Over the past two decades, I’ve built companies from scratch, exited businesses, advised founders in chaos, invested in people long before the outcome was clear - and spent years inside senior corporate roles before stepping out on my own terms.
I’ve sat on both sides of the table: as the one asking for trust, and as the one deciding whether to give it.
Over time, I noticed a pattern: the quality of outcomes follows the quality of inner alignment. When people ignore that, they compensate with force. When they face it honestly, things simplify.
