Seth Yakatan

Raising & Selling 📈 $1B+ Raised 💰 22 Companies Sold 🤝

Are you struggling to communicate your vision to the capital gatekeepers?

Are you exploring selling your business but don’t know anything about:
✘ Due diligence
✘ Term sheets
✘ Earnouts

Friend, you're lucky you found me...

I'm Seth Yakatan.

I have 30-odd years experience as a corporate finance professional.

My specialties are:
💰 Raising money
🤝 Selling companies

And I’m f**king good at it.

I’ve raised over $1B and sold 22 businesses.

My career has mostly been supporting small-cap and major corporations seeking capital to grow, or
to find strategic acquirers.

Most of these companies are in: 
— biotech
— cannabis
— pharmaceuticals
— DTC consumer goods

I’ve been on boards, taken companies public, gone up against multinational corporations, raised from VC and PE funds.

All of it. 
Many times over.
Whatever your problem is, I’ve seen it before.

But let me level with you:

What I REALLY love is helping people to get to the finish line.

Talking to entrepreneurs excites me.

But in my experience, entrepreneurs are mostly s**t at raising capital and selling companies.

** They just don’t understand investors **

And that’s where I come in.

Together, we workshop: 
✔ Your pitch
✔ Your deck
✔ Your strategy 

And help you raise the capital to GROW and SELL your business.

If you need this help—and almost every business does—send me a DM.

Like, now.

Don't lose another potential investor or acquirer with the wrong pitch.

Seth ✌️

Co-Founder

Merchant Bank / Advisory / Family Office

Will there be ONLY ONE California distro left standing?

If that’s true, my money’s on NABIS.

Nabis just acquired assets from Humble Cannabis Solutions.

Distribution. 
Commerce systems. 
Compliance. 
Logistics.

Others chase vibes, Nabis keeps chasing leverage.


>> What’s Happening?

Nabis just picked up assets from Humble Cannabis Solutions.

No hype. Just more control over the infrastructure that moves cannabis.

And now they OWN California…


>> Why This Matters

Infrastructure wins in markets where margins are thin.

And A/R drives the leverage of brands and suppliers.

Owning distribution, commerce, and compliance creates LEVERAGE.


>> What Am I Watching?

Can KSS last?

How many brands realize too late that they don’t control their own destiny?

Whats next for Vince Ning and Jun S. Lee? 

No vibes. No hyperbole. No fanfare.

Just own the damn channel…

The WHOLE DAMN THING.

I LOVE it when someone proves me WRONG… particularly when it’s someone with such a unique and positive character.

Case in point… my main hermano Los Arias and the Green Horizons, you guys have CRUSHED IT.


>> What’s Happening?

A few years back I heard something I thought was crazy

Someone was running around trying to raise big money for a greenhouse in the desert of CA.

A green house? How much $$$?? WTF???

Wrote him off as crazy.

Well, Green Horizons has built one of the best facilities I have walked, PERIOD.

Clean, tighter than a tick, good flower, and serious PASSION…

Impressive, MOST impressive.


>> Why Is This Important?

Sometimes I’m puzzled by the industry and things which I see and hear…

It’s one thing to raise this money. It’s another to know how to use it AND execute…

Cultivation is really easy to do wrong, and very hard to do right…everything about what Los and Green Horizons has built is RIGHT.

And I could not be happier for Los and his whole squad.

Sometimes you just have to BELIVE.


>> What Am I Watching?

Will anyone else have the STONES to build more cultivation in CA?

How soon will this crew stand up facility #2?

Will Green Horizons change the view of CA and the desert?

They sure changed this Joshua Tree’s path…

Abrazos, Jefe…

"You can't fight the desert. You have to ride with it." ~ Louis L'Amour.


Los is an INSPIRING DUDE who just back on LinkedIn, give him a follow and keep up to date with their progress 📈

Am I Trending???

Well you know what I say:

Once is luck, twice is an anomaly…

Three times? Then you’ve got a trend, my friend.

I was highly privileged to be featured alongside the savvy Mitchell Osak in this excellent Forbes piece by Javier Hasse on cannabis M&A in 2026.

Superb reporting, AS ALWAYS Javier.

Essential reading for everyone trying to make moves in the industry this year.

Check it out: https://lnkd.in/gxNfAQ6W

Here’s an idea: why not just sell Hemp TCH Beverages till the last possible second

Eight brands including Cann, Drink DELTA, Wynk™, MAGIC CACTUS, Nectar, HOWDY and NOWADAYS are rolling out at Sprouts (WITH A BAN PENDING).

Yes. A national grocery store! Actual Hemp THC beverage! Next to groceries!


>> What’s Happening?

Sprouts just green lit the sale of THC drinks in stores.

First Target, NOW a mainstream grocer.

So while half the industry is still arguing about about regulation…

….Sprouts says: “Cool. We’ll take the money.”

>> Why Does This Matter?

This is something of a watershed moment for THC beverages.

Alcohol didn’t win because it was moral.

Nicotine didn’t win because it was healthy.

They won because they were available, familiar, and frictionless.

THC drinks just took a HUGE step in that direction.

>> What Am I Watching?

Which retailers will follow? (Because they WILL…)

Which of these eight brands win at grocery, and which dies trying?

How will regulators react now??


Fun fact: The market is moving faster than the rulebook.

Retail just signaled a big fat IDGAF for regulatory clarity.

You’re still debating whether THC beverages are “real”…

Congrats, you’re already two years behind.

No alternative text description for this image

Well...it happened: Wyld + Grön announced a definitive merger yesterday.

If you've been following me or listening to my BS, this is great news.

Why?

1. This represents a hallmark transaction for the industry and can foster a new era of M&A in the future

2. The combined company fully illustrates the importance of PLATFORMS driven by BRANDS

3. This represents the first national platform (and in ANT other industry this would be the basis of a Private Equity roll up deal/strategy)

4. It illustrates that there are companies (i) of scale, (ii) generating revenue and profit, (iii) that can find exits, (iv) that are Founder-led and (v) that can be stronger and grow together !!!

5. With this announcement and some form of Federal change on the horizon, 2026 could be our best year YET.

Congrats to all my friends at both companies on an AMAZING deal...

Aaron Morris and Christine Apple you should both be proud… and thank you both for showing the world what IS POSSIBLE!!!!

And if you know Draper Bender, then you know how and why this got done. Period.

