#founder-led-governance

#founder-led-governance

You just have to immerse yourself in it. You should just constantly be building. That's what's going to give you the best chance of having the relevant skill set that is needed to make a difference in technology.

Dorsey outlined a new AI-forward vision for his payments processing company, stating that large language models will switch up the company's org chart. He expressed a desire for a structure where everyone reports to him, aiming for a maximum distance of two to three layers between himself and employees.

I don't take founders here for exercise. I take them here because the controlled environment of a boardroom practically demands rehearsed answers. The trail does not. I don't prepare a script for these walks. In fact, that's the point. The pitch is already done; I know the metrics. Now I want to know the human.

Every search, purchase, loyalty swipe, location ping and scroll feeds systems that now shape pricing, product decisions, hiring and marketing strategies. Most founders understand this in theory, but few grasp the practical consequence: whether they intend to or not, they and their customers are already casting votes with their data. And those votes? They're usually cast passively, on someone else's terms.

In an era obsessed with shortcuts, overnight success, and polished social media profiles, adversity is often treated as something to avoid. Something unfortunate. Something that signals failure. That assumption is completely wrong. Adversity is not a flaw in the entrepreneurial journey; it is, in fact, the training ground, the pressure that sharpens one's judgment, accelerates their adaptability and forges the kind of resilience no accelerator, MBA or funding round can manufacture.