Honor Home Care, founded as an on-demand home care company, evolved into the leading home care technology and operations platforms for home care agencies across the U.S. In the last quarter of 2020, the Honor leadership team raised $140 million in Series D funding to accelerate the company's geographic expansion. Seth Sternberg, CEO of Honor Home Care, must decide between two options- acquiring one large home care franchise or buying several smaller home care agencies. In this case, students are encouraged to explore the advantages and disadvantages of different partnership and acquisition opportunities to scale technology companies in the home care market. The case highlights the complexity of customer acquisition and employee recruiting, management and retention in the industry, and lays out how Honor sought to tackle these challenges, as well as the strategic decisions they faced along the way. The case also chronicles the evolution of the home care industry in the United States, highlighting the market structures that impacted the company's growth.

This case explores the various challenges that Senreve faced in hiring and retaining talent as a rapidly growing organization. The case first describes how the two co-founders developed a vision for their company, created a score card to use in their hiring process, and codified the values they wished to embody as an organization to assess cultural fit. The case illustrates how the co-founders applied their hiring philosophy through three vignettes. The first vignette addresses an early opportunity the pair had to hire a co-founder, who brought a unique set of skills and experience, but lacked other important qualities. The second vignette illustrates a situation in which the co-founders had to decide what to do with an employee who had made important contributions to the firm, but whose role no longer fit with the needs of the company as the company had evolved. The final vignette lays out a dilemma the co-founders faced when they found themselves in disagreement when evaluating a candidate for a key role at the company.

In your first year as chief executive officer (CEO), you will encounter a host of management challenges and opportunities-all of which can be navigated more skillfully if you can tap into the insights and perspectives of a handful of seasoned operators and investors. For this reason, your board can have a significant impact on the company's performance. Unfortunately, CEOs often get far less value out of their boards in the first few years than they might otherwise. The purpose of this note is to ensure that CEOs use their boards as effectively and efficiently as possible.

This case explores the Branch Metrics' cofounders' early days as a team and their pursuit of a viable idea for their startup. The three original cofounders, who met in business school, transformed their business concept entirely several times before finding the idea for Branch Metrics. Starting with a fitness collar for dogs, then starting over with developing a mobile application for low-cost, high-quality photobooks, and ultimately developing a deep app-linking solution for mobile developers, the team experienced multiple setbacks and product failures in their first two years as a team. The case explores the lessons learned through these failures, including how to find product-market fit, staying together as a team, maintaining investor relationships, facing burnout, and having difficult conversations.