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Ethan Berman, CEO of JP Morgan's risk management spinoff, has grown RiskMetrics Group (RMG) from a small team of 30 to a 70-person firm contemplating an IPO. Along the way, the consensus-based decision-making process that he espoused started to prove unwieldy; his personal and informal managerial style also could not meet the growing demands on his time. More senior managers were needed - but who? Could the unique, informal culture of the group be maintained as it grew into a mid-sized firm? How should Berman go about making these decisions? Teaching purpose: To demonstrate the leadership challenges of growing a small entrepreneurial business.