Daniel Kim considers the "buzz" on his friend, General Manager fast start, where Kim spent most of his professional career. When Kim came to the company, called cardio-Metric, in 2002, it consisted of seven young engineers (including two 25-year-old founder) works with one bedroom Minneapolis apartment. By 2008, when venture capital supported the company recorded $ 110 million in revenue, Kim became close friends with the founders, who served as CEO and chairman. The success of the heart-metric, however, hide the disturbing internal events. Since 2002, CEO leadership style has progressed from non-traditional, to questionable, with egregious. Kim, cardio-metric on-and-finance director, has repeatedly confronted the Director General for his behavior, including charging a major purchase without a clear business purpose of cardio-metric and present an unrealistic financial projections for investors, but the general director dismissed concerns Kim and told him to do not share them with others in the company. By April 2009, Kim believes that the problem has grown out of control, and he is considering opening operations general director to the board of directors and a group of external auditors. There was a lot at stake. Kim disclosure would certainly destroy his friendship with the CEO, threaten Kim's own role in the company, and even threaten the future of cardio-metric itself. "Hide
by Bill George, Natalie Kindred Source: Harvard Business School 2 pages. Publication Date: April 13, 2011. Prod. #: 411054-PDF-ENG
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