This is a work in a progress and will answer some pertinent questions.
General
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- I’m not ego-driven, operate with as close to zero pretense as possible, and allow myself to become passionate about ideas other than my own. I’m sure there are other ways that I differ from a majority of entrepreneurs/founders, but those are the ones that have been noticeable to me.
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- Either, as there are pros and cons to each. In a startup, one must have the ability to wear multiple hats, get comfortable with ambiguity, and understand that there are frequent changes to direction as a company works toward product-market fit. In a mature company, there are clearly defined roles typically supporting a narrower scope and plenty of coworkers to handle the delegation of tasks.
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- I've worked remotely for nearly a decade fulfilling 1099, W-2, and consultant roles. It is my preferred method of working.
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- Zero commute, so it's a more efficient use of time.
- The focus is on getting the work done, not when it gets done so long as deadlines are met.
- The self-discipline required has made me a more well-rounded person (ask my wife!).
- The talent pool is much, much larger, so it provides a greater opportunity to work on projects with really smart and creative people.
Background
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- Enid, Oklahoma. Best known for Michael Hedges and Leona Mitchell.
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- Texas and Virginia
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- I'm very much outside-of-the-box
- Comfortable in my own skin
- Self-actualized
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- I consciously work on listening more than speaking.
- Work/Life balance can be improved.
- To spend more time outside and let the screens sleep.
What I am looking for
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- The pace and frenetic energy of a startup is still exciting to me. You never have to wonder whether progress is being made and the user/customer is being served. Startups will always be my first choice.
- Companies in a growth stage are great because they should have a few things under their belt, namely market-validation and ( 🤞) product-market fit. Leadership should be on fire and whatever the product is, it should be a must-have.
- The final stage of a company's growth trajectory can, let's be honest, be a little boring and mired in red-tape bureaucracy. This is my least favorite stage to be involved with due to the protection of what was instead of the development of what will be. Not all companies make this mistake though, so I keep my mind open.
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- True leadership is building trust. Trust with you team, your customers, your investors, etc. There are many different methods that genuine leaders use and many great leaders are vastly different, but one thing they have in common is having trust as their cornerstone.
- Management is necessary for larger companies. For smaller companies, you shouldn't have anyone involved that isn't as serious and self-initiating as a founder is.
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- Either/Or. I'm 100% comfortable adapting to whatever is necessary, makes the most sense, and is the most efficient and productive way of getting things done.
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- Neither. Be authentic and forge your own path. 💯