* * *
************************
The machine or the life.
************************
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A few weeks ago, my friend Patrick and I jumped on our quarterly
Google Meet. We weren't supposed to talk for another month, but
he asked if we could move it up because something in his business
was breaking.
I've known Patrick since he left his tech sales job in Atlanta
back in 2017, at 31, to build something most people would envy.
He runs an agency that creates content strategy and writes and
manages it for C-suite executives at Fortune 1000 companies. The
business has solid recurring revenue and a team of 21 employees.
I always enjoy catching up with Patrick because he's a
straight-shooter who tells me exactly what’s on his mind.
On this recent call, he told me his business is falling apart.
Most of his competitive advantage has been gutted by AI, and
clients who were previously paying $5,000 a month for content are
choosing to do it themselves with AI tools or outsource the work
to someone cheaper with those same tools. Lead generation is
drying up, so he’s letting some of his team go.
At some point, a question popped into my head based on how I run
my own business, that seemed to be worth asking:
"If you stripped this all back and ran it lean, just you and
maybe one other person like you used to, would the business be
better? Would you enjoy it more?”
He gave that some thought.
"To be honest, man, I don't even like the work. I'm not sure I
ever did. I just liked that this machine was working."
We kept talking about strategy and what he might do to salvage
the situation. And by the end of the call, he had Version One of
a new plan. A leaner, different model with slightly adjusted
positioning, and a bit of going back to the basics.
But after we hung up, it dawned on me that we’d spent the whole
hour trying to salvage something that Patrick doesn’t even like
doing. And that begs the question…should he even try?
Because it's not the first time I've heard a friend say they
don’t like what they’ve built.
-------------------------
Many of them are Patricks
-------------------------
I have a lot of friends and acquaintances who are everywhere
online right now.
Monster personal brands, teams of people, content creators on
staff, and portfolios of courses, communities, masterminds, and
more. Open your laptop, and you'll find them pontificating on
stages, podcasts, LinkedIn, TikTok, newsletters, and YouTube
channels. They’re everywhere. And by the looks of it, they're
winning at the game of "work."
I see all of this from my kitchen island in the morning with a
cup of coffee and a touch of envy. Not the kind that consumes me.
The kind that shows up when someone I know hits a revenue
milestone, and my first thought is, "Damn, I could have gotten
there."
But the truth is, many of them are Patricks.
They're feeling the pressures of AI and the flood of competitors.
And they’re worrying that their relevancy is fading. So they're
pushing harder than ever. Creating twice the amount of content
and working twice as hard as before, often for half the revenue.
Sure, the money still comes in, but somewhere in the last few
years, the thing they loved most has become a burden.
When I catch up with them, they talk about the anxiety, the
stress, how much they're hustling, and how this is the “time to
double down."
And my envy fades.
--------------------
What I traded it for
--------------------
At the end of last year, I stopped promoting most of what built
my business past eight figures in revenue. I still have one
product that I mention occasionally. But I mostly just write this
newsletter and share my ideas on social media. And I’ve
drastically reduced the amount of content I'm creating.
My revenue has also dropped. Sometimes, I look at what I used to
earn and feel a mix of regret and panic. There are mornings when
I wake up, and the first thought in my head is, "Oh sh*t, what
have I done??"
And then I make some coffee and sit down at my kitchen island.
Jennifer’s still asleep with the dogs upstairs. I look around at
the mountains and trees and quiet surrounding our house, and I
realize I don’t have much scheduled. My appreciation for open
creative time returns, and the panic subsides.
Some mornings there's an immediate creative spark, and I get to
work. Others, I stare at a cursor for an hour, head to the gym,
and let ideas find me on the treadmill. Either way, by the end of
the day, I've usually made something. And both kinds of mornings
feel like mine. Like I own them. Those good revenue days from two
years ago somehow didn't.
For the first time in a long time, I’m not focused on maximizing
revenue. I'm focused on enough. Enough to cover the life I want
to live. The house, the dogs, some good meals, and a little bit
of travel. We're certainly not frugal. But we are living a much
more deliberate life. And on most days, that feels exactly right.
---------------
The bottom line
---------------
The interesting thing about Patrick is that he has enough, too.
He has more than enough money to close down his agency tomorrow,
to spend some quiet time figuring out what he actually wants to
make, and to live the second half of his life doing something he
enjoys.
Nobody’s requiring him to rebuild a business he already hates
running. But he's choosing that path because the machine is
familiar to him, and the alternative is uncertainty. I’ve sat
with it before, and I don’t think it ever goes away. I’m just
getting better at not letting it drive my decisions.
Patrick and I had a follow-up call the other day, and he knows he
has a choice. But even so, his plan is to spend the next year
doing a leaner version of the same business anyway. Longer after
that, if it continues to "work."
And somewhere along the road, his forties will pass by. And then
he’ll be 50, and he'll look back and realize that he's spent the
last 19 years doing work he didn’t enjoy.
I think about that a lot. Not just for Patrick, but for all of us
who keep a machine running because stopping feels like a failure.
Or because uncertainty is terrifying.
The question isn't whether you're winning by external measures.
And it's not how much you can maximize revenue, or how long you
can keep a burning ship afloat. It's whether you know what enough
looks like for you. Because when you get comfortable with your
enough, the machine stops being impressive and starts being a
deliberate choice. And choices look different when you're honest
about what they're costing you.
So here’s my question for you today:
Do you know what enough looks like for you? What’s the version of
your business and life that feels perfectly balanced?
I hope you’ll reply and tell me about it. While I can’t respond
to everyone, Jennifer and I love reading every reply.
And that's all for this week.
See you next Saturday.
Justin Welsh
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The machine or the life.
hello@justinwelsh.me4/11/2026
* * *
*************
Pick a table.
*************
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When I landed at a startup job in NYC in 2009, I spent the first
six months in what many people called "the worst territory."
Staten Island.
I'd commute an hour and a half from Bushwick, which meant two
different trains, followed by a ferry over to the island just to
get my day started. I had no car, which is still wild to think
of. Sometimes I'd have to walk 30 or 45 minutes to get from one
cold call to the next. By the end of my first winter, I'd worn
giant holes in the bottoms of my dress shoes, and every time I
stepped in a puddle or walked through snow, my socks were soaked
for the rest of the day.
One day, after I'd finally arrive back at the office in SoHo to
log my sales calls, I noticed something interesting going on in
the sales pit. Two groups of people. Two very distinct tables.
One group of reps clustered together to complain about how
impossible the job was. The quota was unrealistic. Territories
weren't fair. Not enough inbound leads. "This place doesn't want
us all to succeed," I once overheard. The others nodded in
agreement, like it was some brave thing to say.
And then there was the other group of reps. The folks who didn't
have time for those types of conversations because they were too
busy figuring stuff out. They’d huddle up to compare notes on
what was working, borrowing each other's talk tracks, and staying
late to prep for the next day. If someone left before 9 p.m.,
somebody would always yell, "Half day?" across the floor. Nobody
in this group talked about whether the conditions were fair. They
were determined to succeed.
Early in that job, I sat down at the second table. I wanted to be
around the people who were killing it, and I loved the energy. I
didn't know at the time that I was making one of the most
important decisions of my career.
--------
Michelle
--------
Michelle joined our company on the customer success team a few
months after I started. She'd taken a pay cut and a step backward
in her career to be there. On paper, it didn't make much sense.
She'd come from a job paying more money and a title with a lot
more prestige.
I’d earned the opportunity to train new employees (while still
having to perform at my sales job), and I remember her first day
because of something she said during onboarding. We were going
through the usual orientation stuff, and I was sharing the slide
decks, when she looked at me and said, "I'm going to move through
the ranks here."
Not "I hope to move through..." or "I'd love to move through..."
She said it like you'd tell someone your name. Matter of fact, in
case I was interested.
