In Parts I & II, we introduced you to four experienced executives who have made the switch (or are looking to) from traditional companies to startup companies. We've described why they decided to make the switch from bricks to clicks; and how they did it -- now we'll delve into some of the issues that these executives have to face in the office every day.

Lee Black is a lawyer who's been practicing for 27 years. He is now general counsel at an Internet startup. Carla McKay, a Human Resources professional, works in business development for a Silicon Alley dot com. David Hirschler, a seasoned marketing executive/brand manager, also works in Silicon Alley. And Bill Davis, an executive with over 30 years of experience in high tech, is currently in the third month of his startup job search.

The power principle
Another conspicuous difference between startups and traditional corporations is the relative absence of hierarchy. There are positive and negative aspects to this. When she joined her new company, "I was leaving a situation where I was the manager," McKay points out. " I had a great deal of credibility amongst my coworkers. Moving to a startup, you don't necessarily find those levels of management." The upside, of course, is that "there's no bureaucracy. I have never worked for a company where there were no set policies and procedures," she adds.

Hirschler certainly doesn't miss the corporate hierarchy. At my previous job, "60-70 percent of my time was spent either in meetings, planning them, traveling to them, or preparing presentations. I was no longer building business the way I wanted to," he explains "My team did the work, and I was not that connected to them." At his new job, "I feel a passion I haven't felt for eight years," he remarks, "everyone is focused on making things happen." ~

Davis sums it up well, noting that "there's this desire for all but the most pompous of us execs to get back in touch with our roots. Many a VP was an engineer once upon a time. We enjoy a break from the administrativeness of our jobs at large corporations." Davis goes on to add that "At start-up companies, it's a virtual requirement that we get right into the mix -- administrative duties become a peripheral concern. There's the excitement of meeting with VCs to 'sell' the company and its product -- something that we rarely get to do at larger companies."

The age issue
Though in theory they appreciate what experienced execs bring to the table, many startup employees are still getting used to having "real managers" come in and try to implement change. Quite often startup founders, managers and employees do sometimes chafe at the advice they receive from so-called "gray hairs."

Black feels the entrepreneurs he works with respect his contributions, as do other company employees, "for the most part." He adds that "it's important to keep in mind that the reason young companies often beat out more established ones is that they are not hung up on the old rules. They can be faster, quicker, cheaper and more flexible." If traditional industry veterans can stay open minded, they'll be happier in the startup scene.

But it's a two-way street. Hirschler walked into his new job with an open mind, but he remarks that his coworkers also appreciate the value of his experience. "Sometimes I am surprised at how easily people will express their opinions without a careful study of the subject," Black comments. "Whether you're a young person or you have 15 years of experience," he adds, "it's good be self confident; but be aware of your limitations."

One thing McKay admits she has to learn is "how to work with younger people." "Throughout my career," she explains, "I've had to learn to work with people older than me. Now I have to learn to relate to people coming at this from a totally different perspective." ~

The final word

"Know your potential employer. Most startups have a web presence, so learn as much as you can about the executives and founders. Look at lower level positions to determine what the company actually produces. Next stop -- the venture capitalists. Find out where the backing is coming from and it may tell you who the people are at the top."
--Bill Davis

"Make sure the founders of the company -- and the rest of the people working there -- are honest and smart. Get to know them. Ask lots of questions, and ask people about them. You should judge them by the people they associate with. Find out who is investing in them and why."
--Lee Black

"Do a lot of due diligence. Determine whether the company and its business plan are viable. Learn about their revenue model and differentiated assets that are unique and proprietary. Then do some soul searching and make sure you understand what drives you. If it's pure financial gain, don't bother going to a startup. If you have passion, and you want Internet experience, then go for it.
--David Hirschler

"Talk to people in the industry, and of course at the companies you're interviewing with. Make sure to talk to veterans, not just recent hires. And remember that in this day and age, you should go with your gut. The market is too good not to take a chance.
--Carla McKay