Actionable strategies to grow your audience, monetize your skills, and build leverage online. | Trusted by leaders at Google, Adobe, Meta

Hi, I’m Ryan. I help high performers become founders by using LinkedIn to build real, profitable businesses.

My career didn’t fall apart. I didn’t burn out. I finished every role cleanly - Director, VP - leading hundreds of engineers across the world and helping build multiple billion‑dollar companies.

And still, I knew I wanted to build on my own.

I’ve founded 5 companies and earned multiple exits while scaling teams behind $1B+ in outcomes. I loved the work, but I wanted a life where I could build big things and be present for my family. I wanted ownership. I wanted flexibility. I wanted proof I could do it on my terms.

LinkedIn became the path. I grew from 1,200 to 100,000+ followers in nine months, built a brand that opened doors I didn’t know existed, and stepped fully into my own business.

Since then, I’ve coached 50+ founders to design careers, income streams, and opportunities that match the life they actually want - not the life their company dictates.

Here’s how we work:

- Identify the opportunities you can’t see in your past experience.
- Build a clear, practical brand that attracts the right people.
- Turn your skills into simple offers, real customers, and predictable income.

Today, I own my time. I build, coach, and spend my days with my family - and help others do the same.

If you’re a high performer who wants a business that fits your life, DM me.
Partnerships, speaking, press: ryan@ryanyockey.com

Professional highlights:
• 5× Founder | Multiple exits
• Scaled teams responsible for $1B+ outcomes
• Grew to 100,000+ followers in 9 months
• Coached 50+ founders
• Trusted by leaders at Google, Adobe, Meta

Ryan Yockey

Change is scary. Starting over is scarier.

Most people avoid both.

And stay exactly where they are.

Here's what I've learned watching people build:

The caterpillar doesn't negotiate with the cocoon.
It surrenders to it completely.

That's the part nobody tells you about growth:

→ You don't transform by adding more.
→ You transform by letting go first.

The job that didn't work out wasn't a failure.
The idea that collapsed wasn't wasted.
The version of you that didn't make it — needed to go.

Most people want the butterfly.
They just want to skip the dissolving.

That's not how it works.

The discomfort you're avoiding right now?

That's the process.

That's what I write about every Saturday.

Want to know if your LinkedIn profile is holding back the next version of you?

I'll send you a free Loom walkthrough — I'll tell you exactly what's killing your growth.

Drop your profile link in the comments or grab a spot here: https://lnkd.in/gUMT6k_g

I help high performers build businesses on LinkedIn | From 1,200 → 140K followers in 12 months | Coaching + Newsletter for founders who want out

Most people dismiss their biggest dreams.

Not because they're impossible.

Because they sound crazy out loud.

I know the feeling.

I spent 12 years climbing someone else's ladder — VP titles, good salary, the whole picture.

On paper, it made sense.
Inside, it felt like I was disappearing.

The idea of walking away felt irrational to everyone around me.

To me, it felt like the only option.

That gap? That's where every real entrepreneur I know has lived.

Most people never cross it.

They wait for the idea to feel safer.
They wait for someone to tell them it's okay.
They wait until the timing is better.

The timing never gets better.

Here's what I've learned building a business 141,000+ entreprenuers:
→ The dream that embarrasses you in a room full of people is usually the one worth chasing
→ "Crazy" is just what conviction looks like before it has proof
→ The people who crossed that gap didn't wait for certainty — they decided the discomfort of staying was worse than the risk of going
→ Your idea doesn't need to make sense to everyone else — it only needs to make sense to you

The entire point of life is to take chances on dreams that seem crazy to most — but feel like destiny to you.

If your LinkedIn profile still reflects who you used to be — not who you're becoming —

I'll personally audit it on Loom and show you exactly what to fix.

https://lnkd.in/gUMT6k_g

Stay unreasonable.

Stay locked into your growth.

No time for noise.
No time for comparison.
No time for reacting to things that don’t matter.

Just you and what you’re building.

Most people don’t stall because they lack ability.
They stall because their attention is scattered.

Scrolling.
Second-guessing.
Watching other people play a different game.

The ones who make real progress?

They’re not louder.
They’re not busier.

They’re focused.

I learned this the hard way.

When my growth slowed, my attention was everywhere.
When things started compounding, my attention narrowed.

The difference wasn’t effort.
It wasn’t talent.

It was what I stopped giving energy to.

Discipline isn’t doing more.
It’s removing everything that doesn’t compound.

Your growth doesn’t need motivation.
It needs protection.

Everything else is distraction.

Every Saturday morning, I send one focused email to 134,000+ entrepreneurs.

One idea.
One system.
No fluff.

It takes 4 minutes to read.
It’s free.
And it’s designed to help you keep building while others drift.

Join here: https://lnkd.in/gfyweeTM

Stay locked in.
Keep building.

I turned down $250K because of what Charlie Munger taught me.

The offer was simple: consult for a company selling overpriced courses to desperate entrepreneurs. Easy money. I needed it.

But I kept thinking about Munger's rule: "Don't sell anything you wouldn't buy yourself."

Would I buy their $5K course? No.

Would I recommend it to a friend? Hell no.

So why would I help them sell it?

The internal war was brutal. I had payroll coming up. My savings were thin. This one deal would solve everything.