I'd already trained a lot of new hires by that point, and most of
them spent training nodding along and trying not to look
overwhelmed. But Michelle was different. She had this energy
where you just knew she was going to be a problem, and I mean
that in the best possible way.
And a few weeks later, I watched her prove it. A doctor called
in, furious about something that wasn't really our fault. Most
people on the CS team would try to get through a call like that
as fast as possible. Defuse, apologize, move on. Or, better yet,
hand it off to a manager. But Michelle stayed on that call for
half an hour, at least. She listened to the rant without rushing
the customer off the phone. She worked through the issue slowly
and methodically. And by the end of the call, she'd turned that
doctor around 180 degrees.
When she hung up, she slammed the phone down, pointed right at
me, and yelled, "That's gonna be a renewal!" Then she walked over
to a teammate who'd been struggling with a similar situation and
walked him through exactly what she'd done.
Michelle and I still say that to each other when we hang out and
something goes well. "That's gonna be a renewal!" We remember it
fondly.
That was Michelle. Every problem was something to figure out. She
eventually brought that mindset and attitude from CS over to the
sales team, and from sales into management. And after a few more
years, she left and kept going onto bigger roles at other
companies with more responsibility and more impact.
Today, Michelle is the CEO of a well-known creative agency doing
over $25 million in annual revenue. And I can still hear her on
that first day telling me she was going to move through the
ranks. She wasn't predicting her future. She had already decided
it.
----
Josh
----
Josh joined our company around the same time Michelle did. He
came from a big pharma company with a recognizable name and a
bigger paycheck. And he was resentful about the pay and the job
requirements from the moment he walked in the door.
I can remember one day when we were sitting in bean bag chairs,
eating seaweed crisps (or whatever "startup snack" was lying
around), and Josh was venting about his territory. I asked how
his calls had gone that day, and he complained about having to
make cold calls in the first place. He thought a junior
salesperson should be making cold calls on his behalf so he could
spend his time on deals. But there we were, sitting in bean bag
chairs at an early-stage startup.
I tried to share what was working for me, but Josh wasn’t
interested.
"That's easy for you to say. You've already gotten traction."
It irked me to hear this while I was wearing shoes with big holes
in them.
Naturally, Josh found the second table fast. He joined the group
that spent time complaining about injustices instead of figuring
out how to make some sales. And that group confirmed his beliefs
every day. The quotas were unfair, leadership didn't care, and
the system was designed for them to fail. They had each other's
backs in failure, and it probably felt like solidarity. But
nothing about those conversations ever made any of those people
better at their jobs. And one day, Josh just didn't show up for
work.
Last time I looked, he'd been an Account Executive at a bunch of
tech companies for six months here, eight months there, and so
on.
------------------
What I think about
------------------
The thing that jumps out at me about Michelle and Josh isn't that
their outcomes were so wildly different. It's that their outcomes
were determined before either of them made a single call.
They worked on the same floor, with the same product, quotas,
leadership, and pay cut story. They'd made similar sacrifices to
walk through the same door. But Michelle viewed her sacrifice as
an investment, and Josh viewed his sacrifice as a loss.
They both made that decision early. And from that point forward,
every day in their jobs became proof of the stories they’d
already chosen.
When I look at the people from Josh's table on LinkedIn today, so
many years later, most of them are still bouncing around. A few
years here, a few years there. I don't see a lot of upward
momentum. I imagine they're still playing the same characters,
just at different companies now.
---------------
The bottom line
---------------
I've been building my own business for almost seven years now.
The tables look different. No sales pit or bean bag chairs. But
the choice is still there. And candidly, some days I feel like
sitting down at the complainer’s table. An article I spent a lot
of time writing bombs with readers. My email open rates drop for
a few months. The algorithm changes, and my reach tanks. It would
probably feel good to find someone who agrees that it’s all so
unfair. That the platform screwed me, or the market has shifted.
That it's harder than it used to be. And maybe some of that is
even true. But I’ve seen what happens when you sit at that table
and tell yourself that story.
Michelle chose her story on day one. I remember it because she
told me. And I sat down at the same table because I saw a group
of people whose future felt bright. I wanted to be around the
folks who were jamming out, and I’m so glad I did.
So here's my question for you today:
Which table are you sitting at? Will you find a way to succeed,
despite conditions you can't control? Or will you wait for a
"fair" that may never arrive?
Reply and tell me what you think. I can't respond to everyone,
but Jennifer and I read every email, and we love hearing from
you.
That's all for this week.
See you next Saturday.
Justin Welsh
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30 Main Street PO Box 448, Accord, NY 12404-9998
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Pick a table.
hello@justinwelsh.me4/4/2026
* * *
*********************************
Just tell me when you’ll be here.
*********************************
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The other day, I was waiting for a traveling nurse to come by my
house to do a blood draw. We’d scheduled an appointment for 10:30
a.m., but she texted me the day before saying she might be a bit
late. No big deal.
The next morning, I got up and went to the gym, keeping an eye on
my phone. I was eager to know what time she’d arrive because I
was planning my day around her.
Then suddenly, I got six messages from her.
"Stuck in traffic for the last 30 minutes." Then a screenshot of
her GPS showing two cross streets I didn't recognize. Then a
third text saying "traffic is really jammed up."
The meaningless messages kept rolling in. And I was left
scrolling through the noise, hunting for the only piece of
information I cared about: The time she’d arrive.
I finally texted back, "What's your ETA?"
Crickets.
I walked home from the gym to get ready for the appointment. We
always put our little dogs away when strangers visit, and I
planned to move my car so the nurse could park in our driveway.
And we had several other things going on that morning, so we were
planning our day around the nurse’s arrival.
I texted again. No response.
Then she arrived thirty minutes early without warning. Ding dong.
The dogs went crazy, and Jenn wrangled them while I sprinted
outside to make room for her in our driveway. The whole thing was
a mess.
All those messages, and she never gave me the one piece of
information that would have made everything easy: The time she’d
arrive.
To be clear, this was a small thing in a low-stakes situation.
I’d call it mildly irritating more than anything else. But it
reminded me of other situations that I’ve seen play out at much
higher stakes.
-----------------------
The worst board meeting
-----------------------
The last seven years of my startup career were spent reporting
directly to the CEO and running sales departments. And every
quarter, we had incredibly important board meetings with our
investors and the whole executive team, where hundreds of
millions of dollars were at stake.
I remember one of those meetings where a senior executive came in
to pitch the board on restructuring a part of our data collection
program. He had a polished, well-designed, story-driven, and
(unfortunately) completely theoretical deck. Here’s what could
happen. What might improve. What the potential upside looked like
if things went well. How he thinks about it.
He didn't bring any numbers or a timeline. No cost or headcount
impact. No estimate of hours spent. He didn’t include any
information that the board actually cared about. And I saw the
bloodbath coming from a mile away.
Our most senior board member cut him off mid-presentation.
"I didn't come here to get a PowerPoint presentation about how
data collection works here! I don't give a shit! I care about how
fast, how much, current impact, future impact, and what this
means for the money I'm spending. Come back when you have the
right information ready, or don't come back at all."
The room went dead silent, and I kept my eyes on the floor.
After what felt like a lifetime, my peer in Marketing, Jared,
caught my glance from across the table. We'd seen this before,
and it was exactly why we never walked into that room without
making sure this would never happen to us. We spent weeks
preparing for every possible question we could imagine the board
members might ask.
-------------------------
How Jared and I showed up
-------------------------
Jared and I didn't prepare presentations for the board. We
prepared a communication plan that delivered clear answers.
His department’s job was to drive the leads, and my department’s
job was to close them. If the board spotted a gap between what
Jared said about the marketing pipeline and what I said about the
sales revenue, then we were both screwed. So that’s where we
started.
