Every successful venture has a heartbeat — not just a founder with a vision, but a team that breathes life into that vision. Reflecting on my career, no moment captures this truth better than the founding of Global Strategies. What we built wasn’t just a business — a band of complementary minds who trusted each other, challenged each other, and elevated the mission, building the company that we wanted to create.
The Realization: You Can’t Do It All Yourself
When I started Global Strategies, I had no desire to build another agency after selling to WPP. I had tried to retire, but I got back in the game between boredom and significant opportunities. Those projects and a presentation at Pubcon Floridia on Enterprise SEO I was winning projects — big ones — but the scale outpaced what one person could deliver. I had to ask: do I turn these down, or do I build a team and do it again?
“You can’t be great at everything. And the sooner you accept that, the sooner you unlock exponential potential.”
Actionable Takeaway:
- Audit your capabilities honestly. Where are you, world-class? Where are you just competent? Build around your blind spots.
Finding Your Complementary Talent — Not Clones or Drones
The dream team wasn’t a concept; it was essential. It was Jeremy. It was Andy. It was me — and what we each and collectively brought to the table. Jeremy was a financial and strategic powerhouse, calm and people-centric. Andy? A Zen master of process and creativity, able to tame award-winning writers with empathy and precision. I brought the pitch energy and vision.
Actionable Takeaway:
- Hire for complement, not comfort. Look for people who think differently, act differently — and strengthen your weak sides.
Equal Stake, Equal Voice
When we founded the company, we made each partner equal—not because I had to, but because we believed in the mission and each of them. I saw what happens in an acquisition, especially with expectations where those are not fulfilled; it leaves a lot of resentful people. Years later, even after growing and exiting, that bond remained. We even gave up equity to help incentivize Jeremy to stay on after we moved on so he would fight for the vision.
“We believed in him so much, we gave up equity to prove it. That’s leadership.”
Actionable Takeaway:
- If you truly trust someone, show it — through equity, opportunity, or autonomy.
- Be generous in success. Resentment starts when contribution isn’t matched by recognition.
Create the Framework, Then Let People Run
We didn’t micromanage. We had a clear mission: embed search from the inside, change process, deliver ROI. That was our strategic backbone. But within that, we gave each other space to lead. I hate micromanagement and prefer as little intervention as possible. Many people who need direction and feedback can be a problem. Between my upbringing and my time in the Marine Corps, I built a mindset of giving the team a job, getting out of their way, and letting them do it. You must get involved when quality suffers or they stray out of bounds.
“Empowerment only works when there’s trust. Trust only works when the mission is shared.”
Actionable Takeaway:
- Define your “why” — your strategic intent – and ensure they understand why they are doing the project.
- Give team members ownership in their domain.
- Set standards, but allow flexibility in how they’re achieved.
Maintain Alignment Without Hierarchy
I hate organizational charts, so we did not have one until the morning after I left the agency. We stayed flat for as long as possible. Because every layer added between the founders and the front line is a layer where passion and clarity can fade.
“Every step down from the founders is a step away from the fire that started it all.”
Actionable Takeaway:
- Keep lines of communication direct and open.
- Create rituals or forums that reinforce culture and realign priorities frequently.
- Be present — not just at the top, but beside your team when it matters.
Culture Eats Headcount for Breakfast
You can write down your mission, build frameworks, and preach empowerment. But if you don’t live it, none of it sticks. Culture is built in the trenches — during pitch preps, project crunches, shared meals, and high-stakes decisions.
“The best bonding happens in the late-night scramble before the big pitch — when leaders show up and stand shoulder-to-shoulder with the team.”
Actionable Takeaway:
- Foster shared experiences: client dinners, pitch war rooms, and offsites.
- Celebrate wins, own losses, and stay consistent in your values.
Innovation, Feedback, and the Courage to Fail
Great teams aren’t afraid to question processes, suggest new paths, or admit when something doesn’t work. But that only happens in cultures where failure isn’t fatal — it’s formative. We used to have weekly meetings where people could introduce new ideas from a conference or something they read and we would assign time to see if it was beneficial to us.
We avoided using “best practices” as that seems to mean they are locked in. We has a book of knowledge that was designed to be a fluid document of the how, what and why for anything we did.
“You’ve got to let people fail. Not because you want them to — but because you want them to grow.”
Actionable Takeaway:
- Encourage bi-directional feedback.
- Let employees experiment within safe boundaries.
- Make failure safe, as long as it’s followed by insight.
Create a Tribe and the Power of Purpose
When I see a Marine Corps sticker on a car, I know what it stands for — pride, loyalty, esprit de corps. That’s what we built. That’s what your dream team should feel — proud to wear your logo, because they believe in what it stands for.
“Your people should wear your swag with pride — not because it’s laundry day, but because they believe in the mission.”
Actionable Takeaway:
- Build identity. Make your mission something people can stand behind — and beside.