• Skip to main content
  • Skip to primary sidebar

Boostphase

Changing Your Business Trajectory

  • Home
  • About
  • Blog
  • Roundtable
  • Files
  • Calendar
  • Contact

About

Boostphase: When a rocket launches and accelerates towards its destination.

Boostphase: Helping you precisely adjust the launch and acceleration of your project to maximize your chances of success.

Our services are based on decades of experience with technology, entrepreneurship, and innovation management.

Stephen Fleming

Stephen Biltmore 300px
At various times, Stephen Fleming has been paid to be an optical physicist, laser fabricator, software developer, field engineer, product manager, corporate trainer, marketing executive, salesman, general manager, entrepreneur, author, venture capitalist, board member, investment banker, consultant, angel investor, public speaker, adjunct university faculty, commercial landlord, senior academic leader, and economic developer.

As a venture capitalist, Stephen has over 15 years of private equity experience at the General Partner level. Prior to his venture capital career, he spent 15 years in operations roles at AT&T Bell Laboratories, Nortel Networks, and LICOM (a venture-funded startup).

An Atlanta native and summa cum laude graduate of Georgia Tech, Stephen returned to his alma mater in mid-2005 where he served through 2015 as Vice President, Economic Development and Technology Ventures, Executive Director of the Enterprise Innovation Institute at Georgia Tech, and Director of the Advanced Technology Development Center (ATDC). At Georgia Tech, he was one of the two initial principal investigators funded by the National Science Foundation to establish the I-Corps program. He moved to Tucson in 2017 to create a new role as Vice President, Strategic Business Initiatives, at the University of Arizona in Tucson.

Stephen is active in the “alternative space” industry; he is an investor in ten private aerospace companies and is a founding member of the Space Angels Network. Mr. Fleming also served on the boards of the Technology Association of Georgia and of Culture Connect, a not-for-profit fostering cultural fluency between immigrants and the community at large. He is a former board member of the Spiritual Living Center of Atlanta, and of Tech High School, a charter high school that emphasized science, math, and technology in urban Atlanta. He is a member of the Leadership Atlanta Class of 2014.

If you’d like a printable CV, you can download it here.


Primary Sidebar

Connect

  • X
  • Facebook
  • LinkedIn
  • Email

Stephen Fleming Follow

Changing your business trajectory.

Boostphase
June 1, 2026

Good advice.

Erik Bruckner @E_Bruxxx

One thing deep tech / hard tech founders don’t appreciate enough: some of the best capital comes from family offices. Many are founder-operator types, think long-term, move quickly, well networked and generally understand industrial businesses better than VCs. Traditional venture

March 27, 2026

Sarbanes-Oxley was so obviously destructive that neither Sarbanes nor Oxley ran for re-election.

Handre @Handre

Sarbanes-Oxley turned going public into a $3 million annual compliance nightmare. IPOs dropped 76% in the decade after 2002 -- from 457 average annual IPOs in the 1990s to just 108 from 2003-2012.

The compliance costs hit small companies hardest (obviously). Goldman Sachs

February 2, 2026

“The median growth-stage venture-backed company cannot go public at a valuation that returns capital to the late-stage investors.”

True. And this is a real problem.

Will Manidis @WillManidis

http://x.com/i/article/2018312833503465472

January 27, 2026

Good advice.

ℏεsam @Hesamation

everyone must read this piece from Steve Jobs

January 17, 2026

All the important discussions between founders and investors should happen BETWEEN board meetings. The actual board meeting should be (1) a fulfillment of legal requirements, and (2) a chance to have 2nd- and 3rd-tier managers present their work, and give them a chance to shine.

Todd Saunders @toddsaunders

Most early stage founders are bad at board meetings. I was one of them!

Not because they lack effort, but because they think the job is to impress instead of to operate.

After 38 board meetings as a CEO, I learned the opposite lesson: the best board meetings feel boring,

Retweet on Twitter Stephen Fleming Retweeted
November 21, 2025

I used to phrase it as:

Startup CEOs can’t share their troubles with their employees because they’ll quit.

They can’t share with their investors because they’ll get fired.

And they can’t share with their spouse because she will say “You never should have quit that job at the

Load More
Tweets by Boostphase

Copyright © 2026 · Genesis Sample Theme on Genesis Framework · WordPress · Log in

Loading Comments...