Reading “The 48 Laws of Power” has been a struggle for me. The book’s focus on lying and deceit goes against my business values. Good business thrives on genuine collaboration, not manipulation. Authenticity and transparency are my core principles. I share data openly

Silos get a bad rap, but I am a huge fan of silos in companies. People need to be held accountable and take ownership of their tasks. When you give someone a department to run, you give them a silo. This brings a strong sense of ownership and accountability. Silos

Reading “The 48 Laws of Power” has been a struggle for me. The book’s focus on lying and deceit goes against my business values. Good business thrives on genuine collaboration, not manipulation. Authenticity and transparency are my core principles. I share data openly

There is a significant overlap between raising kids and running a business. In both, you need to be prepared for the hard road. Few things ever go according to plan. I'm preparing my boys to be resilient in a world of soft people. Some parents complain about too much

I can’t stress enough the opportunity that reading provides to entrepreneurs and executives. Reading is a brain vacation. It lets you unplug and relax while expanding your horizons. In my opinion, fiction trumps non-fiction. We have enough people bragging about

If you want the perks of success, you need to handle the responsibility that comes with it. Success isn’t about adding an impressive title to your LinkedIn and bragging. It means being the person who can put out fires when things go wrong. You are responsible for course

There’s a common exercise online that asks, “What would you do if you couldn’t fail?” This exercise is foolish. Moments of failure are opportunities to learn about yourself and your core weaknesses. They pave the way to future success. This exercise aims to remove

My son got kicked out of camp 2 weeks ago, just like I did when I was his age. As I sat him down for a talk, I gave him a life lesson that's universally applicable. It's not about what happened to you; it's about why you did what you did. Why did you take certain

Want a strategic advantage to become a better leader? Relax and play a video game. After a long day of work, sometimes a book just won’t cut it. I turn to strategy games like Frostpunk. In Frostpunk, you build a city in a new global ice age, managing resources and

As an entrepreneur, you need to know which knowledge to use and which to ignore. Many struggle to discern the difference. Let me help. Most business knowledge on social media isn’t practical. Ignorant business knowledge lacks the value of relevant, actionable

In business, where there is smoke, there is usually fire. This is especially true with the people you work with. Their behavior and actions can significantly impact your business and career. Don’t dismiss everything at face value. There is often a root cause behind

The problem in business today is that we have too many bosses and not enough leaders. I once worked with a co-founder who embodied this mentality. He treated everyone poorly, including me, instilling fear and depression. If you made a mistake, you were screamed at and

As a leader, don’t push someone to the brink. You may think you’re forcing them into greatness, but you’re not. Pushing someone to the edge doesn’t help them shine—it forces them into survival mode. This damages the entire organization, creating a culture of failure.

As an entrepreneur, every day is live or die. There's no middle ground. True entrepreneurs know that the cave most fear entering holds both the treasure they seek and the monster guarding it. And you must venture into that cave daily, never truly knowing the outcome.

Too much hope can turn you into a liar. Hope is powerful, but in the early days of a startup, it can lead you down a dangerous path. People are betting on you—investors, employees, everyone. The pressure is immense, and the temptation to paint an overly rosy picture is

When hiring for your organization or startup, it's crucial to bring on the right person. Resources are limited, and hiring the wrong person can be costly and derail your timeline and product. I focus on “doers,” not talkers—people who aren’t afraid of hard work and are

When I hire, I choose intention over attention. I’ve spoken before about preferring doers—the people who don’t make excuses and get things done. In other words, executors. Executors are driven by their intention to succeed personally and to help their team and

“You’re the worst businessman ever.” Hearing those words from a co-founder felt like a punch to the gut. After making a big mistake, I expected understanding or guidance. Instead, I got insults and belittling. It stung. A lot. That kind of treatment—without support or

Once, in the midst of a major real estate deal, someone referred to me as “weird” to a potential partner. At first, it threw me off. But then I realized something: being “weird” is one of my greatest assets. Yes, I have my quirks. You probably do too. But here’s the

Raising capital now is the hardest it’s been since COVID. But here’s a recipe for “success” (or close to it). Here are four things you can do right now to build momentum: Turn Proof into Momentum: Don’t just show traction—use every win to craft a narrative of unstoppable