My 4 larger career regrets as CEO of a company of $ 700 million

This test also filed is based on a conversation with Phil Schraeder, a 48 -year -old CEO in Los Angeles. The following has been modified for duration and clarity.

I graduated in 1999 with an accounting and finance diploma and I started my career to Kpmg As a listener. I quickly realized that it was not the right energy and the environment for me.

In 2001, I did an act of faith, I left my job and went from Chicago to Los Angeles without apartment. I had never spent only two days in the city.

Once I arrived, I went out as gay And obtained a main job as a financial analyst for a production company on the Fox Studio lot. Thanks to my network and my relationship with the founder I met in Los Angeles, I became an employee 10 to GumAn Adtech company, as vice-president of finance in 2011.

At first, this involved moving boxes in a U-Haul. I grew up with the company and I was appointed CEO six years ago. Now we have around 500 employees in 20 countries and are valued at nearly $ 700 million.

Throughout my career, I had regrets and many errors that I learned. These are the four biggest.

1. cross too quickly without having a solid basis

A critical learning for me grew up too quickly without building, concentrating and having our robust foundation. We grew up quickly and I got entitled by what was going to happen and what we build.

This is important, but I quickly realized that there were a lot of cracks in the foundation, for example, around operational vigor, taking advantage of the data and putting the systems in place to manage property and responsibility.

If you grow in a way that makes your rock structure, you will have to go back, restructure and adjust everything.

2. Take too much time to change the state of mind of the business of a startup to a more mature company

I think there were times when I took too long as CEO to decide on offers.

We often have to choose between wanting the money we need to grow and see that an agreement does not serve them or we. It’s ok to say no To partners or customers or say that this is what we need and we expect it to succeed for both of us.

I kept the way we did things for too long and how my state of mind worked when we try to take what we could get. I should have become more decisive earlier.

3. Do not get a mentor or executive coach earlier

I did not know how important a mentor or coach was until I made some of these mistakes. One of my biggest problems to jump to the CEO was not to get mentoring from someone who was there and did this.

I think that in several times, I myself made the pain, and that is how I realized that the problems should be resolved – rather than finding someone to help me avoid this pain. Having a mentor earlier could have been very useful.

I found a chief Executive Officer Who worked with other CEOs who sailed in half-corporate stage societies. Based on this person to help me make the necessary decisions or to think differently has become very important.

It was also essential to navigate the rapid growth of the company in recent years.

4. Do not be transparent in all facets of my life earlier

I had to live my identity to be faithful to myself. This result and what he did for my confidence is exponential and invaluable.

For example, I get dressed with intention and I like to stand out. Once, an investor I knew called me at a meeting with people from my board of directors, questioning my dress. It was the moment I knew I had to take a position.

I had two choices: I could brush it and continue or send it with everyone. I spoke to the company, some 500 people, and I told them to have a voice in whom they are and that their unique character makes them incredible and super.

As CEO, real work begins in the calm moments that no one knows behind the scenes

I have to introduce myself as an individual and represent the values ​​that I preach to the company.

I tried to ensure that each employee has the impression of being able to reach out and plan a meeting with me. I am on the market by discussing solutions, visions and values, which is ultimately linked to my moral compass and my integrity.

I used the word authenticity, but now I prefer transparency. I am more transparent than I have never been. Because my trip is not conventional, transparency with my colleagues is my superpower.