How quitting my corporate job for my startup dream f*cked my life up
medium.com
medium.com
In general, when you have no money, tap water is better than bankruptcy.
It's quite a shock when you start noticing that $3 bottles of water start adding up.
most of bottled water is tap water in plastic bottles, potentially infused with mix of BPA and other if ever exposed to slight amount of sunlight. don't ever think they use some high quality inert plastics on that bottle, because they don't.
with true deep well/mountain spring you are getting potentially better quality prior to bottling, and no idea what in final bottle.
if you have really poor quality tap water where you live, that's your best choice. it still might not be a healthy choice though.
My city just kicked off a project to deepen the wells so they don't need as much anti-bacterial treatment and the savings will be used to soften it a bit.
Refrigerated bottled water is cheap though, only 12 cents, but I know many locals who perceive drinking out of plastic bottles to be a bigger health risk than drinking tap water.
"There's 2 things they don't teach you at Harvard. How to handle failure, and how to handle a shotgun. I'm about to do both" - the dude from the Simpsons movie
How has his life been fucked up?
What's the word (some sort of portmanteau of entrepreneur & porn) which we use to describe this Tim Ferriss style trash?
*that last point is a bit harsh, trying to be sarcastic/funny there, not mean
It doesn't happen. This isn't House of Lies.
Guy appears to be a professional blogger now, so this is very much a grain-of-salt perspective.
MBB-level consulting has changed a lot in the last few years. Clients are no longer willing to pay their rates for full projects, so a lot of their projects are now 2-3 week due diligence projects to validate the output that some internal team or a Big 4 accounting firm's consulting division put together. One friend of mine has worked at McKinsey for 4 years and has yet to work on a project longer than 6 weeks the entire time (most of her projects are 2-4 weeks).
Even then, it's basically just the "MBB tax" you have to pay to whatever consulting company your board of directors used to work at. These projects could probably be done remotely, but those firms calling card is to massively over-deliver every project they get in order to justify their rates.
All of this leads to a situation where projects are shorter, less valuable, and happen with less lead time than they used to. The pipelines have been getting shallower every year - look at how MBB are all trying to branch out into operations consulting with mixed results.
One thing to keep in mind is that while MBB tend to exude this aura of invincibility, they're actually struggling right now. I wouldn't be surprised to see some consolidation happen in this space soon.
You could probably hire a few people in (say) Eastern Europe and set them up with great process, tooling, and telecon and beat the hell out of consulting groups that run their consultants ragged, but running them ragged is a mechanism of control. You are so committed to it you are not going to question any assumptions.
It is like the way that if you want to succeed in certain professions you pretty much need to move -- it satisfies the ideological idea that "we are hiring the best people from all over the world" and it separates you from friends and family and once more makes it almost impossible you will question the unspoken assumptions your career is based on.
One thing that stood out is that a good number of them this summer are paying absurd amounts for housing, usually less than a 5 minute walk to the office. But their logic isn't 'the less time I spend commuting the more time I can have to myself,' it's 'the less time I spend commuting the more likely I will be the first to respond when an MD needs me.'
This is actually wrong. I used to think that, but again, the world has changed. Running your team ragged is purely a dog and pony show to win follow-up work. When you go into a client you don't know at all, and you do 6 weeks of work and develop a business strategy... the only way that works is if you walked in with a strategy. Which you always do.
You then proceed to run your team ragged over the next 6 weeks to produce mountains of work and show the executive team at the client "Hey, look at our guys and how hard they work!" The work itself is usually just 120 slides full of busy work with so many assumptions baked in it's all but meaningless, but you make a great first impression and cemented your company's brand perception at the executive level of that client. You can then sell much lower-quality follow-on work for years on the strength of that one 6 week project.
In consulting (ESPECIALLY strategy consulting) politics, perception and packaging are far, far more important than the quality of the output.
Therefore, running your people ragged isn't about control or producing quality output. It's about impressing the client by working your ass off, and establishing a brand perception that hopefully will extend down to the other types of work your company does (which may or may not be of very high quality).
Anyway, I firmly believe that most strategy consulting work in 2016 is really just pipeline development for operations consulting. Important for sure, but not really what most strategy consultants signed up for.
You're dead right, though, and I don't discount the level of burn-out and despondency he felt in that line of work.
It does happen, and it isn't House of Lies.
Not saying it didn't happen to him, or it doesn't happen to anyone. But every week, trans-Atlantic, to the U.S., as an associate... I remain skeptical.
What is fcked up it the situation when you're doing it backwards: instead of jumping into a business, and dealing with those problems, you start believing that the normality of your life is what's holding you down, so you artificially create those problems, without having a decent reason for doing so...
In case of the former, would anyone care to elaborate? Do you solely agree with the message, or do you find yourself in a similar situation as described?
Not only that, but the idea that following your dream by creating a startup would provide you with more free-time is beyond basic logic.