Here is to the future for us all.

P.S. This video was recorded July 17, 2025 with Michael Krefman and Michael Peterson on From the Weeds to the Clouds

Even a broken clock is right twice a day....

Germany is officially importing TONS of lettuce.

The EU’s biggest single c@nnabis market is sprinting toward 600 metric tons of annual imports.


>> What's Happening?

Germany's medical cannabis imports have climbed quarter over quarter.

From 41 metric tons in early 2025 to 57 t in Q3 2025, crushing records.

German regulators even raised the annual import ceiling once the original quota was exhausted.

Prescription access is expanding and telemedicine is growing…the trajectory now looks like hundreds of tons annually…

>> Why Is This Important?

Germany is now Europe's largest regulated medical cannabis market and its explosive import growth is a global signal.

Deutschland’s policy reforms have created predictable patient access and a huge upstream opportunity for exporters and supply chain players.

At 600 tons of annual imports, that is global supply chain scale and a new benchmark for what "big cannabis" might look like outside North America.


>> What Am I Watching?

Can anyone in Europe actually grow weed at scale, or will the country remain dependent on imports long term?

How pricing, pharmacy networks, and telemedicine evolve and can a patient market can coexist with both social clubs + adult use.

Which countries and companies position themselves as primary exporters into Europe's hottest cannabis corridor?


Bottom line:

Europe's medical cannabis boom isn't theoretical anymore…

It is measurable, explosive, and reshaping global supply chains.

If you haven't been tracking Germany's trajectory closely, you're late.

Glad you all gave up because some of us just GOT STARTED.

Looks like 2026 is off to a terrible start…


>> What’s Happening?

Nothing at all, just go back to sleep

Cannabist’s VA footprint goes for $130M.

Wyld/Gron pops off.

Illicit does a landmark ESOP.

Sunderstorm grabs Lime.

Nabis grabs Humble.

Key takes Bellrock.

Canopy puts $150M on the balance sheet

But its only January, go back to sleep….


>> Why Does This Matter?

The strong are getting STRONGER.

Notice any similarities in any of these deals? (read any of my posts??)

I have profiled most of these companies as “working”.

And the others have big balance sheets.

THE CONSOLODATION will not be televised.


>> What Am I Watching?

Who and what is NEXT?

SUPER-BRAND V2 is coming. Count on it…

Can someone take control of California?

What am I missing??

First of 12 innings down.

The pitcher has not even warmed up and

Already its a Perfect GAME ….

In case you missed it 

Wyld and Grön was announced earlier this week...

Have to give props again to both teams on the absolute magnitude of this deal for the industry....I am still amazed by this one....

And do not forget why....and what else is possible and for who...

Jeeter - a DreamFields Brand
Timeless
Nova Farms
Standard Wellness
C3 Industries

Thank you Aaron Morris + Christine Apple for showing the WORLD what this industry CAN DO !!!!

Here is to the future for us all...
and never sleep on Draper Bender (might just be the best in the business) 

P.S. This video was recorded July 17, 2025 with the amazing squad of Michael Krefman and Michael Peterson on From the Weeds to the Clouds
(MORE PROGNOSTICATIONS FORTHCOMING.... )

I am never giving up on California...EVER...

Keep an eye on my friends at Embarc
Keeping it REAL FOR EVERYONE....

CA is still #1 and will be #1 for a while.

We ain't going nowhere...

Just training for the next 12 rounds....

Welcome to Las Vegas !!!!
Wait...did I see you there ?
Well if I did, maybe you made the edit...

Seibo Shen
Elliot Lane + IgniteIt Cannabis
Diana A. + First Citizens Bank
Salvatore (Sal) LaTorre
Aisha Alves + the squad from FlowerHire
My main man Frank Colombo,  CFA + Viridian Capital Advisors
The ever popular Jesse Parenti, TRA 
Marty Higgins
and the ever magnanimous Lisa Williams + Hello Again

Want to thank my good friends from Sweed for all the help !

When does a celebrity brand officially hit the skids?

When it turns into a $50M lawsuit.

Iron Mike Tyson and The Nature Boy Ric Flair just turned their brand in weed biz into federal lawsuit.

And the allegations are wild.


>> What’s Happening?

Tyson and Flair filed a 76-page RICO-heavy lawsuit against their former cannabis partners at Carma Holdings.

Accusations include all the good stuff: wire fraud, embezzlement, money laundering, extortion and securities fraud. 

And further accused management of siphoning off cash and company funds for private jets, yachts, home renovations, mortgages and lavish perks.

NY Post has the scoop if you want to read the details...

Tyson & Flair are seeking more than $50 million in damages.


>> Why This Matters?

RICO is typically reserved for organized fraud and systemic corruption not partner disputes.

Defendants are pushing back hard, calling the suit “fiction dressed up as a lawsuit.” 

Celebrity + cultural icons + weed business + alleged internal theft = BAD LOOK

As an industry we do NOT need further headline drama.


>> What Am I Watching?

Does this show anything about governance, IP control, and fiduciary accountability?

Or does it just becomes another in a long list of “bad-celebrity brand” tabloid footnotes?

Can RICO stick here?

Which is the next celebrity cannabis brand to go ass over tea kettle? 

Bottom line:

Celebrity cannabis brand launches make headlines.

Celebrity cannabis boardroom lawsuits makes worse headlines.

Can we just NOT do any more celebrity brands, PLEASE??

You think its easy to get a deal done?

Think again...

Getting any deal done is HARD:
— Senior Debt
— Equity
— M&A
— Partnerships

It's like walking a drunk person home in the snow.

You might slip and fall a few times before you get there..

You have to realize it is going to fall out of bed once or twice.

And you have to have people around you who know how to get it done....
AND CLOSE.

Appreciate my friends Louis Magazzu and  Rachel Wright, CPA, MST for the discussion and the crew from IgniteIt Cannabis for the platform....

Nothing makes me happier than seeing good people succeed.

Especially those who pulled me up with them on the path.

So it gives me GREAT pleasure to give a huge congratulations to my friend  Austin DeAngelis on his most recent feat with furl.


>> What’s Happening?

A few years back I got pulled into Eaze, one of the better experiences of my life.

Were it not for the software sales veteran boom-mic trio of Nick Fasano, Austin DeAngelis and Owen Ruh…

I would have been left out on Venice Boardwalk.

