The journal
Essays and field notes on leadership, teams, entrepreneurship and the decisions behind meaningful companies.
The salary wasn’t the expensive part.The regression was.Momentum slowed.Confidence dipped.Decisions tightened.And slowly, the founder stepped back into operations.Approving again.Fixing again.Clarifying again.The real cost of a mis-hire isn’t payroll.It’s…
Read the story →Three months in, and the founder said:“I don’t think they’re senior enough.”Interesting.When I asked what decisions they fully owned…Silence.When I asked what metric was 100% theirs…Silence.When I asked…
Read the story →On paper, they were exceptional. Strategic. Fast. Independent. But six weeks in, friction started. They moved quickly. The founder moved cautiously. They made decisions. The founder rechecked them.…
Read the story →It looked like the perfect hire. Strong resume. Confident in the interview. Great culture fit. Three months later, I was back in every decision. Client approvals. Team clarifications.…
Read the story →Most hiring mistakes happen before the interview. Not because the candidate was wrong. Because the role was. Founders usually start with: “Who do I need?” But the better…
Read the story →Your next hire shouldn’t “add capacity.” It should change how your business operates. Most founders hire when they feel pressure. More clients → hire. More work → hire.…
Read the story →Most hiring problems start with optimism.“We’ll figure it out once they start.”“They’re smart, they’ll adapt.”“We just need someone capable.”Optimism is great for vision.It’s dangerous for hiring.Because hiring is…
Read the story →Hiring too early can hurt you. Hiring too late can bury you. Most founders don’t struggle because they can’t find talent. They struggle because they hire at the…
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