We made sure our numbers and stories connected, and that when the
board followed a thread from marketing into sales, it held
together without contradiction. Then we wove a single, cohesive
narrative through every department so that nothing we said in our
portion of the meeting would conflict with anything that other
execs included in theirs.
After that, we’d jot down questions we thought the board might
ask and get on the same page about exactly how we'd answer them
in lock-step. And lastly, we identified the biggest risks in our
plan and built a risk adjustment plan for every one of them. If
risk 1 came true, here's plan B. If all five risks hit at once,
here's plan C. And so on.
By the time we sat down at the board meetings, we were a pair of
synchronized swimmers. The board could ask us anything (and
believe me, they did). And we always had clear, specific,
data-backed answers. So they always left feeling comfortable. Not
because the news was always good. There were quarters it wasn’t.
But the board always knew exactly where things stood.
-------------------------------------
What stories like this have in common
-------------------------------------
The nurse and the data exec made the same mistake. They
communicated from their perspective instead of considering their
audience’s perspectives. But neither bothered with the only
question that actually mattered:
What specific information does this person need from me right
now?
I needed an ETA. That was it! And the board needed numbers and a
plan. And in both cases, the answer existed. But the information
wasn’t shared.
This is where most people lose their audience, whether it's a
high-stakes boardroom or something as simple as a text message.
People share their thinking, or behind-the-scenes context,
instead of the conclusion that the audience actually cares about.
And the person on the other end is left trying to extract that
one thing they actually need from a pile of stuff they don't.
The nurse sent me six or seven messages that morning, so she
probably thought she was keeping me informed, or
over-communicating even. And in a way, she was. I knew she was in
traffic and that she was near some intersection in the state of
California.
That's what most poor communication looks like. Lots of effort
and information, yet the recipient is still wondering:
“OK, but what about the thing I need to know?”
The executive with his theoretical deck felt the same way to the
board. Thorough, polished, and completely useless to the people
sitting across the table. Meanwhile, Jared and I walked in
knowing that every sentence we said was built around what the
board needed to hear, and not what we wanted to talk about.
--------------------
Retraining the brain
--------------------
I think about this stuff whenever I write a newsletter, send an
email, or explain something to someone. Am I communicating what's
in my head? Or what they need? Because those are rarely the same
thing. And the gap between those things is where you lose people.
I don’t always get this right. It’s one of the toughest things to
do when communicating. Because it’s natural to express yourself.
But it’s challenging to consider what your audience needs first
and to then express yourself accordingly.
So here’s a question I have for you this week:
Go look at your landing page, your last newsletter, the last
pitch you sent someone, or even a text message to a friend or
family member. And ask yourself: Is this built around what I want
to say, or what they need to hear? Who is the focus of this
message? And if I reconsider this message, with my audience's
needs in mind, how could I say (or write) this differently?
Reply and tell me what opportunities you find. While I can't
respond to everyone, Jennifer and I read every email, and we love
to hear from you.
That's all for this week.
See you next Saturday.
Justin Welsh
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Just tell me when you’ll be here.
hello@justinwelsh.me3/28/2026
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*************
Thief of joy.
*************
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When I was 27, my friend Cassie bluntly asked me how much money I
was making.
We were sitting at Bar Louie in Columbus, Ohio, after I'd driven
two hours from Toledo to visit her for the weekend. We were ten
minutes into our dinner conversation when she came right out with
the question.
"How much are you making now at your job?"
Up until that moment, I hadn't really thought about whether my
salary was good enough. And I certainly didn't think it was a
problem. I was making $45K plus some measly commissions, and that
wasn't keeping me up at night. None of my friends in Toledo were
making much more than that. Most of my colleagues were in the
same range, give or take $10K, and that was based on their
experience.
I was a 27-year-old kid from a small farm town in Ohio, and it
had never occurred to me that I should be earning some massive
salary, like $100,000, by age 27. In my head, people who made
$100K+ lived in penthouses in NYC, and that just wasn't my world.
So when I told Cassie my salary, I wasn't expecting a competition
of any sort. I was just answering a question. But she let out a
big laugh. She hadn't intended to be mean. It was more like a
laugh of disbelief. I can still remember her voice and response:
"Oh, my God! I can't believe you're not making six figures yet!
I'm making $110K. I always thought you'd make it way before me."
And Cassie had every reason to think that. We'd interned together
in college, selling Yellow Pages ads door-to-door for a company
called University Directories. I won the sales pitching contest
at our training program, and everyone expected me to be
successful at sales when we got out in the real world. But I was
immature, had zero discipline, and I was completely lazy. The
talent was there, but everything around it was missing.
After college, our careers went in completely different
directions. Cassie got a sales job at a big box flooring company
and steadily worked her way into bigger roles over the next six
years. Meanwhile, I got into pharmaceutical sales and spent that
same time getting fired from jobs in tiny Midwest towns I didn't
even want to live in. Three towns in seven years, bouncing from
one to the next, underperforming, and repeating the cycle of
failure.
But I wasn't sitting in that booth at Bar Louie feeling sorry for
myself before Cassie told me her salary. I was fine, just
catching up with a college friend over dinner. And then a few
sentences about her salary blindsided me. Suddenly, I was losing
at something I hadn't even known was a competition.
--------------
The drive home
--------------
I drove back to Toledo a few days later, and I remember the drive
more than the rest of that dinner. Snaking through Route 23 with
nothing but my thoughts and a big coffee. I turned the radio off
and drove along in silence, replaying Cassie's laugh in my head.
And I started doing the math I'd never done before. She was
making more than twice as much as I was, and she wasn't even
bragging. She was genuinely confused about why I hadn't figured
it out yet.
Ten minutes before Cassie asked the question, I was doing fine. I
was content. And 30 seconds after I heard her salary, I fixated
on how far behind I was. How many years would it take to close
the gap? Had I been deluding myself about my potential this whole
time? It stung.
That feeling of being behind rarely comes from an honest
assessment of your own life. It comes from moments like my dinner
at Bar Louie. From learning about someone else's number or title
or milestone. Ten minutes before you knew it, you were okay. And
ten minutes after, you're an utter failure. But the only thing
that really changed was you learning information about someone
else.
--------------------------
What the scoreboard missed
--------------------------
If you'd asked me on that drive back home what my career would
look like in 10 years, I wouldn't have had much good to say.
Probably something vague about hoping to find a sales job I could
keep for more than a year.
Within two years of that night in Columbus, I'd stumbled into a
job at a startup in New York City and started winning real sales
contests. Within four years, I'd run sales teams across multiple
cities. And within eight years, I was a Chief Revenue Officer at
a $500M company in Los Angeles. A decade after that night in
Columbus, I began building what would become an eight-figure,
one-person business.
None of that was visible from the driver's seat of my Ford Escape
on Route 23 back in 2008. I couldn't even get a whiff of this
career. And if Cassie had asked me that night where I'd be at 37,
I probably would have said something depressing (and inaccurate).
You feel behind because you only know how to read the current
scoreboard, and scoreboards are just snapshots of a specific
moment. They can tell you exactly where things stand right now,
but they're terrible at predicting what happens next.
-----------------
Cassie's timeline
-----------------
This isn't a story about me winning and Cassie losing. We both
ended up winning.
She's still working at the same flooring company and living in
Ohio 18 years later. And she's thriving. She found her thing
early on and has been building on it for almost two decades.
That's a career almost anyone would be thrilled to have.
Cassie wasn't ahead of me at Bar Louie. She was just earlier on
her timeline. And I wasn't behind. I was just a bit later on
mine. Two completely different trajectories, pacing on different
schedules. The comparison that felt so devastating at 27 turned
out to be meaningless. I was comparing two people on completely
different paths using the same measuring stick, and that ruler
couldn't capture what would eventually happen for either of us.