But they took me in as one of their own and I am eternally grateful for that.

Especially when you have to pivot to make moves in c@annabis.


>> Why is This Important?

Sometimes you hear people leave the industry and hope they land feet first…

Then you check it…

One of the guys who pulled me along at Eaze

Drops a presser about a $10M seed round for his new AI start up deal furl.

With gold plated investors Ten Eleven Ventures, Rapid7 CEO Corey Thomas and Open Opportunity Fund, furl seems like a BANGER.


>> What Am I Watching?

What do I know about AI? Well frankly nothing…

But I do now how hard it is to pivot industries.

I also know how hard it is to RASIE CAPITAL.

SO when you pivot and knock the ball out of the park….

I can only admire the achievement and offer my most sincere congratulations.

Austin, I’m betting on you and furl thats for sure.

And thank you for all the help you have given me.

‘Seth, how did you make it into Forbes AGAIN?’

Well dummy I worked my butt off and I picked the right partner. That’s how…

Last week, Forbes published a piece on cannabis M&A that I was quoted in — alongside Mitchell Osak, who is the most credible and consistently right analyst in Canadian cannabis consulting, full stop.

No hype. No BS. No capital-markets vocabulary tests. This article didn’t come out of thin air.

It was grounded in a long-form piece Mitchell and I debated, pressure-tested, and refined because the loudest narrative in cannabis right now (“M&A is dead”) is… well just lazy.


>> What’s Happening?

M&A narratives dominate headlines, but how?

Behind the curtain, consolidation IS happening.

Private deals, restructurings, recaps, and strategic repositioning is where the action is.


>> Why Does This Matter?

Public markets for the next big cannabis deal? Maybe…

The next wave of exits, value and consolidation will emerge through private channels.

M&A didn’t disappear. It just stopped showing up in places that make for easy screenshots.

Public markets are frozen and private markets are doing the real work.

And anyone still waiting for a headline-grabbing “tsunami” deal from a busted MSO balance sheet is watching the wrong screen.


>> What Am I Watching Next?

How private capital structures continue to adapt to cannabis realities?

Does MORE off-market consolidation accelerate?

Does federal clarity finally unlock the value trapped in state-legal operators?

If you care about where real deal flow lives, this Forbes piece will be a reference point for 2026.

If you’re an operator, investor, or board member still anchoring strategy to press releases instead of private deal flow… good luck.


Two final points:

The Forbes piece is worth your time

Mitchell’s perspective is worth following

And if you want the WHOLE 18 pages behind the article download it here:

https://lnkd.in/eBxsGE7H

Read it. Argue with it. But don’t ignore it.

It's not what they say when you are IN the room
It's ALL ABOUT what they say when you are NOT IN the room...

What happens when two rival founders stop competing and start collaborating? 

Ben Larson and AnnaRae Grabstein find out from Draper Bender, President of Grön, as he shares the unlikely beginning of his friendship with Aaron Morris, CEO of Wyld  the man he once viewed as a bold, untouchable industry persona. 

Remember this was a Founder-led deal, there were no bankers. It was a direct, operator-to-operator discussion and transaction. No financial engineering. Just aligned businesses with similar DNA: bootstrapped, profitable, and deeply operational to their cores...

I was not even close to this one. 
Love you Draper and Christine Apple
And Aaron Morris count on me sending more pictures of boxes....
XO

Props to AnnaRae Grabstein + Ben Larson for the LOVE
And get on High Spirits: The Cannabis Business Podcast
On Apple Podcast (apple.co/40e8I2T )
Spotify (spoti.fi/4iUKphY )
and YouTube (https://lnkd.in/g5CMxNAM)

Here's the latest speculation on Schedule 3…


A few weeks ago a Senator proposed a measure that would direct the AG of the USA to create a commission charged with making recommendations on a c@nnabis regulatory system….


That MODELS for what is currently in place for ALCOHOL….YUP.

>> What's Happening?

Sen. John Hickenlooper (D-CO) introduced the PREPARE Act.


This directs the U.S. Attorney General to establish a Federal Regulation of Cannabis Commission.

This will draft a regulatory framework for post-prohibition cannabis.


Safety standards, labeling, crop and trade practices, banking & revenue systems, and social equity impact.

The bill would effectively give the AG Trump's a formal job to coordinate federal cannabis policy and set rules before full legalization.

>> Why is this Important?

A commission BEFORE legalization is scary.

That's not helping us….that's pre-ordained federal architecture by committee, which seems to create MORE problems.

The industry deserves clarity on issues like taxation, banking, and ADA/FTC guidance.


Not MORE mechanisms based on bureaucracy.


>> What Am I Watching?

Does this commission actually draft binding regulatory standards or just recommendations that Congress can ignore?

Which stakeholders get a seat at the table?

Does this become the new pretext to delay real federal legalization until the next election cycle?

Commissions are easy press releases. Regulation is hard law.

Don't confuse politicking with legalization.

Contact your elected officials today…PLEASE.

Why was I so hyped on Beverage ???

I am a history major
I studied how Alcohol was rolled out over the last 80 years

Why ?

Normalized adoption and distribution...
And they MAKE MONEY
(and its the only thing that we have as an example)

and you know what...they make $$$$$

Thanks to Alex DeFazio and the The High Index for the spot

Everything early stage is HARD...
Next to impossible actually

I don't have a solution for early..

C@nnabis
Biotech
SaSS
AI
Retail
CPG/Beverage

All hard...

We just have 2 arms tied behind our backs on top of it all...

Grateful for the spot on From the Weeds to the Clouds
Michael Krefman + Michael Peterson

The Yellowhammer State might just GO GREEN!

Alabama’s Medical cannabis program might finally be real.

It only took four years….

>> What’s Happening?

Alabama regulators awarded dispensary licenses in a medical cannabis program that’s been legal since 2021 (yes really!).

IF this moves as planned, patients could FINALLY see actual dispensaries in 2026.

Legal on paper is becoming legal in practice…ROLL TIDE.

>> Why Does This Matter?

Because legislation without EXECUTION is theater.

Licenses without TIMELINES don’t help patients.

Delays don’t just stall access they burn capital AND credibility.

Alabama “legalized” medical cannabis years ago.

Patients got nothing….until now….we hope!


>> What Am I Watching?

Do lawsuits finally stop and licenses stick?

How fast will product actually reach shelves?

If regulators prioritize access over process?

