The $600K Leadership Mistake I Made While Building My Third Business

It was 1994, the Internet was the new wild wild west and I had a company selling websites when almost everyone would ask, what’s a website and why do I need one.

We were on the bleeding edge of technology but unfortunately for me I was bleeding six figures a year in wasted time, emotional bandwidth, and false starts.

And I didn’t even see it happening.

For years, I led teams, closed deals, hit numbers. I became known as the operator other operators called when things broke. I fixed P&Ls, restructured teams, built wins, then stepped out of frame. That was in my second business.

But somewhere along the way, somewhere between two and three, as we started to work with big corporates, I started asking for permission again.

I’ve now spent nearly 40 years launching, scaling, and exiting businesses across multiple industries. Back at the beginning of venture number three I was only 8 years in, but I knew how to command a room. I knew how to drive outcomes.

Yet one morning before a board meeting I found myself at the edge of the crevasse, unanchored above the abyss, one slip away from spiraling into the exact safe patterns I’d helped others escape.

Not just fatigue. Dissociation.

Not just exhaustion. Erasure.

The warning signs were there. I was performing leadership from someone else’s script instead of practicing it with conviction. I was scheduling instead of choosing. I was quoting playbooks instead of writing my own.

I’d become manageable. And I was built to be anything but that.

Here’s what I learned: leadership isn’t broken because people are weak. It’s broken because we’ve been sold a script that trains us to ask before acting, to seek consensus before clarity, to soften our stance until our spine is gone.

The system taught me to perform safety drills in burning buildings while real leaders were outside pouring concrete.

So I stopped. I stripped back every layer that was never mine. I removed permission-seeking from my muscle memory. I named what was working and demanded more of it. I named what wasn’t and cut it.

I built a framework I now call Total QX (the Total Quality Experience) embedded in which is the 6Ps Code: Passion. Pleasure. Purpose. People. Planet. Profits.

Not departments. Not initiatives. A living system for leaders who know they were born for greater things.

Passion ignites. Not what you “like.” What you’d bleed for.

Pleasure sustains. Without it, systems rot. With it, they regenerate.

Purpose sharpens. It’s not found on a retreat. It’s declared, defended, and enforced like a boundary.

People amplify. Your ceiling is set by who you allow in the room.

Planet contextualizes. Every brand leaves residue. Leave it better than you found it.

Profits validate and expand. They’re not the goal: they’re the scoreboard.

When aligned, these six elements generate a circuit that feeds itself. When misaligned, you get chaos: uncontained, exhausting, expensive.

I don’t coach mindset. I recalibrate operators. I work with executives and founders who’ve outgrown the applause and are ready to lead with power and precision.

This isn’t personal development. It’s personal dominion.

If you’re carrying the weight without the recognition, leading from the shadows while resenting the silence, or staring at your calendar like it’s a prison sentence, you’re not failing.

You’re outgrowing your own containment.

What permission are you still asking for that you no longer need?