I didn't start building my online business until my late
thirties. Almost any snapshot of my career along the way could
have looked behind compared to someone else. In retrospect, the
timing was exactly what it needed to be. I just couldn't see it
while I was living it. I'm not sure anyone can.
---------------
The bottom line
---------------
The worst thing about feeling behind is that it makes you rush. I
know because that's how I responded.
After that conversation, I jumped at an open Territory Associate
job in St. Clair Shores, Michigan, with a big medical device
company. It actually paid $5K less than what I'd been making
before, but I took the role because I heard reps got their own
territories after a year and "made the big bucks." The rep I was
supporting made $600K, and I'd never heard of such a thing in my
life. So I chased it. I took the pay cut to chase someone else's
number.
And when I finally got my own territory in Allentown, PA, I ended
up getting fired again. So there I was, back where I started, in
another small town I didn't like, and feeling even further behind
than before.
Careers, businesses, and even relationships don't follow straight
lines. They can flatline, or dip, or stall for what feels like
forever before they compound into something massive that nobody
saw coming.
If I could go back and talk to my 27-year-old self, driving back
to Toledo on Route 23, I wouldn't tell him to work harder or find
a better strategy. I'd tell him the scoreboard is going to start
looking wildly different in a few years. That he doesn't need to
compare himself to anyone other than previous versions of
himself. And that he has no idea what's coming. But I'm not sure
27-year-old me would have listened to any of that.
So here's my question for you this week: Where in your life are
you rushing because you feel behind? And what would change if you
stopped comparing your timeline to someone else's?
Reply and tell me about it. While I can't reply to everyone,
Jennifer and I read every response, and we love to hear from you.
That's all for this week.
See you next Saturday.
Justin Welsh
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30 Main Street PO Box 448, Accord, NY 12404-9998
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Thief of joy.
hello@justinwelsh.me3/21/2026
* * *
**********************************
Missing someone who doesn’t exist.
**********************************
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By the summer of 2021, I was two years into my solopreneur
journey. And I flew from Nashville to Santa Monica to meet my old
bosses, Luke and Travis, the guys who started PatientPop. I'd
stayed on as an advisor, and over the previous few weeks, we'd
been texting a lot about a real problem the business was facing.
The pandemic had shaken up business quite a bit. Doctors had
pivoted to telehealth almost overnight, and PatientPop's
physician customers needed something different from what the
product was originally built to do.
I ate up the challenge, and jamming with Luke and Travis was
stimulating my sales and marketing brain in a way I hadn't felt
in years. I love these guys, and the problem was interesting.
At some point, somebody made a joke about me coming back to run
the new thing, and we all laughed. But then, the texts got more
serious. And they eventually asked if I'd meet up in person. So
there I was at the Fairmont Hotel in Santa Monica, waiting for
Luke, just like old times. I even snagged a seat at our favorite
table outside.
And the moment I saw him, I felt it. The energy of working on a
big, challenging problem with people I trusted. The feeling of
being a people leader and a part of something bigger than just
me.
I'd spent the past couple of years alone in my home office,
grinding away on my business, and I'd forgotten how addicting the
feeling of teamwork and camaraderie can be. The energy that comes
from being a part of something big and special.
I left the meeting totally lit up and proceeded to tell my wife
everything I missed about my old career. She listened patiently,
and I could see she was choosing her words carefully.
---------------
She was worried
---------------
Jennifer remembers things about me that I delete from my own
memory bank. How things made me feel (and behave). She knows what
happens when I get lost in work where other people depend on me,
and I have to depend on other people. Where goals are big,
targets come with excruciating pressure, and board members don't
mess around being nice.
In that kind of environment, I grind myself down to the nub.
Because I'm terrified of failure, or worse, disappointing people
I respect. The idea of something not going great on my watch is a
situation I'll work to avoid at any cost.
So I push until I'm physically and mentally worn out, and
Jennifer has seen it enough to know the whole story before it
starts. So she worried I was seeing this opportunity through
rose-colored glasses. Couldn't I remember how burned out I was
when I left?
But I wasn't ready to hear that. So I went back to the company
for eight months, continuing my own online business in tandem.
While we launched telehealth and made a big splash in the market
and got the P&L looking good, something was off. And it felt that
way almost from the start.
The company was amazing, and the people were fantastic. But the
version of Justin I'd been missing wasn't in me anymore. I wasn't
excited about doing the actual work. I was excited about the
identity. The CRO title. The steady income. The ability to coach
and lead a team of all-stars. The C-suite bio. The invitations to
speak at SaaS events and popular podcasts. All the stuff that
sounds impressive, and feels especially important when you don't
have it anymore.
But when I got back into the beast, I realized that none of those
things actually make me happy. I'd moved on to building my own
thing, to the freedom of controlling my days, to not having to
ask anyone for permission for anything.
I'd undervalued those freedoms when I was sitting alone in my
home office, feeling isolated. I realized I'd focused on what I
was missing instead of what I had.
And when I returned to just running my own business, it was the
most relieved I'd ever felt.
----------------
What I got wrong
----------------
It took me a long time to understand what had actually happened
here. Because those feelings at The Fairmont Hotel were genuine.
The pull was real, and my excitement was undeniable.
But I never stopped to ask myself a simple question: Why do I
actually want this? Not "Do I want this?" That second question is
too easy to answer when you're caught up in a moment. The better
question is why? And if I'd explored that, the answer would have
been uncomfortable, but obvious.
I didn't really want that job. I wanted that title. I didn't miss
the work. I missed the identity of being an important C-suite
exec in tech. I was trying to go back to a version of myself that
was long gone.
Looking back, I should have seen that coming. I've learned that I
basically have a five-year shelf life for work. I spent five
years in pharma and med devices, five years at ZocDoc, and five
years at PatientPop. And every time a five-year anniversary
starts creeping up, I get itchy. Itchy for something new, and I
start feeling like a different person than the one I was at the
beginning of that particular journey.
Going back to PatientPop wasn't a return to something I truly
longed for. It was me trying to be someone I'd outgrown.
----------------
Why this matters
----------------
A buddy of mine runs a small SaaS company in London. A few years
ago, he spent 12 months and a lot of money buying out an unsavory
business partner. It was a miserable experience, but when it was
over, he owned 100% of his company, and that satisfied him.
Then, just a year into full ownership, he started to consider
bringing someone else into the business. A new partner with a new
equity split. He was ready to give away a huge piece of this
thing he'd spent all that time and energy and money fighting to
gain ownership of. And when he finally stopped to ask himself
why, the answer had nothing to do with needing a partner.
He realized he was just lonely.
He felt isolated sitting alone in his house, running his
business. He missed having someone to talk through problems with,
someone to share the weight of bad decisions, and the success of
good ones. But he didn't need to give up equity and ownership to
fix that problem.
He ended up hiring a developer and a sales guy. He kept his
ownership and suddenly had smart people to work with every day.
Celebrations were better, tough times had more support, and the
pull to bring on a partner disappeared over time.
My buddy almost made a costly mistake because he confused being
lonely with needing a co-founder. The feeling was real, but he
was misinterpreting the signals.
That's something we should all pay attention to. The pull always
feels urgent and real, and sometimes it is. But the only way to
know what it really means is to stop and ask yourself why you're
actually considering the thing. Not whether you want it. But why.
Because "I'm lonely" is very different than "I need a partner."
And "I miss feeling important" is very different from "I miss the
actual work."
---------------
The bottom line
---------------
I hit this same crossroads again recently when I discontinued my
two most popular courses, The LinkedIn OS and Content OS. In
doing that, I parted ways with about 75% of my typical monthly
revenue. And wouldn't you know it, a few weeks after I shut it
all down, I felt that familiar pull to bring them back. They made
great money. It was a proven model. There were millions of
dollars a year just sitting there waiting for me.
