I'm at an exciting inflection point in my career. Over the past fifteen years, I've built companies, led a VC impact fund, and helped create founder communities, but I've also become the person who naturally steps in to solve the hardest problems. I'm beginning to realize that while I'm capable of carrying that role, it's not where I create the most value or energy. As I prepare to launch Vim Fiber as CEO, I want to intentionally design a leadership operating system where my role is creating vision, culture, and momentum—not being the hero behind every important decision.
I've invested in executive coaching, leadership frameworks, strong advisors, and building talented teams. I've learned how to delegate work, but I don't think I've fully learned how to transfer ownership. Too often, I still become the connective tissue across strategy, fundraising, partnerships, and key decisions. More recently, I've started paying attention to an "energy audit"—asking not just what I'm good at, but what genuinely gives me energy versus what quietly drains it. That reflection has convinced me that the next phase of my growth isn't about working harder; it's about leading differently.
Ninety days from now, success would mean feeling like I'm building from a place of energy instead of obligation. I'd have greater clarity around the handful of things only I can uniquely contribute, while building a team and operating cadence that confidently owns everything else. As I launch Vim Fiber, I want to step into this next chapter as a CEO who creates leverage instead of dependency—someone who spends more time thinking, coaching, creating, and building culture than solving every problem myself. If I accomplish that, I believe both the business and my life will become more sustainable, more joyful, and ultimately more impactful.
One reason your work resonates with me is that it feels like you've named something I've been experiencing but haven't fully articulated. My career has evolved from operator to founder, to investor, to community builder. Today, I'm launching another company while simultaneously building an investment platform and supporting a community of more than 500 founders through IncludedCPG. What I'm increasingly wrestling with isn't how to build a successful company—I've done that before. It's how to build organizations and institutions that become stronger because of my leadership, not more dependent on it. That feels like the leadership transition I'm in, and why this feels like the right moment to learn from someone who's intentionally thought about that evolution.
Masterclass