Venture building works best when it’s part of a dual-track strategy—launching new businesses alongside the core—with clear oversight from the CEO on capital allocation, culture, and capabilities.
I was never worried about the work getting done. I knew it would. The work didn’t stop when I left the office. The guilt came from the belief, that tending to anything personal during business hours, urgent or not, could be read as a lack of commitment. Looking back, what strikes me isn’t any one of those choices. It’s how much energy I spent managing the optics of all of them, rather than simply living my life.
Remote work often cultivates surprisingly strong connections between colleagues who may never meet in person. Physical distance can concentrate relationships, making asynchronous communication more deliberate and meaningful. Time zones foster unique rhythms, where thoughtful written exchanges build sustained mental presence and a deep sense of being understood.
This is the biggest and most common mistake I see across industries: Companies are using artificial intelligence to accelerate workflows they should be eliminating. The result is faster versions of legacy processes rather than truly transformed operations. You get incremental gains and a false sense of momentum, while the deeper power of AI slips away.
Just shy of half of U.S. adults (47%) would let artificial intelligence handle pay negotiations for them, a recent report by AI career strategist Ruth AI and The Harris Poll found. Yet more than three-quarters of adults said they didn’t know that AI can give biased career and salary advice, including recommending lower salaries for women and people of color.