But this time, I knew the right question.
Why do I want this?
And the answer was that I missed the money and the safety net.
But I didn't want to be the guy who teaches people how to use
LinkedIn or write content. That's why I discontinued these
products in the first place. My five-year itch has me going in a
new direction. I was just yearning for the comfort of a stage
I've outgrown. And, as David Brooks would say, I'm looking for my
"second mountain."
I want mine to be built around creative impact, getting better at
things I'm bad at, and doing work that challenges me instead of
feeling monotonous. I want to continue writing counterintuitive
ideas on earning money, reclaiming your time, and building a life
you choose. I'm leaning into a new identity as a writer who asks
challenging and interesting questions about life and business,
and somebody who definitely doesn't have all of the answers but
stays curious.
So here's my question for you today:
Is there something from your past that's pulling at you right
now? And if you stop to ask yourself why you actually want it,
what does your honest answer tell you?
If you're up for sharing, reply and tell us. While we can't reply
to everyone, Jennifer and I love reading every response that
comes our way.
That's all for this week.
See you next Saturday.
Justin Welsh
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Missing someone who doesn’t exist.
hello@justinwelsh.me3/14/2026
* * *
*******************
I'm a crazy person.
*******************
Read on my website (
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A buddy who used to work for me just had his first baby a few
months ago.
Jennifer and I met him and his wife out at a winery when the baby
was just seven weeks old. It was a beautiful Saturday afternoon,
and we were so happy (and pleasantly surprised) that our friends
were up for some socializing with a newborn in the picture.
They showed up a bit late after struggling to get the baby to
eat. And my friend looked tired as his eyes darted between our
conversation and the baby every few seconds.
When I asked how he was sleeping, he laughed and said it's about
three hours a night.
But here he was. Out on a Saturday, newborn in tow, making time
to be a good friend on top of everything else. He told me he
wakes up at 4 a.m. to help with the baby, get the house moving,
and fit in a workout before he heads to work. He runs revenue at
an early-stage AI company in the Bay Area.
I hired this guy almost a decade ago. And right when I met him, I
knew he had something most people don't. A gear that doesn't turn
off.
Watching him describe his life now, I realized he couldn't slow
down, even if he wanted to. His family needs him. His company
needs him. And the version they need is the one that does
everything at 100%, all the time, no exceptions.
Sounds exhausting, I know. But I'm not worried about my friend.
Because I recognize him.
----------
The mirror
----------
When people ask my wife to describe me, she says (without fail),
"He's a crazy person."
She doesn't mean it as an insult, but more like a doctor giving a
diagnosis. Something she's observed over the years about my
personality and finally accepted and stopped trying to fix.
Jennifer's not wrong.
I'm a control freak who obsesses over my work. When a day goes
poorly, I can't let it go. I'll fixate on whatever went wrong
until I figure out how to make sure it won't happen again. And
even though I know every business has ebbs and flows, I'm not
good with ebbs. I need every day to go as planned, and I have a
hard time letting anything get in the way of that.
A few weeks ago, I had a piece of important content scheduled to
go out at 4:48 a.m. Pacific Time. That's when I've released
content for six years. But normally I'm on East Coast time, so
it's much easier to manage. But here I am in California, so I
woke up at 4:00 a.m. Not because I set an alarm. Because my brain
wouldn't let me sleep. I was too wired, thinking about this
content existing out in the world without me being there to make
sure it went well. So I lay there awake in the dark, waiting, and
grabbed my phone the second it went live.
But here's the thing (in defense of my crazy):
The obsession that wakes me up at 4 a.m. to micro-manage social
media is the same obsession that built this business in the first
place. The perfectionism that drives Jennifer nuts is the same
perfectionism that keeps my open rates above 60% with 180,000+
weekly newsletter readers. My inability to let a bad day go is
the reason my business has improved for six years straight.
I can't separate the flaw from the fuel. They're the same thing.
-----------
The pattern
-----------
It's not just my buddy with the new baby and me who are wired
like this. I see crazy people all over the place when I study
successful folks.
I have a founder friend in Austin who checks his Stripe dashboard
before he checks on his kids in the morning. Because he
physically can't start his day without knowing his numbers. Sure,
the business wouldn’t change if he just skipped it for a day, but
he needs to know if there’s a problem immediately. Like the
moment his eyes open. Sounds crazy to most, but to me it sounds
totally normal.
Successful people like him don't have better habits than everyone
else. In fact, they probably have something a bit wrong with
them, by average standards anyway. A weird compulsion, or an
inability to do things at 70%, or an engine that runs hot whether
they want it to or not.
People will (admiringly) roll these personality quirks into terms
like "determination" and "grit." They've "got strong priorities,"
"rigid boundaries," and "disciplined morning routines."
But the people I know who are like this? Most of them aren’t as
disciplined as they are obsessed. They have a monster chip on
their shoulder that never went away, or an inability to be
satisfied, even when they've hit every milestone on the
dashboard. From the outside, it looks like ambition, but on the
inside, it feels more like an addiction.
And I used to think these kinds of people succeeded, despite the
thing that was off about them. But now I think they succeed
because of it.
They can't separate the flaw from the fuel either.
--------
The cost
--------
There's a huge toll to pay for these kinds of behaviors, and that
darker side doesn't get talked about much, especially on social
media. Because most people will notice the success part without
imagining what it takes to get there.
People congratulate me on my business all the time. But my mood
often swings like a pendulum based on how my work is going. A
newsletter that underperforms can wreck a Saturday, while one
that everyone loves makes me feel invincible. And when my content
bombs for days on end, I can easily convince myself that
everything around me is crashing down.
When I'm being logical, I know to zoom out and look at the big
picture instead of any singular event. But I can't help it. I
rise and fall with the daily numbers, and I struggle to insert
logic into situations that could threaten everything I've worked
so hard for.
There's a physical cost to this behavior, too. I carry around
intense stress, struggle to relax, lie in bed overthinking things
at night, and worry about work during moments I should be fully
present with Jennifer.
A few months ago, she looked at me after a particularly rough
week. She put both her hands on my cheeks and looked me in the
eyes. Not as a casual check-in, but the way you ask when you're
scared of what the answer’s going to be. I said I was fine. We
both knew it wasn't true. She kept her hands on my face for a
moment, and we just sat there quietly. I didn't feel better
exactly, but I certainly felt a little less alone in the moment.
At the end of the day, I chose to build this business. I love the
work I've created for myself. And I love how I'm wired. But
obsession costs something. It always does.
Sometimes I wonder if I would trade this crazy personality for an
easier-going one if I could. Someone who lets things go, or has a
bad day and shrugs it off. Someone who operates at 70% and sleeps
fine anyway. My answer is still no. But it used to come easier.
---------------
The bottom line
---------------
Jennifer will forever call me a crazy person. And we both finally
get that my crazy is tangled up with everything else, that you
can't extract it without losing something important. So now we
just try to pay attention to where the crazy is focused, and we
(usually) make the most of it.
So here's something that might be worth pondering this week:
Do you have something slightly wrong with you? A compulsion you
can't turn off? An obsession you've learned to aim at something
productive?
If so, I'd love to hear about it. Tell me what it costs you, and
what it's built.
I'm inviting you to help me feel a little less crazy. Or maybe by
knowing my story, you can feel a little less crazy about
yourself.
While we can't reply to every email we get, we love reading your
responses.
And that's all for this week.
See you next Saturday.
P.S. If you're interested in aiming that obsessive kind of
behavior at growing your audience and building your first online
business, check out my masterclass, The Creator MBA (
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online, create automated funnels, and generate income for
yourself.
Justin Welsh
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30 Main Street PO Box 448, Accord, NY 12404-9998
View Email
I'm a crazy person.
hello@justinwelsh.me3/7/2026
* * *
***************
Bored to death.