But every time I tried to justify it, I felt sick.

I said no.

The next month was terrifying. I scrambled. I took smaller projects. I ate ramen more than I'd like to admit.

Then something shifted.

When you stop chasing money that feels wrong, you create space for opportunities that feel right.

Six months later, I landed a client whose product I genuinely believed in. The work energized me. The money came anyway.

Now I use Munger's rule as my filter for everything:

Would I buy this?
Would I use this?
Would I recommend this to someone I care about?

If the answer is no, I walk.

It's the most expensive filter I've ever used.

And the most profitable.

Every Saturday morning, I send one focused email to 135,000+ entrepreneurs about doing exactly that. 

Designed to help you build more by doing less. 

It takes 4 minutes to read.
It’s free. 
Join here: https://lnkd.in/gfyweeTM

The dream is the proof.

Most people treat their idea like a problem.

Too risky. Too big. Too far from where they are now.

So they shrink it.

They find a more "realistic" version and call it wisdom.

But here's what I've watched happen over and over:

The people who can't stop thinking about something — even when it makes no sense — are the ones who were supposed to do it.

The obsession isn't random.

It's directional.

The dream didn't show up to torture you.

It showed up because you're one of the few people built to carry it.

Most people quiet that voice.

The ones who don't?

→ They stop needing other people's permission
→ They stop waiting until conditions are perfect
→ They stop treating the dream like a liability

The hardest part isn't the work.

It's deciding the dream deserves to be taken seriously.

141K people chose to take theirs seriously.

If you're ready to be taken seriously too — your LinkedIn profile is where that starts.

I'll tell you exactly what's holding it back: https://lnkd.in/gkDvugyj

What dream are you still sitting on?

Everyone you admire online looked ridiculous once.

Most of them will never tell you that.

14 months ago I had 1,200 connections from 10 years of doing nothing.

A resume for a profile.

Content so bad I cringe thinking about it.

I kept going anyway.

Today I have 141,000+ followers built almost entirely through that same profile.

The people who eventually look polished didn't skip the beginner phase.

They stayed in it longer than everyone else.

Most people quit right before the compounding kicks in.

Not because they lack talent.

Because they can't tolerate looking bad on the way to getting good.
→ The rep builds the skill
→ The skill builds the confidence
→ The confidence builds the result

You don't find your voice by waiting until it's perfect.

You find it by posting the imperfect thing anyway.

If your profile still looks like mine did 14 months ago — I'll show you exactly what to fix.

Free audit: https://lnkd.in/gkDvugyj

You’re not behind.

You’re just early in your timeline.

I’ve been:
→ Certain and wrong
→ Confident and broke
→ Successful and unfulfilled

None of it was wasted.

Most people panic because they think progress is linear.
It’s not.

It comes in chapters.

Long stretches where nothing makes sense.
Short windows where everything compounds.

I didn’t find real clarity in my 20s.
Or my early 30s.

I rebuilt in my 40s.

That’s when things finally clicked.

When I stopped racing imaginary deadlines.
Stopped copying paths that weren’t mine.
Stopped assuming I was late.

That patience paid off.

I built a brand that allowed be to
play the long game that most people quit too early.

No overnight breakthrough.
No perfect plan.

Just consistency through uncertainty.

That’s the part people don’t post about.

It takes time.
Alignment takes longer.
But when it hits, it compounds fast.

Then one day you wake up and you've built a massive brand with over 100k followers and enough revenue to live comfortably off of.

If you feel lost right now, good.
You’re still in the process.

And the process isn’t late.
It’s doing exactly what it’s supposed to do.

Every Saturday morning, I send one focused email to 140,000+ entrepreneurs building for the long term.

It takes 4 minutes to read.
It’s free.
And it’s built for people who understand that real progress can’t be rushed.

Join here: https://lnkd.in/gfyweeTM

Trust the process.
Keep becoming.

Most people building creator businesses and small companies aren't failing because of effort. They're failing because they're using personal productivity advice to solve operating problems. Those are different things.I built Operating by John Brewton to close that gap.Companies are becoming tech stacks. We are all becoming companies. The same AI that is eliminating jobs is giving individuals and small teams the operating leverage that used to require a hundred-person org. The question is whether you have a system to use it.Operating teaches you the system.Three things I publish and teach every week:→ Operating habits: the daily disciplines, workflows, and decision frameworks that let a one-person business compound over time.→ Strategy scaled down: big-company economics, competitive strategy, and AI transformation playbooks resized for solopreneurs and small teams.→ History &amp; economics: how great companies were actually built — and what operators at any scale can steal from them.I run two integrated businesses:Operating by John Brewton — Substack-bestselling newsletter read by 30,000+ founders, creators, and operators. Operating Founders is the cohort: 52 live weekly sessions, monthly expert guests, a private community, and a growing resource library — all for $99/year. First 100 seats sold out in 12 days.6A East Partners — the consulting arm. Company valuation, EBITDA maximization, AI transformation strategy, competitive turnarounds, family business succession, and zero-to-one business-building sprints (3 days, full plan, operating model, and go-to-market from scratch).Before Operating, I spent 14 years inside small and mid-sized companies: scaled a family business from $25M to $75M, completed a successful exit, negotiated 7–8 figure Fortune 500 contracts, and rebuilt operating systems that grew revenue faster than headcount.Three ways to work with me:→ Subscribe to Operating by John Brewton (link in profile) — free to start.→ Join Operating Founders for 52 weeks of structured help turning yourself into a company.→ DM me “OPERATING” for advisory, consulting, or a zero-to-one sprint.