I dont know that I could really call my business a startup, but I do think that if you are working your ass off as a consultant and have a legitimate skill set and the right contacts, you can make your life better. It sounds like this guy just traded one sweatshop for another of his own making.
> No matter how much your journey f*cks up your life or how difficult it will be, enjoy the ride and keep following your passion. As Tony Gaskin puts it perfectly: “If you don’t build your dream, someone will hire you to help build theirs.”
I think a lot of the angst people have about corporate jobs is that people think about what they are missing out on. I think it's really important to not lose sight of what you enjoy, even if you only have a few hours a week to enjoy it.
Take the sabbatical and go to Europe for 6 months. If it turns out to not be what you expected, so what, you've learned something and grown.
The way the media glorifies the startup founder life is very misleading to budding founders.
The opening lecture in Sam's startup class was an eye opener in many ways and put into perspective what being a startup founder really means(especially the part that Dustin Moskovitz talks about).
But even the idea that it can get old is very dependent on the person - some people's life goals are to surf, eat ceviche, and drink cerveza while fishing with friends. They may not get sick of it, while you or I might. Their work/life balance might be giving diving lessons in the spring in Trinidad and working a WWOOF off-season, interspersed with consulting work (a friend of mine). The dude in the article likes beaches and tropical drinks. As long as they can identify how to achieve a healthy balance, doesn't matter what it is.
But many end up bailing because these companies have an "up or out" culture (meaning you either get promoted or fired every 3 years -- with about 80% at each level getting the boot) that makes it very stressful. So it's pretty easy to say "Yeah, fuck this place, I'm gonna go be a startup founder!" when you're 90% sure you're getting fired next year. And being fired from McKinsey/Bain/BCG doesn't mean you're bad, it just means you're not a good fit for the role above you (i.e. if you're moving up from being an engagement manager, you're gonna get laid off if you're not a natural salesperson).
Thing is, being a startup founder is basically the same thing as working for McKinsey/Bain/BCG. It's still "up or out" with each round of funding, and the chances of success at each step are honestly smaller. You also don't have the firm's built-in network and research tools to help you be successful.
I don't even think the average payoffs are better in the startup world. I mean sure, if you can build your company into a unicorn and keep the momentum through an exit you will come out ahead. What are the chances of that, 0.0001%?
A better exit from McKinsey/Bain/BCG IMO would be to shack up with a "second-tier" consulting firm like Deloitte, PwC, Accenture, etc. Depending where you come in, you can pretty easily make partner within 4 or 5 years (anyone coming from the world of top-tier consulting is already used to the crazy workload required for this). Get to that point and you're pulling in $250k-$1M a year without much risk at all for as long as you want to keep doing it. And a generous pension (laugh if you want, but large LLPs are one of the few places where pensions make sense) to retire on whenever you decide you don't want to do it.
And then, if you still have the urge to run a startup, you're in a position where you'll have the knowledge, connections and financial security to go run a startup as the CEO who comes in and runs the show after the founders realize their limitations. IMO this is a better path because 1) any company hiring an expensive outside CEO is likely on an upward trajectory overall 2) VC funded startups are getting more risky, not less, so let the founders take that risk and 3) you can assess the cultural / product / market fit before you take the job.
A mistake I think people make is optimizing their lives for income rather than experiences and contentment. I have thoroughly enjoyed my career but I have kept my working hours to under an average of 25 hours a week for the last 30 years (not counting time writing, which is more of a simple pleasure in life than consulting).
Also, 2 years after the call to mommy is not quite mature enough to start doling out advice.
Edit: sorry for the tone, I'm a bit emotive because I fell in this trap too, and now that I see through the marketing stuff I don't understand why this kind of post continue to be upvoted.
I don't understand this. I do my own accounting and have never spent a single dime on a lawyer. It feels like I'm doing something illegal though because people keep saying this is such a huge cost.
People who come from corporate backgrounds tend to think having accountants and lawyers is necessary even when it's a one man company because they're used to being specialists, and accountancy / legal isn't what they do.
People who come from lean startup backgrounds tend to think they can get by on their own work and the advice they can get over a pint with a lawyer forever because they're used to being generalists. Doing things that they have no expertise in is what they do every day.
The reality tends to be somewhere in the middle. Doing your own accounts when it's just you is ~as hard as getting someone else to do it. Doing your own accounts when you're a team of 20 is enough of a time sink to drag down your overall productivity significantly. If you do go down the "professionals" route though, costs mount quickly.
Starting your own business is great, you can work half days! And you get to decide which twelve hours that will be!
Sounds like he would have considered himself lucky to keep it to twelve hours.
This statement, but itself, doesn't really give you the entire picture. I've had my own company for the last 10 years.
Running a company is more about controlling my own destiny, than the amount of hours I'm working. I can choose if I want to work 80 hours a week or 20...and I don't have a boss or a manager leading me on a path I know will be a failure.
"how quitting my dreadful corporate job for my startup dream lead me to a happy life of self-employed consulting."