As an aspiring entrepreneur in the early stages of my career, I held investors and high-level decision-makers in awe. They seemed like vaulted individuals, almost like royalty, wielding power that could significantly impact the lives of many, including my own.

But as I gained more experience and knowledge, I realized that my perception was flawed. Investors, executives, and other key players weren't all-knowing and invincible as I once believed. They were still navigating the complexities of the business world, just like the rest of us.

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In September 2013, I took a moment to capture an image of our brand new offices - the latest symbol of our growth at Vision Critical. As I took in the sleek, modern surroundings, I reflected on how far we'd come since I first joined the company in mid-2009.

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As a CEO or a member of a high-growth startup, you wear multiple hats and shoulder various responsibilities.

However, as your company expands and more team members come on board, it becomes crucial to distribute these responsibilities effectively.

In this article, we'll explore the concept of scaling yourself and provide a practical method, known as L.E.A.D., to help you identify tasks that can be delegated, eliminated, or automated. By implementing these strategies, you can focus on high-value activities and propel your startup towards success.

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Is it possible to create a thriving business solely through the power of influencer marketing? That's the question we set out to crack when we embarked on the adventure of building our first venture with a 3PL partner - a vibrant e-commerce brand, rooted in plant power and dedicated to the wellness of women aged 25-55.

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What is the optimal configuration for a marketing team in a SaaS company with less than $25M/year in revenue?

I had an enlightening discussion with a friend who oversees marketing for a $5M/ARR startup supported by venture capital. His marketing team consists of four members, and he's grappling with the decision of what to handle internally versus what to outsource.

While I'm not a traditional marketer, my experience in building and operating various companies has provided me with valuable insights about the essential human elements within an organization and the functions that are more about execution than in-house intellectual capacity.

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As a startup growth advisor, I've come to realize the crucial importance of logistics in achieving sustainable growth and success.

While many individuals focus on strategy and tactics, it is the professionals who truly understand the significance of logistics.

Drawing from my extensive experience of over 30 years in Operations for high-growth tech companies, I have consistently encountered the challenge of transforming strategy and assumed tactics into repeatable, predictable actions that can scale effectively.

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In the realm of startup growth, establishing a solid Go-to-Market (GTM) strategy is vital.

Recently, Amrita Mathur, an exceptional marketer, raised an intriguing question on LinkedIn: What exactly constitutes a GTM strategy?

Is it the campaign and channel strategy, pricing plan, target customer persona, sector, and regions, branding, messaging, and positioning, sales approach and enablement, customer acquisition and retention strategy, talent roadmap, product roadmap, or revenue plan?

The answer is quite simple—it encompasses all of these elements.

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It has been three long years since I last stepped foot on that stage. I thought I had it all under control, but as I stood behind the podium, a rush of uncertainty and nerves washed over me, just like it did the first time.

I had forgotten how to synchronize my thoughts with the content, how to effortlessly switch slides with the pointer, and even the arc of the narrative I was trying to share escaped my grasp.

Thankfully, my wife Tas came to my rescue. She suggested that I practice the presentation the night before, but the exhaustion from putting our little ones to bed took its toll on me.

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