John Brewton

The best people are not leaving work.
They are leaving smallness.

They are leaving environments that cannot hold their ambition, creativity, standards, and speed.

And that creates one of the greatest opportunities we have seen in years.

Because top talent is not disappearing. 
They are reallocating.

They are moving toward companies with clear missions, leaders who trust adults to act like owners, cultures where initiative is rewarded, and teams that use technology to expand human capability, not shrink human dignity.

Too many leaders are framing this as a talent crisis. It is a talent marketplace reset.

The people you most want on your team are asking new questions: 

Will I grow here? 
Will I be trusted here? 
Will my work matter here? 
Will leadership tell me the truth?

AI is accelerating this, but not in the tired doomsday way people keep repeating.

AI is forcing organizations to become more honest. 

AI is exposing weak leadership, broken cultures, and roles designed with no imagination. 

But it is also creating space for a better bargain between companies and great people.

Less bureaucracy. 
More output.

Less control theater. 
More trust.

Less performative busyness. 
More meaningful contribution.

The winning companies now will not be the ones that simply offer jobs. 

They will be those that offer leverage, learning, autonomy, mission, and real upside.

Top talent is not running from the future. 
They are running toward companies built for it.

The question for leaders is simple:
When the best people look at your company, do they see a place to survive, or a place to build?

Companies are becoming tech stacks. 
We are all becoming companies.

- j - 

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We are all becoming companies. I help you build yours. | Double Founder at Operating by John Brewton (Substack Bestseller) & 6AEP (An Operating Advisory for the Future of Companies)

Leadership is about multiplying the capacity of others. Leadership is a helping profession.

The best leaders are teachers. 
They do not hoard knowledge. 
They share it. 

They do not just give answers. 
They give frameworks. 

They do not just manage. 
They mentor.

What questions did you have when you started?

I struggled with being too formal. 

I needed help learning to cut my word count and develop a more casual, professional tone.

I struggled to manage up. 

When I started overseeing teams, 
I was a micromanager. 

Not “a bit of one.” A micromanager.

What guidance would have saved you from mistakes or accelerated your growth?

Someone should have told me that whether or not I burned out was about me and my choices. 

Not my boss. Me.

I needed guidance on how to set boundaries.

I still do.

When leaders choose to teach, they create compounding effects:

✅ Teams become more confident and independent.
✅Organizations become less reliant on single points of failure.
✅Cultures shift from dependency to empowerment.

Being a mentor does not require a formal program. 

It is in the daily acts. 
Explaining your thinking. 
Showing the “why” behind the “what.” 
Making time for the next person in line.

If you want to lead well, start by teaching well.

Share your knowledge openly.

Explain your reasoning, not just your conclusions.
Invest in one person who is just starting out. 

Do it today.

How have you been taught by a leader in your life and career? 👇

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(🔗 in profile comments).

Top performers are not resigning. 
They are escaping. 

They are adjusting. 
The are repricing themselves. 

That distinction matters more than most leaders realize.

What we are watching right now is not a normal talent shift. 

It is a historic reallocation of human capital. 

And it is being driven by a single calculation:

Where can I create the most leverage with what I know how to do?

That question used to have one answer. 

✅ Find the biggest company. 
✅ Climb the ladder. 
✅ Be patient. 
✅ Wait.

That era is ending.

✅ AI is changing execution. 
✅ Media is changing distribution. 
✅ Authenticity in branding is changing trust. 
✅ Small teams are changing scale. 

The cost structure of building has collapsed. 

The best know this already. 

And they are leaving environments defined by burnout, micromanagement, poor leadership, weak compensation, political recognition systems, and cultures that punish the exact initiative they were hired to bring.

They are not leaving because they became disloyal. 
They are leaving because the math and opportunities changed.

Here is the part most leaders still miss. 

Top talent is no longer comparing your company against another company down the street. They are comparing it against starting something themselves. 

✅ Joining a high-agency team of four. 
✅ Building a digital product. 
✅ Developing a personal platform. 
✅ Partnering with an ambitious founder who actually has a leverageable strategy for the future.

If your organization cannot explain how great people will gain more leverage by staying, your best people will eventually leave. 

Retention conversations that focus only on compensation miss the point entirely. Money matters. But exceptional people are also pricing in trajectory, autonomy, speed, trust, ownership, and whether leadership actually knows where the world is going. 

They want a model that multiplies their effort instead of draining it. 

They do not want to spend the next five years trapped 
inside a culture that was designed for a world that no longer exists.

The companies that win this next era 
will be those that understand one thing: 

The future belongs to organizations 
that help talented people create more leverage. Not less. 

✅ Less control, more trust. 
✅ Less bureaucracy, more ownership. 
✅ Less politics, more merit. 
✅ Less stagnation, more movement.

The best people are already living in the future they want. 

The only question is whether your company 
is giving them a reason to do it with you.