Medical cannabis doesn’t work if it never shows up.

Let’s see if Alabama finally delivers in the Heart of Dixie!

New York has been on quite the journey since it passed adult use.

It’s gone from total rollout chaos to $2.5B in legal c@nnabis sales.

And A LOT more people are smoking it legally.

So… let’s talk about what that actually means (and what it doesn’t).


>> What Is Happening?

Empires adult-use market has now exceeded $2.5B in total sales since launch.

Licensed dispensaries doubled year-over-year to 556 statewide, with 200+ in the 5 boroughs.

Tax revenue from legal sales has now topped $360M for state and local governments.

On paper, that looks like success. Headlines love it.


>> Why Does This Matter?

New York’s market FINALLY is scaling, but I’m not throwing a parade, just yet…

Years of rollout chaos, lawsuits, enforcement whiplash, and illicit sales have given me PTSD.

It’s not a shock that revenue has arrived now that the legal doors have actually opened.

$2.5B SOUNDS huge till you think about years of demand being (and still being) served by bodegas, vans, and Telegram menus.

Being honest: gross sales ≠ healthy operators.

Margins, taxes, and compliance costs are tough and NYC ain’t even seen price compression…and capital starvation still eats most licensees alive.


>> What Am I Watching?

How many of those 500+ stores are still standing in 24 months?

Do taxes and enforcement finally get aligned enough to actually shrink the illicit market?

Who survives at retail when this STOPS being a land-grab and STARTS being the knife fight over price, rent, and cash flow.


New York didn’t prove cannabis “works.”

Cannabis demand was never the question.

The real test is whether this market can graduate from revenue headlines to durable, profitable businesses.

Cofounder of Lead In 30 • Upgrade your leaders • Human resources and leadership development

It was one of the most memorable moments of my career. I was standing in the front of the room finishing a meeting with the top 200 leaders of a large hospital system in the DC area. I handed the microphone to the CEO to close us out. What he said shocked me and has stuck with me for years. After hours of discussion about the culture of his organization of 18,000 people that day he ended the meeting looking into the eyes of his top 200 and saying into the microphone, "I have come to an inconvenient and disgusting conclusion that I am the problem."

That's a direct quote.

He was gone less than two months later. 

He left.

For almost a decade I've traveled the world meeting with leaders of some of the world's biggest companies. Amazon, Walmart, Lockheed Martin, General Motors, Johnson & Johnson, Cigna, Hormel, BD, Darden Restaurants, Fox, and HCA to name a few. I've averaged 165 flights a year. New York, London, Singapore, Sydney, New Zealand, and a lot of less notable locales have been stops along the way.

Here's what I've learned...

Leaders make or break an organization.

They are the competitive advantage.

Or the anchor sinking the ship.

One leader can change everything. Positively or negatively.

After years of consulting senior executives on their company-wide culture transformation projects I'm now spending all of my time with a smaller group of leaders. Call them executive coaching clients or whatever you want. They are leaders of teams, divisions, business areas, or enterprises that aren't yet who they want to become.

We help successful executives grow their careers through strengthening their leadership effectiveness.

That's the phrase we wrote as we founded our firm.

Perhaps you're that leader who could benefit from our questions, perspective, and proprietary models. Or maybe you know that leader.  

DM me. 

I'd love to chat. 🎯

Russ Hill

Rick Rubin has produced more iconic albums than almost anyone in music history. Red Hot Chili Peppers. Johnny Cash. Kanye West. Jay-Z. But here's what's weird: he barely touches the equipment:

While other producers obsess over mixing boards and effects, Rubin does something completely different. He removes what doesn't matter.

Most producers add layers - more effects, more instruments, more complexity. Rubin does the opposite. He sits in the studio and asks one question on repeat: "What's essential?"

When Johnny Cash wanted to record again late in his career, Rubin didn't pile on production. He stripped everything down to Cash's voice and a guitar. The result? Some of the most powerful recordings of Cash's entire career.

Leaders face the same trap.

When performance lags, the instinct is to add more, more meetings to align the team, more initiatives to drive results, more priorities to cover all bases.

But watch what happens: your directors spend 30 hours a week in meetings. Your team has 12 "top priorities." Nobody can tell you what actually matters most.

The real work gets squeezed into the margins.

Your people don't need another strategy deck. They need you to stop piling on and start cutting away.

Before your next team meeting, try Rubin's question: What's essential? Then remove everything else from the agenda.

If everything feels urgent, nothing is. Russ explores these ideas weekly in his newsletter, offering practical leadership insights that cut through the noise. https://lnkd.in/en9vxeNk

Cofounder of Lone Rock Leadership • Upgrade your managers • Human resources and leadership development

Satya Tripathi works on climate transformation with governments worldwide. His teams face goals 26 years away. Here's how he keeps them engaged: 

Make invisible progress visible every single day.
Your team isn't disengaged because they're lazy.
You've tried new tools. Better processes. More frequent check-ins. Nothing moves the needle.

Here's what you're missing: They're disengaged because they can't see progress.

Tripathi discovered that teams working on transformation don't fail because the work is hard. They fail because they can't tell whether they're making progress or just spinning their wheels.

Think about his challenge: How do you keep teams motivated on net-zero emissions by 2050? That's decades away.

His solution? Break that massive goal into quarterly milestones that teams can actually celebrate. Instead of "carbon neutrality by 2050," it becomes "renewable energy at 15% by Q3, 18% by Q4."

Progress becomes visible every 90 days, not every decade.

When teams can see movement, they start believing movement is possible. And belief creates momentum.

This applies to every transformation project. Your culture change initiative feels stuck, not because people don't care, but because they can't see that last month's leadership training actually shifted any behaviors. Your digital transformation drags not because the technology is hard, but because nobody can point to what's actually different today versus 90 days ago.

Most leaders lose people on transformation initiatives, not because the vision is wrong, but because progress feels invisible.

Here's how to fix it:

Instead of "Improve customer satisfaction," track "Response time under 2 hours" and display it daily. Instead of "Build a learning culture," count "Cross-team knowledge shares per week" and celebrate the number going up. Instead of quarterly progress reviews, create weekly wins that everyone can see.

The goal isn't just measurement. It's making progress so obvious that belief becomes automatic.

If people can't see movement, they stop believing it's happening.

