our thoughts

There’s a saying: “If you want to go fast, go alone. If you want to go far, go together.” It should be printed and framed in every founder-CEO’s office, to remind them that at some point they need to involve others in leading their business.

Many companies set aggressive growth targets – doubling revenue, expanding geographically, launching new products. All to fuel momentum. But when these targets aren’t anchored in a clear strategy that aligns with the operating models, the leaders risk that the company becomes a ticking time bomb.

Bringing in an external leader can help a family business grow, but only if roles, trust, and expectations are clear. Without structure, even the best hire can struggle to succeed.

Being family-owned is not the same as being well-managed. Founders aren’t know-it-all superheroes — and when they hold on to their management role for too long, they risk becoming a liability to their own legacy. And let’s start addressing the issue with putting a stop to glorifying the word “family” used as a management metaphor. It often does more harm than good.

Every day, we are seeing new, mind-blowing news about AI! New models. Faster chips. AI assistants that speak, help us think, and even co-create solutions with us. It’s no longer a question of if we’re entering a new era — the revolution is already happening, right in front of our eyes.

Most buy & build strategies stumble not at the deal stage, but in what comes after. Turning a portfolio into a platform requires more than financial integration. It demands a clear operating model, shared logic, and leaders who know how to scale together. This article breaks down what that looks like, where it goes wrong, and how to fix it.