How are you making these decisions for your best future? 👇 

📥 Save and send this to a leader or top performer who you can help. 
♻️ Repost to help your network have this discussion, honestly. 
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The 12 Reasons Top Talent is Resigning 

When every unique idea is wrapped in an apology, you sound less competent. 

"Sorry to bother you."
"Sorry if this is a dumb question."
"Sorry, I don't get it."
"Sorry, I haven't finished yet."

That language feels polite.

But over time, it trains people to treat 
your presence as an interruption.

Confidence isn't about being loud.
It's about being clear.

Here are 8 shifts that change how people hear you:
"Sorry to bother you" becomes "Is now a good time?"
"Sorry, this may sound silly" becomes 
"You may have already considered this, but..."
"Sorry, I don't get it" becomes "Can you clarify that for me?"
"Sorry, I got that wrong" becomes "Good catch. Thank you."
"Sorry, I haven't done this yet" becomes "Thanks for your patience."
"Sorry, I need the day off" becomes "I'd like to take this date off."
"Sorry, I can't help you" becomes "Let me find someone who can."
"Sorry, it won't happen again" becomes "That's on me. I'll fix it."

The goal is not to dodge accountability.

The goal is to stop diminishing yourself. 

Strong communicators ask directly. 
✅ Clarify directly. 
✅ Own mistakes directly. 
✅ Make requests directly. 
✅ Solve problems directly.

That's what people trust.
That's what leaders do.

People aren't just evaluating your work.
They're evaluating how you carry it.
Your words teach people how to treat you.

Use them with care.

Three things to try this week:
1️⃣ Audit the last 10 apologies you made at work. 
Replace any that were unnecessary with direct language.
2️⃣ Practice three stronger substitute phrases until they're 
automatic in meetings, email, and Slack.
3️⃣ Teach your team or your kids the difference between 
accountability and self-erasure.

- j - 

📥 Save this one to share with your team this week. 
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Stop Saying Sorry - 8 Ways to Speak More Confidently

The fastest way to get passed over is not lack of talent. It is weak communication.

Smart people lose trust in meetings, client calls, hiring conversations, and internal updates for one reason: 

They talk like they need permission to do work they were hired to own (or should be promoted or hired to own). 

This carousel nails the shift. 

It shows 8 simple language changes that move you from tentative to trusted.  

How to speak when making decisions, setting deadlines, changing direction, delegating, pricing your work, pushing back, hiring contractors, and ending meetings. 

Confidence is often not about personality. 
It is about sentence construction.

The difference between being seen as senior 
or uncertain is often just a few words.

"Would it be okay if we tried..." becomes "Here's what we're going to do."

"Do you think you could maybe get this done by Friday?" becomes "I need this by Friday. What do you need from me to make that happen?"

"I was thinking maybe something around $5,000..." becomes "The investment is $5,000."

The approach is not aggressive. 
It's clear. And clarity builds trust.

People do not follow the most qualified speaker. 
They follow the clearest communicator. 

That matters whether you are leading a team, running client work, interviewing for a role, managing vendors, or building your own company.

The goal is not to sound dominant. 
The goal is to remove hesitation. 
Because hesitation creates doubt. 
And doubt costs people opportunities.

The strongest professionals I know do three things well: they state the decision, they define the deadline, and they clarify the next move.

No drama. 
No overexplaining. 
No apology before the point.

If you want to be taken more seriously, 
audit your language. 

Listen for words like maybe, just, hopefully, if that works, sorry to ask, I hate to say this.

Most of the time, those words are not helping you. 

They are weakening your position. 

✅Trade soft language for clean language.
✅Trade permission-seeking for ownership.
✅Trade vagueness for direction.

Audit your last 10 emails and remove hedging language. 

Replace one tentative phrase this week with a clear directive. 
End your next meeting with a decision, an owner, and a next step.

What's your first adjustment? 👇 

- j - 🤓 🙏 

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Stop Asking Permission: 8 Ways to Start Taking Ownership

Most people don't fail because they lack talent.
They fail because of their internal dialogue. 

Language creates identity. 
Identity drives behavior. 
Behavior determines results.

You want new outcomes? 
Start with new internal scripts.

In this carousel, I break down 10 phrases 
that quietly destroy growth:
↳ "I'm just not good at this." 
↳ "I failed, so I should give up." 
↳ "I'm embarrassed, I don't want to talk about it." 
↳ "I'll never be successful." 
↳ "I need to prove myself right away."
↳ "This always happens to me." 
↳ "It's someone else's fault." 
↳ "I wasted my time." 
↳ "I should have played it safe." 
↳ "No one else fails like this."

Every one of these reinforces a fixed mindset. 
And fixed mindsets don't scale.

Operators don't eliminate failure. 
They eliminate victim language and mindset. 

They replace it with:
↳ Curiosity instead of shame 
↳ Ownership instead of blame 
↳ Reflection instead of reaction 
↳ Adjustment instead of despair

The difference between amateurs and professionals isn't smarts.

It's narrative control.

The story you tell yourself after a setback determines 
whether you spiral or compound your learnings to create more success. 

I spent twenty years running operations. 
The best performers I ever managed didn't have fewer failures. 
They had better scripts for processing them.

Which of these phrases have you caught yourself saying recently? 
Drop it below. 👇 

Awareness is the first correction.