This invisibility problem shows up everywhere in leadership. We explore it every week on Lead In 30's podcast with leaders who've cracked the code on creating clarity and momentum. Get access here: https://lnkd.in/d_-Knwhy

Most leaders think confidence comes from being the loudest voice in the room. Admiral Michelle Howard proved them wrong for 36 years. Here's what she understood about leadership:

When Howard took command of Combined Task Force 151 in 2009, she faced one of the highest-pressure situations in modern naval history.

Somali pirates had captured Captain Richard Phillips. The world was watching. Every decision mattered.

Howard didn't dominate the room. She didn't over-explain her choices to prove she belonged. She gathered input quickly, decided clearly, and moved on.

The rescue succeeded. Phillips came home.

This wasn't luck. It was a pattern Howard had perfected throughout her career, from commanding USS Rushmore to becoming the first female four-star admiral in U.S. Navy history.

She understood something most leaders get backwards.

Teams don't need perfect decisions. They need clear ones.

Indecision drains energy faster than a wrong call ever will. When you hesitate, your team hesitates. When you second-guess yourself publicly, they second-guess everything.

The pressure to appear confident makes managers over-explain. They think more words equal more authority. They dominate conversations to prove they know what they're doing.

Howard did the opposite. She listened intently, processed quickly, then committed fully.

No hedging. No endless justification. No need to be the smartest person speaking.

Just clarity followed by action.

This creates something more valuable than being right. It creates momentum. Teams that move forward together, even when the path isn't perfect, outperform teams paralyzed by indecision every single time.

The real confidence play isn't about volume. It's about velocity.

Know when to listen. Know when to decide. Know when to move.

Leadership confidence doesn't come from volume. It comes from clarity.

If you want to strengthen your decision-making discipline, check out the Lead In 30 Podcast. Real conversations about the leadership competencies that actually move teams forward.

Sara Blakely's father asked her one question at dinner every night: "What did you fail at today?" If she had nothing, he was disappointed...

That question reframed failure entirely. Not as shame, but as proof she was learning and pushing boundaries.

This wasn't just dinner table philosophy.

When Sara started Spanx, she built this into her company culture. Early employees remember her asking in team meetings: "What experiment failed this week?"

When a product prototype flopped, she'd gather the team to dissect the learning, not assign blame. One failed adhesive test led to their breakthrough backless body shaper design.

The failure itself became the innovation catalyst.

Most leaders do the opposite. They punish mistakes, avoid risk, and wonder why their teams play it safe.

I've watched talented managers freeze when asked to pitch new ideas in companies where one mistake meant being sidelined. They had brilliant solutions but wouldn't risk proposing them.

The company lost innovations that could have doubled revenue simply because fear was more powerful than ambition.

Here's the truth: if people are afraid to fail, they'll never fully commit.

They'll hedge, they'll wait for perfect conditions, they'll do just enough to avoid criticism. Innovation doesn't come from people trying not to mess up.

It comes from people willing to experiment, learn fast, and adjust.

Leaders who normalize failure unlock that. But most don't know where to start.

Try these 3 shifts:

First, in 1-on-1s, ask "What did you try this week that didn't work?" and genuinely celebrate the attempt.

Second, in team meetings, share a failure of your own from that week and what you learned. Your vulnerability gives others permission.

Third, create a "failure board" where people post experiments that flopped but taught something valuable. Make it visible. Make it normal.

When failure becomes safe, commitment becomes possible.
When commitment becomes possible, real growth happens.

If you found this valuable, repost for your network ♻️

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Lead with impact.

In the early 2000s, Ralph Hauenstein watched competitor after competitor abandon American manufacturing for cheaper overseas production.

As CEO of Red Wing Shoes, he faced mounting pressure from the board: offshore production, cut costs by 40%, and finally compete on price with imported brands.

The spreadsheets made the case undeniable.
He refused anyway.

Hauenstein understood what the spreadsheets couldn't capture: Red Wing's bootmakers had decades of institutional knowledge.

They knew how different leathers behaved, how stitching patterns affected durability, how to spot quality issues before they became customer problems.

Moving production overseas meant losing craftspeople who'd spent 20-30 years mastering their trade. That expertise couldn't be replicated in a factory optimizing for cost per unit.

The payoff took years to materialize, but it was definitive.

While competitors who offshored saw their brand value erode and struggled with quality control issues from distant factories, Red Wing maintained premium pricing power and cultivated customers who'd buy nothing else.

Employee turnover at their Minnesota plant remained below 5% annually - unheard of in manufacturing - because workers took genuine pride in their craft.

The brand survived multiple recessions while offshored competitors folded or were acquired at fire-sale prices.

Every leader faces this same calculation in different forms.

Most leaders think in quarters. Leaders who actually deliver think in decades.

My latest book, Deliver: Why Some Leaders Get Results And Most Don't breaks down how to make decisions that compound over time instead of cannibalizing your future. If you're tired of short-term thinking sabotaging long-term results, this is your playbook. Get it here: https://lnkd.in/eaiPFZhw

Niki Lauda pulled into the pit during the 1976 Japanese Grand Prix. The world championship was on the line. He stepped out and walked away. Here's why his greatest leadership moment was choosing to lose:

Weeks earlier, Lauda survived a crash at the German Grand Prix that left him with severe burns and lung damage, making his return to racing genuinely heroic.

But his greatest leadership moment wasn't the comeback - it was this withdrawal, the moment he refused to race when everyone expected him to push through.

The conditions were brutal with near-zero visibility. While competitors risked their lives in the dangerous rain, Lauda made a different call.

Not because he was afraid. Because the risk didn't justify the reward.

He lost the championship by a single point. And kept something more valuable: his judgment.

Real leadership courage isn't always about pushing through - sometimes it's about stopping when everyone expects you to continue.

We glorify the grind, the relentless push, the leader who never quits. But this narrative pressures leaders to launch products in wrong market conditions, push teams past their breaking point, or continue strategies that no longer make sense simply because stopping feels like failure.

Disciplined judgment requires a different kind of courage - the courage to say "not under these conditions" when the pressure to proceed is overwhelming.

Most leaders fail here not because they lack determination, but because they confuse reckless persistence with strength. They push through product launches when customer feedback screams "not ready," continue with hiring when culture fit is clearly wrong, or double down on strategies when market conditions have fundamentally changed.

Think about the CEO who launches despite clear signals because "we've already invested too much." Or the manager who pushes a burned-out team through another sprint because "we can't miss the deadline."