***************
Read on my website (
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) / Read time: 4 minutes
At some point in the last few years, I got really good at my job.
I don't say that to brag. I say it because “getting good at
something” is everybody’s goal, but people rarely talk about what
happens after that.
By early 2022, I had most things in my business firing on all
cylinders. I’d figured out how to create content that resonated,
how to generate leads for my products, how to collect information
about my leads, how to make sales with custom pitches, and how to
do all of that on repeat.
Revenue was predictable, and I could log into my Kajabi dashboard
at 8 am, noon, and 4 pm and tell you almost down to the dollar
where the numbers would be.
That's supposed to be the dream, right? Predictable, repeatable
income from an automated process.
But I can remember sitting at my desk one morning, coffee in
hand, looking at the 8 a.m. revenue and feeling numb to the
numbers. Not ungrateful or disappointed. I know how fortunate
I’ve been. But somewhere along the way, my calendar started to
feel more like an assembly line than a creative endeavor. I was
going through the same motions and producing the same outputs.
The creative parts of my work that once lit me up had completely
disappeared.
The boring kind of burnout
--------------------------
You might assume folks lose motivation because something goes
wrong. Their businesses failed, or the market shifted, or
something “bad happened.” But there’s a version of burnout that’s
less common (or at least talked about less).
The version where everything’s pretty much fine, numbers are as
good as ever, and you’re just bored out of your mind.
This happens in all kinds of jobs. My friend Jason is a financial
advisor who spent ten years building his firm, and he can do the
job in his sleep. It’s paying the bills, and he goes on great
vacations. But he doesn’t enjoy the work anymore. Hell, I spent
years selling to physicians who wanted to grow their practices
for financial reasons, but didn’t even love seeing patients.
Sure, money and success are important. But monotony is poison for
the spirit.
You get good at the things that make your business succeed. But
reaching that level kills some part of the work that makes things
interesting. And then, there you are, going through the motions,
day in and day out. And feeling guilty about not liking it
anymore.
I was thinking about that as I read my buddy Brad Stulberg’s new
book, The Way of Excellence (
https://b9bcc769.click.convertkit-mail4.com/lmulpxw2g3imhnedddoigu8vnp2lwsgh22vm9/9qhzhdud00l0w6bz/aHR0cHM6Ly93d3cuYW1hem9uLmNvbS9XYXktRXhjZWxsZW5jZS1HcmVhdG5lc3MtU2F0aXNmYWN0aW9uLUNoYW90aWMvZHAvMDA2MzM4NTk0NQ==
) (not surprisingly, an excellent book). He talks about how when
you're early in some sort of journey, the progress itself keeps
you going. You're getting better every day, and you can feel it.
But eventually progress levels off, and the honeymoon fades. We
call that “being able to do this in your sleep.”
The people who keep going after that are the ones who fall in
love with the joy of their craft and the people they do it with.
That hit me because I’m one of those people who almost didn't
make it through the honeymoon.
500 replies
-----------
Deep into 2025, my assembly line was humming along fine. I was
writing about the usual topics my audience expected:
solopreneurship, reverse engineering social media, selling
products, and the new trend, AI. Those topics are all fine, and
that tactical stuff performed well enough.
But my work was feeling less like “the real me” with every new
issue.
I think back to when I started doing this work. The dozens of
people building alongside me on LinkedIn and Twitter. Most of
them are gone now.
They burned out, or got jobs, or took a break, and I just never
saw them in my feed again. I doubt any of them “failed” in the
traditional sense. I think the honeymoon phase just expired, and
they didn't find a way through it.
And I felt myself being pulled in the same direction.
Then, I wrote a newsletter that was different from what I’d been
publishing. It was about how I'd spent twelve months pretending
I’d eventually organize my garage (
https://b9bcc769.click.convertkit-mail4.com/lmulpxw2g3imhnedddoigu8vnp2lwsgh22vm9/reh8h9um44e4dqh6/aHR0cHM6Ly93d3cuanVzdGlud2Vsc2gubWUvbmV3c2xldHRlci9mdXR1cmUteW91
), when I was never actually going to do it. It’s about deferring
decisions and the things we push to "someday.”
That newsletter issue didn’t have much to do with social media
strategy, pricing, or solopreneurship. Not on the surface, at
least. It was personal, a bit philosophical, and kind of
uncomfortable to share out loud. I was nervous about how it might
land with my readers.
My newsletters up until then had averaged around 45 replies per
issue. And that particular issue got over 500 replies! And they
weren't the usual "Great tips, thanks." kind of responses.
Readers penned heartfelt paragraphs. They told me things they’d
never told anyone, treating the reply to me like a journal.
People said I’d made them rethink decisions they'd been sitting
on for years.
I’m back again
--------------
I loved writing that newsletter, and my audience was asking for
more. I honestly hadn't felt that combination in a long time. It
wasn’t necessarily a lightbulb moment, but more like a jolt of
creative energy I hadn't experienced in so long.
I hadn't shared the issue with Jennifer beforehand, which is
unusual in our process. She hadn’t seen it before it came out,
and I remember her reading it and walking into my office.
She said something like "I love the new issue, but it's sort of
different from what you've been writing. But different in a good
way."
And that was it. Jennifer didn't ask about why or what I was
writing about next. She was commenting about the energy she could
feel from it. I felt back again.
When she edited the next issue, she liked the direction again.
"More fun to read than the tactical stuff."
That’s when I admitted I wasn’t feeling the tactical stuff
anymore. I want to write about the intersection of life and
business, or whatever you call these essays. This detour might
not generate the same revenue (it doesn’t), but it’s what lights
me up these days.
So I’m going there.
A trade that’s worth it
-----------------------
When I decided to walk through a new door, business was fine. The
stuff I was supposed to care about was humming along. But I felt
like I was losing my craft. My assembly line had chewed it up and
spit it out, and I wasn’t excited to get out of bed anymore.
The thing that saved me wasn't optimizing that machine or
grinding harder through the boredom of “staying on brand,” or
outsourcing it to a bunch of employees.
What saved me was letting go of the stuff that made strategic
sense on paper, and writing what I really cared about instead.
That's what success over the long run is really about, I think.
Maybe not in the early stages where everything is exciting, and
the growth feels electric. But the part after that. The part
where you have to find a different reason to keep going. The part
where the only reason that actually works is caring about the
work itself.
I’ve given away a lot of revenue by venturing away from
solopreneur tactics. But in exchange, I love to sit down and
write again. Working on this newsletter is a pleasure every week.
And hearing back from so many readers is a real “wow” factor. You
wouldn’t believe the personal stories people share with us.
Moving, interesting, inspirational, and even embarrassing
stories.
Reading your replies has become a big part of our newsletter
process that we love most. And I can tell you that didn’t happen
when I was writing about social media and landing pages.
The bottom line
---------------
I could still be running the assembly line. The numbers were
good, the system was working, and nobody was asking me to change.
But I think I would have become one of those people who quietly
disappeared. Eventually, I would have given in to work I wasn’t
excited about.
If you've been doing something long enough that you've mastered
it, and the mastery feels more like a trap than an achievement,
that's probably worth paying attention to.
The thing that got you here, the challenge, the curiosity, the
figuring-it-out stuff, might need to come from a new place now.
I’m very systems-oriented, and I still have an assembly line, of
sorts. I just stopped letting it dictate what I make.
So here's my question for today:
Where have you lost the creative spark in your life or business?
And what could it look like to bring raw creativity back?
Reply and tell me. While I can't reply to everyone, Jennifer and
I read every response, and we love hearing from you.
That's all for this week.
See you next Saturday.
Justin Welsh
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30 Main Street PO Box 448, Accord, NY 12404-9998
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Bored to death.
hello@justinwelsh.me2/28/2026
* * *
********
Get out.
