One of the most significant benefits of completing the Contegix transaction is the newfound freedom and space to reflect on our early days openly. Revisiting some memories can be uncomfortable and even outright painful—especially when confronting my own limitations, mistakes, and immaturity. However, I deeply believe in the profound value of sharing these experiences.
This act of reflection and sharing goes beyond storytelling. It is fundamentally about enabling meaningful progress for individuals and organizations alike. By openly discussing past mistakes, I hope we collectively move forward, achieve growth, and perhaps even encounter entirely new mistakes. After all, new mistakes typically signify innovation and genuine advancement.
“Experience is a master teacher, even when it’s not our own.”
– Gina Greenlee
Great mentors generously offer their hard-earned wisdom, providing powerful shortcuts for others. As a former gamer, I love cheat codes—and the experiences of others are the ultimate cheat codes in life and business. While I would never claim to be a great mentor, I have learned the immense value of openly sharing my experiences, especially with my children and anyone else eager to learn.
Sharing also holds me accountable to my future self. It ensures that I learn from my past and do not repeat the same mistakes. Furthermore, sharing openly aligns deeply with our family mission statement: we recognize a debt to those before us and an obligation to those after us. I hope to share more of these lessons over the next few years. So, let’s go.
With that said, let me begin with a confession:
I was a micro manager. (aka I was a bully.)
I unknowingly constrained our talented team by second-guessing and micromanaging their decisions. Although I had deep expertise in Contegix as a whole, I was not an expert in many of their specialized fields. In my attempt to stay deeply involved, I inadvertently became an obstacle rather than an enabler. This behavior was also driven by fear—specifically, fear of failure. Personally, I could handle failure, but the thought of my team and their families suffering due to my mistakes weighed heavily on me.
A Turning Point
A harrowing turning point occurred in 2012 when Contegix and I were involved in a lawsuit. The specifics of the lawsuit are less important than the critical personal and organizational lessons it forced me to confront.
This challenging experience compelled me to address my leadership style directly, resulting in two significant insights:
- You Aren’t Micro Managing. You Are Probably F*cking Bullying.
Realizing that micromanagement undermines capable individuals’ autonomy was transformative. I explored this concept further here and how I overcame it. Once again, a mentor played a vital role after this event, which triggered the realization. - Zone of Genius vs. Areas Outside Core Competence vs. Devil’s Vortex
Genuine growth and fulfillment happen when individuals operate within their Zone of Genius and empower others to excel in theirs. Straying from these competencies can trap individuals and organizations in the draining “Devil’s Vortex,” severely hindering growth and morale. More on this here.
Moving Forward
The difficult period following the lawsuit clarified my priorities and role within the company. My immediate priority became navigating the lawsuit itself—a task firmly within my Zone of Genius because it demanded strategic thinking, clear communication, and decisive leadership. As CEO, I was accountable and responsible. Simultaneously, I recognized that continuing to micromanage our team was detrimental and unsustainable. I felt the pain I was causing others.
It became abundantly clear that my strength was not managing the daily minutiae but setting high-level strategy and overarching vision. To scale effectively and navigate turbulent waters, I had to trust the incredible talent already assembled. Shifting my focus empowered our experts to own their domains fully, fostering autonomy, significantly boosting morale, and improving efficiency.
In practical terms, this meant transitioning from a centralized, approval-based leadership style to one founded on trust and empowerment. I consciously stepped back, creating space for team members to make independent decisions. This fundamental shift transformed our business, unlocking unprecedented levels of creativity, innovation, and operational speed. Most importantly, it honored our core value of “Rapid Accelerated Growth,” which emphasized the growth of our people—not merely top or bottom-line metrics.
What was pain now’s gain
A new path gets laid
And you know what is great
Nothing stays the same– Ben Iver, “Awards Season”
Ultimately, this experience reinforced a critical lesson: genuine leadership involves empowering great people and trusting their expertise. It instilled humility—recognizing clearly when to lead and, equally importantly, when to step aside. By aligning roles with individual strengths and allowing team members to exercise their capabilities fully, Contegix emerged more vigorous, healthier, and better positioned for long-term success. Our people grew even stronger. And yes, we helped us finally achieve a meaningful scale.
Gratitude Through Difficulty
Was this experience painful? Absolutely. Would I have preferred to avoid it? At the time, undoubtedly—it was profoundly challenging and emotionally draining.
Yet today, I genuinely hold gratitude for that trial and all the parties involved. It ultimately positioned us for greater strength and made me a better leader and person. The tuition was high, but the lesson was invaluable.