The pressure to proceed often overwhelms the judgment to stop.

Lauda's decision reveals what separates disciplined judgment from reckless persistence: knowing when the risk is no longer proportional to the reward, when you don't have the critical information you need, and when pushing through will compromise something more valuable than winning.

This kind of judgment doesn't develop by accident. It requires a framework for making decisions under pressure, for distinguishing between momentary discomfort and genuine danger signals, for having the courage to protect what matters most.

If you're ready to build the judgment and clarity that transforms your leadership in 30 days, check out Lead In 30. 

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People don't follow vision statements. They follow what leaders reinforce through action. Here's why some leaders get results while others struggle:

You can launch a new culture initiative every quarter. Hold town halls about your values. Put inspirational posters in every conference room.

But if you excuse the leader who yells, protect the top performer who refuses to collaborate, or ignore the executive who talks strategy but micromanages execution, your team knows what you actually value.

And it's not what's on the poster.

I watched this play out at a tech company last year. The CEO launched a "radical transparency" initiative with company-wide emails, new Slack channels, and monthly AMAs. Everyone nodded along.

Then an executive made a major product decision behind closed doors. No input, no discussion, just an announcement.

When teams pushed back, the CEO defended it as "moving fast."
Within 3 months, the transparency initiative was dead. Not because the CEO killed it officially, but because everyone saw what actually mattered when stakes were high.

The gap between the announcement and the reinforcement told them everything.

Dara Treseder built her leadership reputation at companies like Peloton and Autodesk by understanding one truth most executives miss: credibility isn't built in town halls or strategy decks.

When she talked about customer obsession, she sat in on customer service calls. When she championed diversity, she changed her own hiring process first. When she pushed for bold creative work, she publicly backed ideas that made stakeholders uncomfortable.

Her teams watched what she reinforced, not just what she announced. That's why they trusted her when transformation got hard.

Here's what some miss: their teams aren't watching the all-hands deck. They're watching what gets rewarded, what gets ignored, and what gets excused.

The manager who preaches accountability in team meetings but quietly protects the underperformer because "they've been here a long time." Their team learns that tenure matters more than results.

The executive who champions transparency but makes strategic decisions in closed-door sessions with favorites. Their organization learns that access matters more than merit.

The leader who demands urgency but tolerates the same deadlines sliding month after month. Their team learns that timelines are suggestions, not commitments.

In every case, the behavior speaks louder than the words.

And teams always believe the behavior.

Next time you're in a leadership meeting, watch what gets excused versus what gets addressed. Watch which behaviors get rewarded and which get consequences.

The patterns you reinforce when nobody's watching tell your team everything they need to know about what actually matters.

Check out my new book: Deliver: Why Some Leaders Get Results and Most Don't, which breaks down the complete execution system: https://lnkd.in/eaiPFZhw

José Mourinho was fired by Chelsea. Twice. Then they won the league using the exact system he built. Here's why the best leaders build systems that outlive them:

Mourinho has coached elite football clubs across Europe. Players respect him, but warmth? Not his thing.

Yet his teams consistently perform at the highest levels.
The reason isn't charisma or inspiration. It's something most leaders completely miss.

When Mourinho joined Inter Milan in 2008, the first thing he did was assign every player a specific "battle role." Not positions. Roles.

Defenders knew their exact coverage zones. Midfielders had defined pressing triggers. Even the striker knew his defensive responsibilities.

Players hated the rigidity at first.
But within 6 months, Inter won their first Champions League in 45 years.

Here's what actually happened: ambiguity was eliminated.

Most leaders say "We need better communication." Mourinho defines exactly what communication looks like. When X happens, you do Y. No interpretation needed.

Most leaders say "Give 110%." Mourinho sets the standard differently. You complete these 3 drills at this speed. Anything less, you're benched.

The difference? His team knows the exact gap between current and expected.

This isn't about being difficult. It's about creating conditions where performance becomes unavoidable.

Most leaders get this backwards. They work on motivation when the real problem is confusion.

If your team doesn't know what success looks like, inspiration won't save you. If expectations shift daily, effort gets wasted on the wrong things.

Clarity eliminates guesswork. It lets people focus energy on execution instead of interpretation.

This clarity-first approach is the foundation of my Lead In 30 leadership training, which has helped managers at Amazon, Walmart, and Lockheed Martin transform how their teams deliver results.

Want to build systems that make performance unavoidable? Let's talk about bringing this framework to your team.

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Everyone celebrates James Dyson's 5,000 prototypes as a story about grit. They're missing what actually happened. And it's costing their team's progress every single day.

Most people hear the number 5,000 and think it proves the power of perseverance in the face of adversity. But that completely misses the point of what happened in Dyson's workshop.

Dyson didn't succeed because he refused to give up. He succeeded because he built a system where failure was expected, documented, and converted into forward motion.

Here's what that actually looked like: 
Each prototype got numbered, photographed, and analyzed. What worked? What didn't? Why? Every morning, those insights informed the next build. Prototype 1,247 wasn't a setback. It was the data that made 1,248 possible.

This is strategic persistence. Everything else is just stubbornness with better PR.

The difference matters more than most leaders realize.

Stubborn persistence keeps doing the same thing, hoping for different results. Strategic persistence builds a process that makes progress inevitable.

Your team doesn't need another speech about grit. They need you to build what Dyson built, a system where failure moves them forward instead of sideways.

That means creating environments where failure produces insights instead of fear. Where mistakes get reviewed in Monday morning standups instead of being hidden in desk drawers. Where progress compounds through documented learning instead of evaporating when someone quits.

Most leaders accidentally design the opposite. They punish failure, reward risk aversion, and wonder why innovation dies.

Dyson created conditions where 5,000 failures led somewhere. Your job is doing the same for your team.

The problem isn't your team's commitment. It's whether you've designed a system that turns their effort into actual outcomes.

If you're ready to stop relying on grit and start designing environments where your team's progress is inevitable, let's talk.

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Franz Humer built a $50B pharma empire by doing the opposite of every competitor. While they rushed drugs to market, he slowed down. Here's why his "overcautious" approach destroyed the competition:

As Roche CEO from 1998-2008, Humer made a move that shocked Wall Street.

When competitors like Pfizer accelerated cardiovascular drugs to market after minimal trials, Humer insisted on 3 additional years of safety validation for Roche's competing drug.

