I've never met a founder who described growing a business as easy or linear. Most get ten things wrong, constantly experimenting and adapting, for every win. These are a selection of my operating principles, most of them gained from what was hard, not from where I could line up homeruns.
They came from building Edge Impact, and they shape how I now advise boards, work with founders, and back early-stage ventures, including the one I'm building myself at the intersection of construction data, sustainable design, and specification.
"If you're talking yourself into it, you already know the answer."
Culture starts building from day one. It's shaped by how you show up, who you hire, and who you choose to work with. Consistency is everything. The same standards, the same message, over and over, until you're bored of yourself. That's about when it starts to actually permeate. And if you need to change it, be patient. It can take five to ten years.
At peak overreach I simultaneously held CEO, CFO, board director, industry president, technical expert, and half a dozen other roles. My business card would have needed a fold-out section. The board kept recommending I delegate. It took me longer than it should have to see they were right. Leadership drift creeps up on you. It's invisible to you and obvious to everyone else, long before anyone says anything.
Two people looking at the same situation from slightly different positions will see different things. Add their perspectives together and you get more than either one alone. That's the most valuable thing a board can provide, not a nice-to-have.
The best people I've hired were restlessly curious, a bit contrarian, never satisfied with the conventional answer. The worst were technically competent but intellectually passive. You'd think I'd have nailed this by now. When I feel discomfort about a candidate, that's pattern recognition picking up something I can't yet put into words. Every time I've trusted it, I've ended up with one of my best hires.
Call it gut feel and nobody takes it seriously. Call it pattern recognition and they do. Same thing, better branding. It operates faster than conscious reasoning, it gets better with time, and it's most useful under pressure, precisely when I'm most tempted to override it with someone else's recommendation.
Once I've decided someone needs to go, every week of delay makes it worse for everyone. It feels like kindness. More time, more chances. It's not. It's cowardice dressed up as compassion. They usually know. The team always knows. Be fair, and move quickly.
We made a bet on sustainability measurement before there was much of a market for it. When demand showed up, we were the obvious choice. Being early created switching costs that protected margins for years. The lesson: when you see a real capability gap forming, commit while the business case is still ambiguous. By the time it's obvious, the window's closed.
There's a difference between being seen and being sought out. Publishing thinking that takes clear positions is what builds authority. Speaking to the right audiences compounds over time. Being everywhere is expensive. Being the obvious expert in a specific space is priceless.
The expansions that worked had the same ingredients: a values-aligned local leader, existing relationships, ring-fenced resources, and a realistic timeline. The ones that didn't were missing at least two of those. I keep this list because under pressure, the temptation to skip a step is real.
Verbal agreement isn't commitment. Board approval isn't commitment. Commitment is tested through specific resource allocation decisions, where people actually put their time and their budget. Words are cheap. When a group pushes back on change, that's the system protecting what it knows. Pay attention to that.
Speed and competitive tension are the only real leverage in transactions. I learned this the hard way, trying to optimise for everything at once: price, team outcomes, brand preservation, future structure. The clearest lesson: maintain alternatives. The moment the other side believes you have nowhere else to go, the dynamic shifts entirely.
These lessons come from building, not from advising about it. They're the foundation of how I work now: with boards, founders, and the early-stage ventures I'm helping shape.
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