********
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Last weekend, my wife, Jennifer, and I walked into our favorite
local restaurant for Valentine's Day dinner. We’d planned on
cooking at home, but we had a lazy change of heart at the last
minute. So we felt lucky to squeeze into two seats at the bar
without a reservation.
But when the bartender handed us menus, it wasn't what we
expected. We love this restaurant for specific dishes, and they
were only offering a prix fixe menu that night (our dishes were
not included). Four courses, pre-selected, no substitutions.
I wasn’t feeling it, and I suggested we move along and find
something else.
We knew it would be difficult to find another place on
Valentine’s Day without a reservation. The town was bustling, and
it felt awkward to reject the menu. The bartender had already
poured water and set us up for a meal. I definitely felt the pull
to simply be nice and stay put.
But instead, I said, "I'm not feeling this menu. I think I'm
going to pass."
And guess what?
We walked down the street and scored two bar seats at another
restaurant we’ve been wanting to try, and ended up having a
wonderful dinner.
But not long ago, I wouldn’t have had the courage to get up and
leave. I would have sat down, had whatever was offered, and
complained about it the whole way home.
I’ve spent most of my life doing that.
---------------------------
My six months at Salesforce
---------------------------
Back in 2013, I was getting ready to leave Zocdoc, the first job
I ever loved. A good friend’s girlfriend was a recruiter at
Salesforce in New York City, and they had an open sales position
that seemed like a good fit.
I'd heard all the stories about Salesforce reps making great
money, getting world-class training, and loving the job. So I
asked her to help me get an interview. She hooked me up, and I
got the job.
But when I showed up for training, it didn’t feel right on the
very first day.
The product wasn’t exciting. And I didn't like the rules and
processes the sales team had to follow. I’d just come from a
fast-growing, wild-west kind of startup where I asked for
forgiveness instead of permission. And now I was sitting next to
my boss's cubicle all day, making scripted cold calls to IT
people. It was suffocating.
I knew in the first two weeks it definitely wasn't right. But I
told myself to give it time. Eventually, it would click. This was
just an adjustment period. And more than anything, my friend's
girlfriend had gone out of her way to help me get this job.
Quitting would make her look bad, make my friend mad, and I’d
look like someone who couldn't stick with anything.
So I kept showing up. Every morning, I took a terrible two-train
commute from Brooklyn to the office, trying to convince myself
things would get better. And weeks turned into months. Once in a
while, I'd have a decent day, just enough to talk myself into
staying a little longer.
But I never once woke up excited to go to work. Not a single day
in six months.
I finally quit after half a year. My friend's girlfriend was mad
at me. He was pissed. My boss thought I’d wasted everyone’s time.
And, of course, I felt terrible about all of it.
But I’ll tell you something. Looking back on all of this, the
thing that bothers me the most is that I knew right away. I had
all the information, yet I spent six months enduring something I
knew was wrong. Because leaving felt harder than staying.
Not long after I quit that job, I landed the VP of Sales role at
PatientPop. PatientPop was thrilling from day one. I clicked with
the team, and I loved the product. And over the next four and a
half years, we built that company to over $70 million in revenue.
That job was a perfect fit for me, and we had a lot of success
because of that.
None of that happens if I'm still sitting in a cubicle at
Salesforce, cold-calling IT departments. And it almost didn't
happen, because I nearly talked myself into month seven.
-----------------------------------
What Jennifer figured out before me
-----------------------------------
I've watched Jennifer handle all kinds of weird situations she
didn’t like over the years. And what always strikes me is how
naturally the option occurs to her. The option to just stop.
Several years ago, for my 40th birthday, we decided to invest in
something special for the big milestone and booked a few nights
at a luxury resort in Vermont. It’s a once-in-a-lifetime kind of
place to visit, and we were pinching ourselves from the start.
Throwing all financial cares to the wind, we added massages to
our activity plans. I usually get massages at a cheap place in my
little town shopping center, so the price of these massages was a
sticker shock. But we were there celebrating, so we booked them
anyway.
My massage was everything I expected, and I floated out of the
room in my robe feeling like a brand new person. But when I got
back to the waiting area, the receptionist told me Jennifer had
left her treatment early and would meet me back at our cabin.
It turned out that Jennifer’s experience was nothing like mine.
Her therapist didn’t seem to know what she was doing, and she
wasn’t prepared for the treatment as the time started ticking.
She shuffled in and out of the room several times, and when she
finally started the massage, she prompted Jennifer for small
talk.
Jennifer knew in the first ten minutes that she didn’t want to
continue. So she told the massage therapist it wasn’t working for
her and that she wanted to stop. She got up, got dressed, and
left.
When Jennifer told me what happened, I felt embarrassed at first.
I thought she should have just gone through with the treatment.
We were at this amazing place, the staff had been so nice, and I
didn’t want them to think we were difficult.
But Jennifer saw things a different way.
We were at this amazing place. And we were paying for it.
Clearly, the resort had high standards, and her experience wasn’t
appropriate for the cost or for the setting. Some baseline
training was obviously missing, and that didn’t match the price.
And she was right.
When Jennifer knows something is wrong for her, she doesn't run
through all the reasons she should endure it anyway, or carry on
a lengthy internal debate. The option to exit is obvious to her
in a way it never was for me.
And what I’ve come to learn about situations like this, where you
feel stuck, is that the consequences are usually much different
than what we conjure up in our worried minds. For some reason, we
don’t imagine taking control of a situation and it working out
for the best.
Turns out the spa was short-staffed that day, and the resort
manager was mortified that a substitute therapist had not met
their standards. They did backflips to make up for Jennifer’s bad
experience and comped her treatment. The Valentine’s restaurant
squeezed two other people into the bar after us. And my friend’s
girlfriend (now wife) has long forgotten my quitting. We’re all
still friends, and it’s ancient history.
---------------
The bottom line
---------------
I spent six months at a job I knew wasn't right for me. I would
have laid on that massage table for the full hour. And I would
have eaten the Valentine's Day meal I didn't want. For most of my
life, "making the best of it" was my default setting.
That’s most of us, I think.
Jennifer has shown me that there's always another option, and a
lot of the time, great things can happen after you take the
uncomfortable steps of saying, “This isn’t for me. I’m outta
here.”
You really can just stop something that isn’t working for you.
You can be polite and straightforward and walk away.
The restaurant last week was a small moment. But it was proof
that something has changed for me.
So here's my question for you today:
What's something you've been enduring that you know isn't right?
And what would it take for you to finally say "stop"?
Reply and tell me. While I can't reply to everyone, Jennifer and
I read every response, and we love hearing from you.
That's all for this week.
See you next Saturday.
Justin Welsh
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30 Main Street PO Box 448, Accord, NY 12404-9998
View Email
Get out.
hello@justinwelsh.me2/21/2026
* * *
************
Rock bottom.
************
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Last Sunday, I watched a 30-year-old American woman throw herself
down a mountain at 70 miles per hour.
It just happened to be the same mountain that nearly ended her
career four years ago.
Breezy Johnson won the gold in the women's downhill by four
one-hundredths of a second, securing Team USA's first medal of
this year's Olympics.
Most of the coverage has been about Lindsey Vonn, who crashed
violently during the same race, broke her leg, and got airlifted
off the course. And I get it. The Vonn story is dramatic, and
she's probably the greatest of all time. But, to me, the bigger
story is about the woman who won.
I'm not going to pretend I'm some big downhill skiing fan. I'm
definitely not. I watch it during the Olympics like most people,
and then I forget about it for another four years. But I started
reading about what Breezy Johnson went through to get back to
that starting gate, and it’s pretty incredible.
It definitely took guts. But I don't think "guts" is the actual
story here.