Analysts called him overcautious. Short-term, Roche lost market share.

But 18 months after competitor launches, safety issues emerged. Two rival drugs were pulled from market. Roche's delayed entry became the category leader, capturing 40% market share that held for a decade.

The extra validation protected 50,000+ patients from adverse events. More importantly, it built physician trust that no marketing budget could buy.

Humer used 3 criteria to decide when slowing down was strategic:
1. High irreversibility - decisions that couldn't be easily undone (drug safety, M&A)
2. Trust stakes - situations where credibility was the real asset at risk  
3. Information asymmetry - when competitors knew less than they thought they did

When all 3 aligned, he'd invest months or years others wouldn't. When they didn't, he moved fast.

This wasn't about being slow. It was about being deliberate where it mattered most.

Most leaders get this backwards. They rush decisions that should be slowed and overthink choices that need speed.

On the Lead In 30 Podcast, I explore how leaders develop judgment about decision velocity. If you're ready to build frameworks that actually work, explore Lead In 30 at https://lnkd.in/d_-Knwhy

Most leaders push harder when results lag. They add meetings and tighten deadlines. Matthew Walker's research at UC Berkeley shows this approach systematically destroys the capabilities you need to execute. 

Walker founded UC Berkeley's Center for Human Sleep Science, where his team uses brain imaging and cognitive testing to document what happens when exhausted teams try to perform. The findings expose why "just push harder" backfires at a biological level.

Sleep deprivation doesn't just make people tired. It dismantles the three core capacities leaders depend on for execution.

Decision quality collapses first.

Walker's 2002 Harvard experiment had participants learn complex keyboard sequences. Those who slept between training and re-testing improved their performance significantly. Those who stayed awake plateaued or declined.

Now map that to your Monday morning strategy session after everyone worked through the weekend. You're deciding whether to pivot your product roadmap, restructure your team, or double down on your current approach. 

Walker's research suggests these decisions are biologically compromised before the meeting starts. The strategic clarity you think you're getting might just be exhausted brains defaulting to familiar patterns instead of evaluating new information objectively.

Emotional regulation fails next.

When your people are running on empty, psychological safety evaporates. Small frustrations become conflicts. 

Constructive feedback feels like personal attacks. The trust required for real alignment breaks down in ways that look like engagement problems but are actually energy problems.

Walker's research shows sleep deprivation impairs memory consolidation and cognitive function. Your team can't adapt to market feedback, can't internalize lessons from failed experiments, can't integrate new processes or skills. The very learning required to improve execution becomes impossible when people are too drained to form new neural pathways.

So what does sustainable execution actually look like?

Start by treating energy as a strategic resource, not a personal responsibility. If your project timeline assumes 60-hour weeks, you're planning for degraded decision-making and compromised learning. Build recovery time into execution plans the same way you build in budget buffers.

Second, watch for the exhaustion signals Walker's research identified. Increased irritability in meetings that used to be productive. Slower adoption of new processes. More rework on decisions made late in the day or week.  

Third, stop treating sustained exhaustion as a sign of commitment. When your team is running on fumes, you're not getting discretionary effort. You're getting degraded execution disguised as hustle.

I explore these overlooked execution realities every week in my newsletter. Subscribe at https://lnkd.in/gsb3qeCF for weekly insights on the human factors that quietly sabotage your team's execution.

Lorne Michaels has run SNL for decades with one non-negotiable rule. "The show doesn't go on because it's ready. It goes on because it's 11:30." Here's why standards beat motivation every single time:

Most leaders exhaust themselves trying to inspire their teams.
They craft motivational emails, deliver pep talks before big launches, and scramble to boost morale when energy dips.

But here's what they miss: motivation is an emotion, and emotions fade. Standards are systems, and systems sustain performance even when inspiration runs dry.

Michaels doesn't waste energy motivating writers to be funny every Saturday. Instead, he holds one unwavering standard: the show airs at 11:30, ready or not.

When you know the curtain rises regardless of how prepared you feel, everything changes. Writers can't hide behind perfectionism. Producers can't delay tough calls. The entire team operates with clarity about what matters, shipping the show beats perfecting the show.

That's how you sustain excellence for 48 seasons.

The same principle applies in every organization, even if you're not producing live television. The question isn't whether you have standards, it's whether you're actually enforcing them.

Your standards aren't what you say in meetings. They're what you tolerate when nobody's watching.

When you accept work that misses the mark without feedback, your team learns that quality is negotiable. When deadlines slip without consequence, they learn that urgency doesn't matter. When you ignore behavior that undermines the team, you're teaching everyone that culture is just a poster on the wall.

Your people aren't confused; they're watching what you actually enforce versus what you claim to value.

Setting clear standards isn't tyrannical. It's generous.

When your team knows exactly what success looks like and what won't be tolerated, they can focus their energy on execution instead of guessing what you want.

So identify your 11:30 moments. What are the non-negotiables that everything else revolves around? Make them simple enough that a new hire could recite them. Then hold them consistently, especially when it's uncomfortable, because that's when your real standards reveal themselves.

The quality of your standards determines the quality of your results.

I explore leadership principles like this every week in my newsletter. If you want practical insights that challenge conventional wisdom and give you real tools for leading better, join the 11,000+ leaders who get our weekly email newsletter: https://lnkd.in/en9vxeNk

Lead with impact.

Edwin Land invented instant photography and built Polaroid into a $3 billion icon. At their peak, they owned instant photography. Then they filed for bankruptcy while everyone still loved the brand. Here's why:

Land dismissed digital photography as inferior technology. Technically true, but strategically fatal.

While he obsessed over perfecting instant film chemistry, the market shifted beneath him. His brilliance blinded him to market reality.

The vision was extraordinary, but execution lagged. Competitors overtook them. This reveals something most leaders miss.

Results don't fail because you lack vision. They fail because you don't build execution discipline around that vision.

The problem is vision work feels important. Strategy sessions, big ideas, inspiring the team. It's exciting. It gets buy-in.

Execution is different.

It's weekly pipeline reviews where you ask why the numbers missed. It's the uncomfortable conversation about accountability. It's killing a pet project that looked great in the strategy deck but isn't delivering results.

It's unglamorous. It requires sustained discipline, not one-time inspiration.
And it's where most leaders fall short.

Here's the diagnostic: Track your calendar for one week.

How many hours on strategy and vision? How many on execution review and accountability?

