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I acted as the occasional mentor, advisor and coach to Ethan. And because I wanted Ethan to be able to attract a great team, build & iterate a product, test it with initial customers and refine his strategy before having to take the wrappers off of his company. The company was called Red Beacon.

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” Of course I agree with this. In practice it can be a fine line between sparring partner / coach and stepping over the line to brute-force persuasion. Of course by the next quarter if I felt ripped off I could advocate for 7% or maybe ops requirements needed to be upped to 20% for one quarter.

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Good entrepreneurs can admit when their course of action was wrong and learn from it. You’re sales person is getting blocked by the CTO who says she shouldn’t go above him but the CTO isn’t approving the deal. Yes, I know it’s my job as the CEO to be the coach for people and that’s fine.

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