Last year, I co-founded Profian with Nathaniel McCallum, a colleague from Red Hat. It’s a security start-up in the Confidential Computing Space, based on the open source Enarx project. There’s an update on that on the Profian blog with an article entitled Design to Roadmap to Product.
It’s an article on what we’ve been up to in the company, and a records the realisation that it’s time for me to step into yet another role as one of the founders: moving beyond the “let’s make sure that we have a team and that the basic day-to-day running of the company is working” to “OK, let’s really map out our product roadmap and how we present them to customers.”
A new state of mind
Which leads me to the main point of this short article. This is not an easy transition – it’s yet another new thing to learn, discover which bits I’m good at, improve the bits I’m not, get internal or external help to scale with, etc. – but it’s a vital part of being the CEO of a start-up.
It’s also something which I had, to be honest, been resisting. Most of us prefer to stick to stuff which we know – whether we’re good at it or not, sometimes! – rather than “embracing change”. Sometimes that’s OK, but in the position I’m in at the moment, it’s not. I have responsibility to the company and everyone involved in it to ensure that we can be successful. And that means doing something. So I’ve been listening to people say, “these are the things you need to do”, “here are the ways we can help you”, “this is what you should be looking for” and, while listening, just, well, putting it off, I suppose. Towards the end of last week, I ordered a book (The Founder Handbook) to try to get my head round it a bit more. There are loads of this type of book, but I did a little research, and this looked like it might be one of the better ones.
So, it arrived, and I started reading it. And, darn it, it made sense. It made me start seeing the world in a new way – a way which might not have been relevant to me (or the company) a few months ago, but really is, now. And I really need to embrace lots of the things the authors are discussing. I’m not saying that it’s a perfect book, or that no other book would have prompted this response, but at some point over the weekend, I thought: “right, it’s time to change and to move into this persona, thinking about these issues, being proactive and not putting it off anymore”.
I’m quite proud, to be honest; though maybe slightly ashamed that I didn’t do it before. I cemented the decision to jump into a new mindset by doing what I’ve done on a couple of occasions before (including when I decided to commit to writing my book): I told a few people what I was planning to do. This really works for me on several levels:
- I’ve made a public commitment (even if it’s to a few people), so it’s difficult to roll it back;
- I’ve made a commitment to myself, so I can’t pretend that I haven’t and let myself drift back into the old mindset;
- it sets expectations from other people as to what I’m going to do;
- people are predisposed to being helpful when you struggle, or ask for help.
These are all big positives, and while telling people you’ve made a big decision may not work for everyone, it certainly helps for me. This is going to be only one of many changes I need to make if we’re to build a successful company out of Profian and Enarx, but acknowledging that it needed to be made – and that I was the one who was going to have to effect that change – is important to me, the company, our investors and our employees. Now all I need to do is make a success of it! Wish me luck (and keep an eye out for more…).
1 – a few more people now, I suppose, now that I’ve published this article!