Well put, Shashank. While I haven’t been a founder, I’ve been part of several 1-10 and 10-100 journeys in leadership roles, and it's an enriching experience. The journey is undoubtedly easier when you have the right people around you—getting that "vibe check" right is crucial, even at the unit level, whether it’s a product team or marketing team.
As founders grow, the shift from creation to management can be challenging, especially when balancing the original vision with the pressures of new investors. It’s critical for founders to strike a balance between pursuing growth and staying true to their mission. It’s also okay to be vulnerable, especially with the core team—it fosters trust and strengthens bonds.
Some of my most memorable experiences have been with founders who provided full autonomy and trusted my team. It was rewarding for both them and me. Keep writing, and more power to you!
Amazing read :)
Well put, Shashank. While I haven’t been a founder, I’ve been part of several 1-10 and 10-100 journeys in leadership roles, and it's an enriching experience. The journey is undoubtedly easier when you have the right people around you—getting that "vibe check" right is crucial, even at the unit level, whether it’s a product team or marketing team.
As founders grow, the shift from creation to management can be challenging, especially when balancing the original vision with the pressures of new investors. It’s critical for founders to strike a balance between pursuing growth and staying true to their mission. It’s also okay to be vulnerable, especially with the core team—it fosters trust and strengthens bonds.
Some of my most memorable experiences have been with founders who provided full autonomy and trusted my team. It was rewarding for both them and me. Keep writing, and more power to you!