t personally lived through certain phases of growth.

We asked a small selection of prominent CTOs to answer some key questions from founders and investors regarding management of technical teams in the scaling process.

Most entrepreneurs find that scaling technology functions is an unknown unknown if they haven’t personally lived through certain phases of growth.

We asked a small selection of prominent CTOs to answer some key questions from founders and investors regarding management of technical teams in the scaling process.

Most entrepreneurs find that scaling technology functions is an unknown unknown if they haven’t personally lived through certain phases of growth.

We asked a small selection of prominent CTOs to answer some key questions from founders and investors regarding management of technical teams in the scaling process.

Most entrepreneurs find that scaling technology functions is an unknown unknown if they haven’t personally lived through certain phases of growth.

We asked a small selection of prominent CTOs to answer some key questions from founders and investors regarding management of technical teams in the scaling process.

BUILDING A BOARD

BUILDING A BOARD

BUILDING A BOARD

Gauging when and how to build and maintain a board is a tricky process for early stage and established businesses alike.

A board should change as the company moves through it's lifecycle: The composition and role of the board reflects the stage of business the company is in.

Gauging when and how to build and maintain a board is a tricky process for early stage and established businesses alike.

A board should change as the company moves through it's lifecycle: The composition and role of the board reflects the stage of business the company is in.

Gauging when and how to build and maintain a board is a tricky process for early stage and established businesses alike.

A board should change as the company moves through it's lifecycle: The composition and role of the board reflects the stage of business the company is in.

BUILDING A BOARD

BUILDING A BOARD

BUILDING A BOARD

Gauging when and how to build and maintain a board is a tricky process for early stage and established businesses alike.

A board should change as the company moves through it's lifecycle: The composition and role of the board reflects the stage of business the company is in.

Gauging when and how to build and maintain a board is a tricky process for early stage and established businesses alike.

A board should change as the company moves through it's lifecycle: The composition and role of the board reflects the stage of business the company is in.

Gauging when and how to build and maintain a board is a tricky process for early stage and established businesses alike.

A board should change as the company moves through it's lifecycle: The composition and role of the board reflects the stage of business the company is in.

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What We Do

At Erevena, we help to hire senior people into companies that are trying to do things differently.

We work with CXOs and shareholders to solve complex senior hiring challenges. We focus on your future.

We think that Search should be an advisory process. In solid-state organisations where it’s ‘business as usual,’ companies understand their own needs and don’t normally need to hire external advisors to help.

In venture-backed companies, entrepreneurs are doing things that have never been done before. We have a long track record of working with founders to shape strategies for how they hire the most situationally relevant executives to make their plans a reality.

The majority of industries are in a state of violent transition and many face threats that they don’t understand and are not structured to withstand. Our work in venture has given us a lens into the future of many industries. We use this to work with executive teams to help them understand how best to adapt so that ultimately they can endure.