Hope this helps. 

- j - 

➕ John Brewton "The Operator" 

♻️ Repost to help someone who needs to hear this.

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We are all becoming companies. I help you build yours. | Operating by John Brewton (Substack Bestseller) | Operating Founders: 52 weeks of live operating education for $99

Operating by John Brewton

Stop Saying These Ten Things - New Words. New Mindset. 

The best leaders create new leaders. 
The best leaders are teachers. 

They don’t keep knowledge to themselves. 
They don’t lead with fear. 

They teach so their teams can grow.

Charlie Munger said: “The best thing a human being can do is help another human being know more.”

Warren Buffet would agree.  

AI is changing jobs fast. Whole industries are shifting. 

The only way to lead is teach your teams all you’re learning as you go. 

The only path forward is through 
learning and teaching. 

Teach people:
🧠 How to think
🧠 How to decide  
🧠 How to adapt
🧠 How to learn at the pace of change

Don’t try to be the smartest person in the room. Build rooms full of smart people who know why they do what they do.

Build trust. 
Grow companies. 
Scale missions.

Hard truth: Most people want to lead but don’t want to teach. 
That was true for me when I started managing teams. 
And then I realized I had to become a teacher to get the job done. 

Teaching is how you multiply your impact. Every insight you share creates someone who can act with confidence when you’re not there.

Creating autonomous teams should be a value for every company. 
Teaching is the virtue you need to build culturally to create autonomy. 

Start here:

✅ Explain your thinking. Don’t just give answers. Show why you made that choice.

✅ Turn moments into lessons. After wins or losses, stop and talk about what you learned.

✅ Ask good questions. Show your team that questions matter as much as answers.

Leader is not a title. You don’t need a title to teach. You just need to care enough to help someone know more.

Comment “Operator” if you’re helping someone on your team “know more” this week. 

- j - 

♻️ Repost & follow John Brewton for content that helps. 

We are all becoming companies. 

🟧 Subscribe to Operating by John Brewton for weekly deep dives on the history and future of operating companies.

Quiet quitting isn’t an employee problem.
It’s a leadership diagnosis.

I spent 20 years in B2B industrial distribution managing teams across multiple facilities. 

Every single sign on the left side of this chart? 
I saw it. 

And every single time, the root cause traced back to something on the right side.

The pattern is predictable:

→ You stop investing in your people’s growth, they stop investing in your mission. 

→ You let culture rot, discretionary effort disappears.

→ You underpay and under-recognize, you get exactly what you paid for.

Here’s what most leaders miss: quiet quitting doesn’t show up on a P&L line item. 

It shows up in the margins. 

Slower throughput. 

More rework. 

Missed handoffs. 

Death by a thousand small failures that compound over quarters.

The infographic below breaks down 7 signs and 7 causes. 

But here’s the real framework:

Signs are lagging indicators.

Causes are leading indicators.

If you’re only watching for the signs, you’re already behind. 

The operators who win are diagnosing the causes before the symptoms ever appear.

Three things I learned running a $75M operation:
1️⃣ Exit interviews are too late. Stay interviews are the move.
2️⃣ “Quiet quitting” often starts the day someone’s manager stops listening.
3️⃣ The cheapest retention tool in business is making people feel like their work matters, and meaning it.

Your people aren’t lazy. 
Your system might be broken.

Fix the causes. 
The signs take care of themselves.

What’s one sign or cause you’ve experienced?👇


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Charlie Munger said the best thing a human being can do is help another human being know more.

Nobody will remember your revenue number.

They will not remember 
the all-nighter you pulled before the board deck. 

They will not remember 
where you went to school. 

They will not remember 
what car you drove to the office.

Here is what they will remember.

Did you make the people around you better at what they do.

That is it. That is the whole game.

I scaled, optimized and sold a B2B industrial distribution company from $27M to north of $75M. 

I can tell you with certainty that the number is not what stayed with people. 

What stayed was whether I took 20 minutes to walk someone through a process they had never seen before. 

Whether I sat with a DC manager and helped him understand why the margin math mattered to his daily decisions. 

Whether I actually listened when someone told me the system was broken instead of defending the system.

The highest-leverage thing you can do as an operator is not to optimize a P&L. 

It is transfer what you know to the people who work with you. 

Knowledge compounds. 

When you teach someone how to think through a problem, you are not solving one problem. 

You are solving every future problem 
they will face with that framework.

Most founders hoard information like it is a competitive advantage. 

It is not. 

Information sitting in one person’s head 
is a bottleneck. 

Information distributed across a team is an operating system.


And people perform at the level of what they have been taught, shown, and trusted to execute.

Your credential does not transfer. 
Your kindness does. 

Your patience in explaining something for the third time does. The moment you helped someone see what they could not see before. 

That is your actual legacy.

Nobody remembers the money you made. 

Everybody remembers whether 
you made them smarter.

How do you help your team know more?

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Most people think intelligence is fixed.
It isn’t. You can become smarter. 

It’s a set of behaviors. 
Practiced over time. 
Compounded like interest.

The smartest people I’ve worked with 
don’t have the highest IQs. 

They weren’t the fastest in the room. 

They weren’t the loudest either.

But they had something most people don’t.

