How Mike Baur Co-Founded Swiss Startup Factory

Mike Baur journey entrepreneurship is one of pure accomplishment. There was never a moment when he felt like he’d lost. There were some moments when he didn’t know what to do, but he always found his way to success. He’s one of those naturally talented people.

According to the Wall Street Journal, Baur’s been working in finance since he was 16 years old. In 1991, he got his first corporate job at a Union Bank of Switzerland. One of the hiring managers realized how special Baur was and told Baur every promotion he could achieve before retirement.

Regardless of the hiring manager’s wishes, Baur was not meant to work at UBS forever. He did work there throughout the 90s, earning just as many promotions as predicted. He even earned a high-ranking advisory position, but his love for finance began to fade. In 2008, he left UBS.

In an attempt to reignite his passion, he accepted a job a Clariden Leu. Working in their Zurich office did the trick for a while, but his passion still faded. After the recession, the banking environment got worse, forcing Baur to leave the industry entirely. He just couldn’t put up with all the red tape anymore.

Dissatisfied with banking, Baur decided to become an entrepreneur. The same year he left Clariden Leu, he teamed up with Max Meister and co-founded Swiss Startup Factory. Immediately, SSUF became his new passion. He loves going to work every day and meeting new entrepreneurs eager to learn from him.

Every participating enterprise gets personal mentoring and skills training essential to their success. The most promising enterprises get financial support and networking advice from the co-founders and other investors. The most important skill they teach involves obtaining funding. Baur, in particular, takes this aspect very seriously.

Since co-founding Swiss Startup Factory, Mike Baur’s really taken to doing interviews. He loves telling the world about his new passion. For a start, SSUF owes it independence to his brilliant finance skills. Because SSUF is independent, they don’t worry about conflicts of interest when it comes to investing in a startup.

He also loves telling people about why he called the company a “factory”. Factories bring to mind an image of continuous production, which is what kind of incubator SSUF is.


Employee Compensation Recommendation By Jeremy Goldstein

Various factors affect the creation and maintenance of viable economic wellbeing of a company. However, addressing the elements is challenging for most of the firms. Jeremy Goldstein, who is an attorney based in New York, has handled various situations involving conflicts. Employees and investors in the business are the losers in such battles. Jeremy has previous worked in large firms such as Verizon, Goldman Sachs, and Bank of America. With the experience from the firms, he offers advice on handling earnings per share (EPS) for the company and other incentive programs to employees. Additionally, he provides an insight into the usage of performance-based programs.

EPS is a significant concern to shareholders since it has a high impact on stock price. EPS influence a shareholder whether to sell or buy more shares of the company. For employees, EPS provides a positive outlook towards compensation. It propels a company to increase pay to the employees. According to recent studies, the companies which include EPS to their pay structure are more successful.

Those who oppose the use of EPS in a firm argue that EPS can result in favoritism. The opponents also outline that the metrics of EPS does not provide collective control. The parameters, they claim, will allow executives more power to gauge whether individual metrics have been met with EPS by an employee who will result in inaccurate results. Companies could skew results to increase share sales which could mislead shareholders and is illegal in business.

Opponents also add that the metrics are mainly for short-term profitability. EPS does not provide a sustainable method to support the corporate goals of the company and reinvestment in the long run. Also, the performance-based incentives are unreliable and vary from period to period hence EPS might not useful back up for the stock exchange.

Jeremy Goldstein provides a balance between supporters and opponents of EPS. He advises firms to find a program which holds executives responsible for their actions. The plans should ensure incentives are measurable and match with long-term goals of the firm.

About Goldstein

Jeremy Goldstein is a founding partner of Jeremy L. Goldstein & Associates, LLC which a law firm offering advice to CEOs, compensation committees, top management, and on corporate governance. Before working at his firm, Jeremy worked at Wachtell, Lipton, Rosen, and Katz as a partner. Goldstein is a graduate of Cornell University with a degree in Art History. He obtained Masters in Art History from the University of Chicago.

Jeremy Goldstein has taken part in some significant business transactions in the past ten years such as the acquisition of Verizon Wireless by ALLTEL Corp and Goodrich to United Technologies among others. Learn more: