Notes on building, from people who've done it.
Written from the chair, not the sidelines — on governance, capital, the decisions that actually matter, and the human cost of running something hard.
Constructing and managing your board
A great board challenges you, pulls you from your comfort zone, and forces you to raise your game.
The attributes of a great Board Chair
An excellent Board Chair is essential for the success of a startup.
7 key SaaS metrics you should be watching
Seven metrics that keep your leadership team focused and give your board a transparent view of performance.
End the email chaos — move board interactions to a platform
Ditch email chaos: a board-only collaboration space transforms how your board works before, during, and between meetings.
The importance of shared principles
Shared principles deliver clarity, trust and alignment, even when times are tough.
Transparency and integrity in leadership
Lead with transparency and integrity and you set a positive example that inspires your whole team.
Leading a team through a crisis
Lead your team through a crisis with courage, clarity, and compassion.
Building a resilient culture in a fast-growing startup
In a startup, change is the only constant — build a culture that treats challenges as opportunities.
What no one tells you about selling your company
The grief after an exit is real, and almost nobody warns you about it.
Performance and wellbeing are the same problem
The person and the company grow together — or neither does.
The two or three decisions that actually matter
Most of what fills your week is noise. The job is finding the handful of calls that move the company.
When to step aside — the founder's hardest decision
The toughest call a board ever makes is about the person who started it all — sometimes that person is you.
Raising money is a means, not a milestone
The round is not the win. Here's what a raise is actually for — and what it quietly costs you.
What your investors actually want (and what they don't)
Most founder–investor friction is a translation problem. Here's the subtext on both sides of the table.
Coming in as the second-time CEO
Taking a chair someone else built is its own discipline — honour the legacy, change what must change, earn the room.
A mentor is not a consultant
The most valuable person in a founder's corner has no agenda but yours — and no slide deck.
The company of one, and its fleet of agents
What one person can now build has changed — and it's about to change how you staff, fund, and structure a company.
Governing a company that's half AI
Boards are about to face questions no governance playbook has answers for yet.