A speaker (Jason M. Lemkin) reflects on the shifting demands of the CEO role, describing how priorities rotate rapidly—e.g., hiring different executives each quarter—and how the past year required adapting from a pure growth focus to balancing growth with burn and margin considerations amid a changing macro environment.
I think that the CEO journey is a unique one in the sense that every quarter it feels like something radically different is at the top of the list. Whether you're hiring for a certain executive in that 90 day window, it could be marketing one quarter and the next one is VP of engineering. And it's like they're kind of a world apart. And so I feel like I'm constantly getting a crash course on what is the next thing that I need to learn at a surface level just to be enough dangerous to enable experts. And so right now, I would say that for me, over the past year, the existential sort of crisis was the macro environment has changed and it was going from growth, growth, growth to growth, burn margin.
