Matthew Kelly stepped down as CEO of Spacegoods because his strengths lie in product and vision work, not operations. He argues founders often feel obligated to lead everything, but delegating to someone with full autonomy will serve the business better at this stage.
I fired myself as a CEO. Honestly, the fact I find calling myself the CEO just cringe speaks to the point that I'm just a founder and I should probably just do the founder things. But I don't mean that in like a, I can't do the CEO thing, because I can. I actually think I'm very competent at that, probably more than a lot of more corporate CEOs because I have the founder instinct. But I enjoy the other stuff more. I think there's more incremental value that only I can add critically in the other areas. So therefore, giving all the other stuff to someone else and giving them more responsibility to execute and have full autonomy in those areas feels like a better move for this business at this time for me. But I do think founders tend to lean towards founder energy needs to lead it all. And I actually agree, like I said, ironically. But I think that's better used on the stuff. And like I said, it's not like I've left the business. Early days, but it does feel like a new chapter in the business and in my entrepreneurial life. So I'm very much out of the trenches.
