Jos Benschop is climbing a ladder to get to the top of his newest machine. It’s a bit of a schlep. The contraption is the size of a double-decker bus—more than 150 tons of gleaming precision-milled aluminum covered in thousands of snaking tubes, colored cables, and pressurized tanks. From the ground, it looks like a…
In my first tech company, I stayed too deep in execution for too long — still closing deals, managing sales and operating in the weeds even as the business scaled — until I realized the very habits that built early success were the same ones limiting its long-term growth.
In my first tech company, I stayed too deep in execution for too long — still closing deals, managing sales and operating in the weeds even as the business scaled — until I realized the very habits that built early success were the same ones limiting its long-term growth.
In my first tech company, I stayed too deep in execution for too long — still closing deals, managing sales and operating in the weeds even as the business scaled — until I realized the very habits that built early success were the same ones limiting its long-term growth.
In my first tech company, I stayed too deep in execution for too long — still closing deals, managing sales and operating in the weeds even as the business scaled — until I realized the very habits that built early success were the same ones limiting its long-term growth.
The Enhanced Games — a singular sporting competition where a majority of the athletes were on performance enhancing drugs — may herald a new business model that the tech industry is ready to embrace.