They stayed curious when everyone else got comfortable. They asked the question the group was afraid to ask. They sat in rooms where they knew the least and treated it like a gift instead of a threat.

That’s not genius. 
That’s a humble discipline.

Here’s what I’ve noticed across 20 years of operating businesses, advising founders, and studying how high performers actually think:

Intelligence isn’t about what you already know. 
It’s about how aggressively you close the gap between what you know and what you don’t.

The smartest operators I’ve met share a few things in common. They learn from anyone. 

The warehouse associate. 
The intern. 
The vendor rep. 

They don’t rank the source 
before absorbing the lesson.

They embrace failure without drama. Because they’ve decided the learning is worth more than the ego protection.

They know how much they don’t know. 

And that awareness makes them sharper, 
not more hesitant.

They never stop chasing the next hard thing. Not out of restlessness. 

Out of genuine love for the pursuit.

These aren’t personality traits you’re born with. 

They’re operating habits. 

And habits can be built.

If you recognize yourself in this list, you’re already further along than you think.

What’s one trait you need to start developing today? Drop it in the comments. 👇

- j - 🤓🙏🏼

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Knowing when to leave is so important. The party. The job. The ladder you’ve been climbing. 

You need to know when it’s time to start building your own ladder. 

Garry Tan nailed it:
“At every job, you should either learn or earn. Either is fine. Both are best. But if it’s neither, quit.”

I’d take it one step further.
There’s a third option that gets less coverage.

Build.

I spent 20 years learning and earning inside a B2B industrial distribution company. Fortune 500 clients. Scaled from $27M to $75M. 

I got my reps in.

But here’s what I realized after the exit:

Every skill I built for someone else’s system was actually inventory for my own.

The Excel models. 
The pricing frameworks. 
The customer conversations. 
The hard lessons about people, margins, and timing. None of it was wasted. 

All of it was preparation.

The inflection point isn’t 
when the job gets bad. 

That’s obvious. 

Garry’s right, if you’re not 
learning or earning, leave. 

The real inflection point is quieter.

It’s when you realize you’ve been solving other people’s problems long enough to know exactly which problems are yours to solve.

It’s when the learning compounds past the point of needing a boss.

It’s when the earning potential 
shifts from salary to leverage.

That’s when “company of one” stops being a fantasy and starts being a math problem.

Here’s the framework I wish someone gave me:

Learn → so you can earn.
Earn → so you can build.
Build → so you can own.

Most people get stuck in the first two forever. 

Not because they’re not ready. 

Because nobody told them 
the third option existed.

You don’t need permission to graduate from employee to operator.

You just need to recognize the moment when staying is costing you more than leaving.

And then go.

Comment “Operating” below if you’ve made the jump or need to. 👇

- j - 

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Most people think strategy is a document.
It is not. It is a way of thinking and doing. 

The best operators, founders, and leaders I have ever studied do not win because they have prettier plans or better slide decks.

They win because they think differently.

✅They see systems, not isolated events. 
✅They ask what happens after what happens next. 
✅They value optionality over false certainty. 
✅They separate signal from noise. 
✅They study incentives before they build plans. 
✅They understand timing matters as much as intelligence. 
✅They build feedback loops instead of rigid long-range plans.

That is what this carousel is about.

Strategy is not just something you make. 
It is something you train.

And in a world where the shelf life of a fixed strategy 
gets shorter every quarter, that distinction is the whole game.

Too many people are still trying to solve 
modern problems with static thinking. 

The perfect roadmap. 
The perfect five-year plan. 
The perfect answer that does not exist.

The future does not reward people who need everything to stay stable. It rewards people who can think clearly while things move. 

It rewards those who can update beliefs, spot leverage, read incentives, and make strong decisions without pretending certainty exists.

Strategic thinking is becoming one of the most important professional advantages in the modern economy. 

The cost of thinking slowly keeps rising. 

If you can train yourself to see systems, think in second-order effects, and preserve room to maneuver, better strategies will follow. 

Not once. Again and again.

Which of these 8 mental models do you think is most underrated right now?
Drop your perspective in the comments. 👇 

- j - 

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8 Mental Models For Building Your Strategic Brain

Perfection is procrastination wearing a blazer.


I spent years chasing perfect.

Perfect pitch deck. 
Perfect strategy. 
Perfect timing. 
Perfect hire.

I was Slow. 
I was Cautious. 
I was about two years behind 
where I should have been.

Here is what nobody tells you about perfection. 

It is not a high standard. 
It is a hiding spot. 

A very elegant, very convincing hiding spot. 
But a hiding spot all the same.

I scaled a B2B distribution company from $27M to over $75M and sold it. 

I did not have the perfect plan. 
I had Tuesday morning and a 
willingness to be wrong by Wednesday.

The best operators I know don’t think about the smartest person in the room. 

They ship something ugly on Monday, learn something painful by Thursday, and ship something better by Friday.

Meanwhile the “I need to research more” crowd is still on version zero of a Google Doc 
they started nine months ago.

Perfection is procrastination wearing a blazer.
The trap is thinking you need to be ready. The jump is knowing you never will be. And starting anyway.

Every failure I have had carried the
DNA of the next win. 

Every ugly first draft became the foundation of something that actually worked. 

Every “what will people think” moment I ignored bought me six months of progress 
the worriers never got.

