Hi! 👋

Most people intuitively understand that you need to take breaks when it comes to physical performance. Yet there are leaders who don’t think their teams need to pause to take a breath.

Angel investing has gained a lot of popularity. Here is my attempt to write the introduction post that I would have wanted to read when I started out almost four years ago.

The rewards for being the best at something are exponentially greater than being ok at many things. If you've been in business for a couple of years, you’ve probably heard this over and over again in the context of product strategy. But here's what's interesting - these same companies who get it right in terms of strategy can completely miss this principle when it comes to their people.

The team didn’t need me to tell them how to build features. They needed to understand why we were building them in the first place. And as I removed myself from the day-to-day operations, the team started moving faster.

During a conversation with a fellow coach, I had a realization that shook me to my core. For the past five years, I’ve been clinging to an identity as “the person who made it,” and with that, reluctant to put myself in situations where that identity might be challenged.

Throughout a startup's journey, the role of the CTO goes through four different stages, and each stage requires different types of leadership. Knowing what stage you are in and where the focus should lie is key for both CTO and founder.