That’s what I thought in my early days as a founder, since I’ve navigated through all verticals of company sizes, been part of every department a young company could have, and had the relentless drive that paved my way until that very point. So, what did I have to lose, when I felt I’m all set? Well, everything!

A few years later, I’ve realized how much easier it is to be an external consultant. Even if your client has "creative" ideas about your workload and areas of work, you’re still paid in day rates. It might not be palatable all the time, but the responsibility is foremost the one you have against yourself.

Being able to enjoy the radiating glory that inherently appears when you’re tapping into a new venture full of blind spots is something that shouldn’t get to your head. It has nothing to do with how great you are; it’s merely how it works and also what you’re paid for. It’s a prized advantage for your coming and going.

Additionally, you won’t necessarily lead; you follow. That said, the responsibility of prioritization lies in the founders' hands, you prioritize your micromanagement, and that’s a huge difference. You can try to ABCDE & Pareto the s*** out of your work, well, enjoy - in the end, it’s safe and sound - for you. You may lose a gig. But founders? They may lose - everything!

Isn’t it a bit dramatic? Yeah, it might be. On the other hand, I’ve thrown all (yes, all) the resources I’ve worked hard for into my projects. With this slightly dramatic ending, mixed with a chunk of comedy, I invite you to follow my insights that I’ve gathered during the last two years and keep you updated about my journey with my following posts.

All the imaginable best to those who read, also to those who never cross my path.

Oliver

*this post is non ai generated, only corrected.