The reps build the credential. 
Not the other way around.

Stop polishing. 
Start publishing. 
The learning is in the doing. 
Always has been.
Always will be. 

Have how have you learned to move past perfection and toward getting the job done? 👇

- j - 🤓🙏🏼

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AI is not making human beings irrelevant.
It is making shallow professionals easier to replace.

The people who thrive next will not be those who learn more tools. 
They will be the people who think better, decide faster, communicate with precision, and lead when the answer is not obvious.

That is what this carousel is about.

We spent years treating technical knowledge like the ultimate advantage. 

That era is ending.

Judgment matters more now. 
Taste matters more. 
Storytelling matters more. 

The ability to ask a better question, detect your own bias, synthesize contradictions, and act with conviction when the data is incomplete. 

All of that matters more.

Machines will help us generate faster. 
They will not carry responsibility for us.
They cannot own consequences. 
They cannot build trust in a room. 
They cannot calm a team when pressure rises. 
They cannot look at conflicting inputs and decide what actually matters.

That is still the work.

And that is why human skills are becoming the new hard skills.

If you are a founder, operator, or ambitious professional, 
this should change how you build yourself:

Do not just learn prompts. 
Learn judgment. 

Do not just consume frameworks. 
Develop taste. 

Do not just present information. 
Tell stories people remember. 

Do not just attend meetings. 
Ask questions that unlock truth. 

Do not just work harder. 
Manage context better. 

Do not just react faster. 
Regulate emotion better. 

Do not just hold tasks. 
Build delegation architecture. 

Do not just accept inherited thinking. 
Return to first principles. 

Do not just defend your view.
Search for bias. 

Do not just collect information. 
Synthesize what matters. 

Do not just fit in. 
Build conviction.

The future will not belong to the most robotic people in the room.
It will belong to the most deeply human amongst us. 

Which of these human skills do you believe becomes 
the most valuable over the next five years? 👇 

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The 12 Human Skills You Need in an AI-First World

Most people want “confidence.”
Top 1% operators build something better.

They build a mindset that keeps working when motivation disappears, 
when the plan breaks, and when the week punches back.

Here are the 11 mindset traits of top 1% operators, 
and how to apply each one this week: 
↳ Act on feedback
Ask for it, implement it, repeat. Feedback is free leverage.
↳ Use “yet”
“I can’t do this” becomes “I can’t do this… yet.” 
↳ Set learning goals
Don’t only chase outcomes, chase skill acquisition. 
↳ Embrace failure
Failure is data. The only expensive failure is the one you refuse to study.
↳ Be patient
Think long-term. Growth takes time, and consistency beats intensity.
↳ Build persistence
Train yourself to keep going when it’s boring, hard, or unclear.
↳ Chase progress
Aim to get better each rep. Perfection is a delay tactic.
↳ Reflect
Look back often. Extract lessons. Turn experience into wisdom.
↳ Take risks
Try new things on purpose. Small risks build big capability.
↳ Be curious
Ask better questions. Curiosity is the engine of improvement.
↳ Celebrate effort
Be proud of the work, not just the result. Effort is what you control.

If you want a simple operator challenge for this week, do this:
✅  Pick one trait
✅  Write one action you will take daily
✅  Track it for 7 days
✅  Report back in the comments with what changed

Which do you need most right now, persistence or patience? 👇 

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✅ We are all becoming companies.

AI can write code. Analyze data. Run reports.
But it can't be the human in the room. 

It can't be you. 

It can't do Grit. 
Push through failure when quitting feels rational.

It doesn't have your Integrity. 
Make the right call when no one's watching. 

It does not have Empathy. 
Actually listen. Actually care. 

It doesn't have human Curiosity. 
Stay in the question when the answer isn't obvious. 

It lacks our Adaptability. 
Rebuild when the strategy blows up.

These aren't soft skills.
They're your competitive moat in an AI-first world.

IQ gets you in the room. 
EQ keeps you at the table.

Here are 9 EQ traits that supercharge your value , 
and the daily habits to build each one.
Swipe through the carousel.

Which of the 9 is hardest for you to build? 
Drop it in the comments. 👇 

- j - 🤓 🙏 

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How to Build Emotional Intelligence Across 9 Key Traits

Most companies measure efficiency via cost reduction and headcount cuts. That’s a mistake. 

Real efficiency is not about doing less with less. 

It is about producing more with what you got. 

And the highest-value output any organization can produce is not a lower expense line. 

It is a better idea.

Efficiency as creative output looks different. 

✅ It looks like new diverse thinking. 
✅ New cross-disciplinary collaboration that did not exist before. 
✅ Time carved out for deep work instead of deep meetings. 
✅ Teams solving problems together instead of optimizing spreadsheets alone. 
✅ Constraints that force invention rather than compliance.
✅ Process innovation. Not process elimination.

The companies that treat efficiency as a creative function will outperform the ones still counting heads. Every time. 

Because cutting your way to growth is not a strategy. It is a press release disguised as one.

When you reduce headcount, you reduce surface area for ideas. 

When you only measure cost, you only see cost. 

You miss the compounding value of what a well-structured team actually produces when given room to think.

The best operators and company builders I have worked with understood this intuitively. 

They did not ask “how do we spend less?”

