was accounted for, and keeping so much of the firm’s value tied to just a handful of people was a risk to long-term success. “I started running models and exploring what to do and in 2010 started exploring ESOPs… we devised a grew between 50% and 100% per year for a number of years. While overseeing the company’s finances, Chief Financial Officer Jeb Shell realized that between the core shareholders, almost 60% of the firm’s value 4 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 07
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