The work beneath the work
I was good at spinning all the plates, being needed at work, making money, and solving other people's problems.
I was the person everyone came to for answers, and I had them in spades. The more problems I solved, the more necessary I became. That felt like value to me, but it also taught the companies to depend on me.
Once I understood my part in that pattern, I could begin changing it. I built better systems, hired people around values that were actually true, and learned to transfer decision-making instead of simply transferring tasks. Over four years, I slowly extracted myself from the daily work without abandoning the missions or the people inside the companies.
Now I work with founders who bring their own versions of these problems. The work can include revenue, roles, ownership, and strategy. It can also include fear, old trauma, nervous-system patterns, purpose, marriage, family, and the reason all that success mattered in the first place.