They asked “how do we get more from what we have?” 

Those are not the same question. 

One shrinks the pie. 
The other changes the recipe.
Efficiency is not a line item. 
It is an operating philosophy. 

And the organizations that figure this out first will have a structural advantage that no amount of cutting can replicate.

Stop measuring efficiency by what you remove. Start measuring it by what you create.

How are you getting creative with your approach to efficiency in your organization and work? 👇

- j - 

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Companies rewarded us for thinking like machines.
But being uniquely human is all that matters now. 

We were educated to do the following:

✅ Build the system 
✅ Follow the process 
✅ Reduce variance 
✅ Optimize output 
✅ Repeat

That made sense when the most valuable work 
was the work computers could not yet do.

So we got excellent at operating inside systems. 
Managing workflows. 
Tracking KPIs. 
Making the machine move faster.

Then the cost of intelligence started collapsing. 
GPT-4 level inference dropped roughly 100x in 18 months. The work we trained ourselves to do became the easiest work to automate.

That changes the question.

Not "what can we automate next" but "what requires judgment, taste, and creative risk that no model can replicate."

The advantage no longer belongs only to the person who optimizes the process. 

It belongs to the person who questions 
whether the process should exist at all.

The person who connects psychology, culture, market timing, product instinct, and strategy into something coherent. Before the spreadsheet confirms it.

✅ We are moving from systems thinking to ecosystem thinking. 
✅ From process compliance to creative synthesis. 
✅ From repetition to reinvention.

The people who win biggest in this next era won't be those recruiters once screened to the top. 

They will be the creatives. 

The polymaths. 

The builders. 

The people who never fit neatly 
inside the old boxes.

Companies are becoming tech stacks. 
And we are all becoming companies.

Your leverage will not come from your resume. 
It will come from your perspective. 

Your moat will not be the system you memorized. 
It will be how you creatively think to build new systems. 

That is the new premium. 
Not more optimized for yesterday. 
More alive to what comes next.

How are you optimizing yourself for this new version of the world? 👇 


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Stop Thinking Like A Machine. Start Speaking Like a Human.

The threat isn't that AI replaces you. 
The threat is that you never learn what makes you irreplaceable.

The Economist nailed it.
And you can nail it, too. 

Here's the thing most people miss about AI.

I've been saying this for a while now. 

Our companies are becoming tech stacks. 
And we are all becoming companies.

Every person reading this is already running a one-person operation. 
You have a brand. You have inputs and outputs. 
You have a P&L whether you track it or not.

So the question isn't "how do I learn AI."
The question is "do I know how to build a business."

Because AI can write the copy. 
AI can build the deck. 
AI can analyze the data.

But AI cannot decide what matters. 
AI cannot read the room. 
AI cannot sit across from a client and know when to push and when to listen. 
AI cannot build trust over a handshake.

Empathy. 
Judgment. 
Taste (this is so important).
Conviction.

These are not soft skills. 
These are operating skills. 
These are hard skills. 

And they are now the highest leverage skills in the economy.

The people who win in an AI first world won't be the best prompters. 
They'll be those  who actually know how to operate.

That's the whole thesis.

How are you learning to operating and win in our Ai-first world?  
Sound-off below. 👇

- j - 🤓 🙏 

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Most productivity advice…
is just busywork wearing a better outfit.

I spent years running a B2B industrial distribution company. Grew it from $27M to north of $75M. 

And the single biggest threat to output was never laziness. It was the appearance of effort.

People confuse motion with progress. 
They confuse long hours with leverage. 

They confuse a packed calendar 
with a productive one.

Here are twelve productivity habits that are actually destroying your productivity.

Overloading your to-do list. If everything is a priority, nothing is. A to-do list with 30 items is not a plan. It is a cry for help.

Skipping breaks to work longer. You are not a machine. And even machines need downtime for maintenance. The research on this is not ambiguous.

Striving for perfection. Perfection is the most expensive product you will never ship. Done and deployed beats flawless and frozen every single time.

Juggling too many tasks. Multitasking is a myth. What you are actually doing is single-tasking poorly across multiple things.

Setting unachievable goals. Ambition is good. Delusion is not. The best operators set targets they can hit, then raise the bar.

Jumping from one trend to the next. Strategy requires commitment. If you pivot every quarter based on whatever is trending on LinkedIn, you do not have a strategy. You have a feed.

Working beyond your capacity. Burnout is not a badge of honor. It is an operational failure. Full stop.

Trying to do everything yourself. This is the founder trap. Delegation is not losing control. It is building leverage.

Prioritizing destination over journey. Systems beat goals. Every time. The company that builds the right process will outlast the one chasing a single outcome.

Always being available. Availability is not the same as value. Protect your time or someone else will allocate it for you.

Making every task urgent. When everything is urgent, nothing gets the deep focus it actually needs. Urgency should be rare, not the default setting.

Only time for work. If you have zero margin in your life, you have zero capacity for the creative thinking that actually moves the needle.

The pattern here is simple. 
Most of these habits feel productive. 
They look productive. 

But they are just sophisticated ways of avoiding the harder work of prioritization, delegation, and focus.
The best operators I know do fewer things. 

They just do the right things.

What are you doing to actually be more productive? 👇

- j - 🤓🙏🏼

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