Most leaders discover a 10:1 ratio. The best reverse it.

If you're spending more time wordsmithing the strategy deck than reviewing weekly execution metrics, you've already fallen into Land's trap.

Vision meetings feel productive. Execution meetings feel tedious. That's exactly why execution is where most leaders fail.

Because every leader has vision. Few master execution.

Execution discipline has three non-negotiables: Clear metrics everyone understands. Weekly accountability rhythms that surface problems early. The courage to kill good ideas that aren't delivering results.

My new book: Deliver: Why Some Leaders Get Results, And Most Don't, gives you the frameworks to build execution discipline around your vision. Get it here: https://lnkd.in/eaiPFZhw

Most leaders think strength means making the call. The strongest ones know when they're not the one who should.

University of Chicago philosopher Agnes Callard writes about "transformative decisions", choices where you can't fully grasp the outcome until after you've committed. 

Her insight cuts straight to a leadership blind spot: sometimes you lack the perspective to make the call, and recognizing that takes more maturity than pushing through anyway.

I watched this play out with a VP I coached last year.

Her CEO asked her to decide whether to shut down an underperforming product line, one she'd never worked on directly. She had the authority. She had the data. The spreadsheets screamed "kill it."

But she recognized something crucial.

The team closest to that product understood customer relationships she couldn't see in the numbers. They knew which accounts were about to convert, which features were breaking through. She had analytical distance. They had lived experience.

She didn't lack confidence. She lacked the transformative knowledge you only gain by living inside the problem.

So she didn't decide. She asked the product team to present their recommendation with full context, then backed their call.

Three months later, two of those "about to convert" accounts closed deals worth more than the entire product line's previous year revenue.

Decision discipline means asking three questions before you decide:

1. Do I have current, lived experience with this problem?
2. Is someone closer to it better positioned to see what I can't?
3. Will my decision override knowledge I don't possess?

If the answer to all three is yes, your job isn't to decide. It's to empower the person who should.

That's not weakness. That's leadership maturity.

This is the kind of decision discipline we explore on Lead In 30, not just when to decide, but when to let others lead the call. Listen wherever you get your podcasts: https://lnkd.in/d_-Knwhy

Most execution problems aren't skill gaps. They're awareness gaps. Here's what decades of research reveal about why capable teams underperform:

Your team just missed another deadline.
Again.

You've invested in training. Upgraded your project management tools. Held more accountability meetings. 

Nothing changed.

Psychologist Ellen Langer spent decades studying why capable people underperform. What she discovered wasn't about skill or effort at all.

It was about awareness.

Langer ran experiments where people performed identical tasks. The only variable: whether they were consciously aware of what they were doing or operating on habit.

The awareness group outperformed the autopilot group consistently. Same skills. Same training. Different mental state.

Think about your last team meeting. How much of it ran on autopilot? Same agenda structure, same discussion patterns, same outcomes you've had for months.

When leaders run meetings on habit rather than intention, their teams disengage. Not because the meeting structure is wrong, but because the leader isn't actually present.

That's what kills execution.

Breaking autopilot requires one simple practice: Before your next team interaction, pause for 30 seconds.

Ask yourself what outcome you actually want from this specific conversation. Not what you usually want. What matters right now.

That 30-second reset separates leaders who get results from those who wonder why execution keeps failing despite their best efforts.

Want weekly insights on leading with intention instead of habit? Subscribe to my newsletter where I break down what actually drives execution and results: https://lnkd.in/gsb3qeCF

When Frances Hesselbein was asked about her legacy leading Girl Scouts from 250,000 to 2.3 million members, she never mentioned the growth numbers.

Never talked about the 300+ programs she launched.
Never cited the diversity initiatives that transformed the organization.
She talked about the leaders who emerged under her watch.

One of those leaders was Frances Hesselbein herself before becoming CEO. Another went on to lead major nonprofits. Others became executives at Fortune 500 companies.
 
Hesselbein didn't just run an organization. She built a leadership factory.

Here's what she did differently.
Every week, she asked herself three questions: Who did I develop today? Who is ready for more responsibility? Who needs coaching to step up?

She tracked people development as rigorously as others tracked revenue.

Most leaders track deliverables. Hesselbein tracked something else: how many of her team members went on to lead other organizations.

She measured leadership by multiplication, not addition.

When one of your team members gets promoted to lead elsewhere, that's proof your leadership is working. When they credit you for their success, that's your real ROI.

Ask yourself: How many of your direct reports could step into your role tomorrow? How many have been promoted since working for you? How many leaders have they developed?

Those numbers matter more than your quarterly targets.

Because your true results aren't in a spreadsheet. They're walking around, leading others, multiplying your impact long after you've moved on.

Most leaders know this matters but don't have a system for it.

Lead In 30 gives you the frameworks to become the leader people grow under. Not in years.  

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If you're tired of repeating yourself, you're probably doing your job right. Most leaders think constant repetition means they're failing to communicate. But here's what Vince Lombardi knew that changed everything:

He won 5 NFL championships by drilling the same fundamentals, blocking, tackling, discipline, in every single practice. Before the 1961 season, his veteran players complained they'd heard the blocking lecture 100 times.

Lombardi's response? "Then you'll hear it 100 more until it's instinct, not thought."

That season, the Packers went 11-3 and won the championship. Their offensive line allowed fewer sacks than any team in the league, not because they learned new techniques, but because the basics became muscle memory.

Here's what Lombardi understood that most leaders miss: your team hasn't heard it enough if you're tired of saying it.

Research shows people need to hear a message 7 times before it influences behavior. Leaders typically say it twice and move on.

The disconnect? You've internalized the vision, priorities, and standards. Your team is hearing them for the first time, processing while multitasking, or filtering through their own priorities.

What actually deserves repetition:

• The 2-3 outcomes that define success this quarter
• The non-negotiable standards that separate good from great
• The decision-making principles when choices aren't obvious

The difference between productive repetition and nagging? Productive repetition reinforces what matters until it becomes reflex. Nagging focuses on trivial details that don't move the needle.

Great leaders don't apologize for reinforcing what matters. They lean into it.

On the Lead In 30 podcast, I break down how the best leaders master this skill, knowing what to repeat, when to repeat it, and how to make it stick. If you're ready to stop second-guessing your leadership and start reinforcing what matters, listen wherever you get your podcasts: https://lnkd.in/d_-Knwhy

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