The Breezy injury saga
----------------------
Breezy tore her ACL in 2018. She came back from that, and while
rehabbing, blew out the other knee the following year. She was
away from the sport for twenty-two months. Two major knee
injuries, one on each leg, before she even turned 25.
She came back anyway. And when she did, she was the best skier
she'd ever been, eventually working her way up to the number two
ranking in the world. As she stacked up podium finishes, everyone
expected her to medal at the upcoming 2022 Beijing Olympics.
Then, a few weeks before the Games, she crashed during a training
run in Cortina. The same Cortina mountain where she just won gold
last week. Tore up her knee again and had to withdraw from the
Olympic team.
And then the setbacks just piled on. She got hit with a 14-month
competition ban for missed drug tests. She didn't test positive.
She missed them and says it was an administrative error. It
doesn't really matter much when your name is being bashed in the
headlines while you're sitting at home watching everyone else
race for another full season.
Breezy has been open about her struggles with depression and
anxiety through all of this. Knees heal eventually, but watching
your competitors race while your career feels like it's
evaporating is a situation there is no surgery for.
Any one of those setbacks would be a reasonable place for a
normal person to quit.
But that’s when she decided to rearchitect everything from her
brain down.
What she did differently
------------------------
When she came back this time, she didn't go through the same
rehab and return to the same training programs she’d gone through
before. She started over. Completely.
She got into something called neurocognitive rehabilitation,
which, to be honest, I had to look up.
Instead of just fixing her knees and getting back on the slopes,
she retrained how her brain talks to her body at high speed. How
she sees, reacts, and makes decisions at 70 miles per hour. She
trained from the brain down instead of from the knees up.
Same name. Same team. Same sport. Same mountain. But a completely
different person standing at the top of it. Breezy 2.0.
And she wasn't even perfect last Sunday. She got "off her line"
during the run and still won because she was attacking so
aggressively that she could absorb mistakes. That's what a
rebuild gives you. Perfection wasn't the point. Margin was.
Breezy said something interesting after the race:
"People are jealous of people with Olympic gold medals. They're
not necessarily jealous of the journey it took to get those
medals."
That's been rattling around in my head all week.
This reminded me of my buddy, Scott Barker. He’s also on a
journey of tearing everything up to rebuild from the brain down.
But his rebuild looks a bit different than Breezy's.
Scott
-----
Breezy rebuilt herself to get back on the same mountain, but
Scott realized he was on the wrong mountain entirely.
Scott co-founded a venture capital fund called GTMfund and spent
four and a half years grinding to build it. Before that, Scott
had worked building the #1 podcast focused on sales engagement,
SalesHacker, and then turned that into several key leadership
roles at Outreach. He went fifteen years of going non-stop,
pushing for the next milestone. And as soon as he'd hit one, he'd
move the goalpost.
During those years building the fund, Scott looked like the
picture of success. But his personal life was falling apart at
the seams. He proposed to his girlfriend, but their engagement
fell through. His grandfather died. He ended up in the emergency
room in Italy with an ulcer. He coped with alcohol. And he
eventually endured weekly panic attacks.
As his personal life deteriorated, he couldn’t process any of it.
Work was his sole priority. He signed off every email with
“#50MOD,” meaning “50 Million Or Die” (the fundraising target),
and he meant it quite literally.
Scott realized something had to change. But he couldn’t stop
working. So, he hired a therapist, a performance coach, and a
spiritual advisor. All three at the same time, just to keep the
train on the tracks. But he was trying to heal with the same
intensity he applied to everything else. That kept him in the
game for a little while, but it didn't actually fix anything.
Eventually, the train came off the tracks entirely when he
stopped sleeping. He was down to just two or three hours a night,
and he barely recognized himself in the mirror. So he finally hit
pause, took a leave of absence from the fund, and gave himself
space for the first time in his adult life.
That's when he realized he had no idea who he was if he wasn't
achieving things. Achievement had become his whole identity. And
that identity had made him miserable. The life he had dreamed of
for so long felt empty and meaningless.
So Scott left his job, sold everything he owned, and headed East
to learn something about himself that fifteen years of winning
never taught him. He writes about this in his newsletter, The
Wake Up Call (
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).
When Scott shared his full story with me, I read it out loud to
Jennifer. I had to stop a few times because I got emotional. Not
because it was sad.
Because I recognized more of myself in Scott’s story than I was
comfortable with. The relentless pushing, the moving goalposts,
the identity wrapped up in achievement. I'm not in Scott's
situation, and I love what I do, but reading his words was like
looking in a mirror and not loving everything I saw.
Different paths for different people
------------------------------------
Most people hear these two stories and figure out pretty quickly
which one they relate to. You're either Breezy, rebuilding to
come back stronger at the same game. Or you're Scott, rebuilding
because you realize that you want to play a different game
entirely.
But there's a third version that I think most people don't
consider. You start rebuilding, thinking you're Breezy, planning
to come back to the same game stronger than ever. But somewhere
in the process, you realize you're actually Scott. The rebuild
reveals that the mountain you've been climbing isn't actually
your mountain at all.
It doesn't matter which version you are. At some point, most of
us need to be rearchitected from the ground up to keep moving
forward. Some of us will come back to the same race. Some of us
will find a new one. And some of us won't know which one we are
until we're already in the middle of it.
The bottom line
---------------
Breezy won Gold on the same mountain where her career nearly
ended. And Scott walked away from a mountain he'd been climbing
for fifteen years. Both of them are better for it.
So here's the questions I’d love for you to consider this week:
If you’re confident you’re on the right mountain, do you have the
right plan in place, brain-down, to keep going successfully?
Or do you need to accept that the mountain you’re flying down
isn’t the right mountain for you at all?
Reply and tell us. While we can't reply to everyone, Jennifer and
I read every response, and we love hearing from you.
That's all for this week.
See you next Saturday.
P.S. If you're confident you're on the right mountain but need
some direction, consider checking out my masterclass, The Creator
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Rock bottom.
hello@justinwelsh.me2/14/2026
* * *
***************
He was only 25.
***************
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Last weekend, my wife, Jennifer, and I visited Williams Selyem
winery, one of the best-regarded pinot noir producers in
California.
It was a perfect sunny afternoon for wine tasting, and we were
struck by rolling hills covered in grapevines as we approached
the estate through a big iron gate.
This is a serious wine producer, and we were thrilled to have a
reservation.
As we hopped out of our Uber, a young guy greeted us, introducing
himself as our host for the afternoon, Hess. He was friendly and
relaxed with a laid-back California “surfer guy” kind of energy.
We followed Hess into the building and made our way to a table
reserved with our name on it, covered in maps and charts and wine
glasses, of course. Everything seemed to track with the serious
vibe we were expecting.
But we couldn’t help but notice that the host at the next table
was a much older man than our young host. And I secretly pondered
the benefit of being educated by the older gentleman. He looked
like he’d been working there for forty years, and I thought that
maybe our guy was just an intern.
But then Hess started talking.
Assumptions vs reality
----------------------
He poured a Chardonnay and explained (rather scientifically) why
it doesn’t taste like the oaky, buttery Chardonnays I usually
hate. Something about cooler temperatures and slower ripening
that lets the acidity develop.
I’m probably not relaying that information exactly right, but I
have a long history of not appreciating Chardonnay. But this one
was absolutely delicious.
As Hess moved through the tasting, I was locked into his ability
to tell great stories. Jennifer asked a ton of questions, and
Hess met her curiosities with ease, familiarity, and genuine
passion.
Sure, he knows his Williams Selyem history. But he also shared
stories about working long days in vineyards, pruning and picking
grapes. And he has a pulse on dozens of other wine makers in the
area, who trained under who, and what other wines we should try
based on things we said. He told us about restaurants we should
visit and that he wants to make his own wine someday. He just
hasn’t found the time to get started yet.
By the end of our tasting, we were totally impressed with Hess.
He was a wealth of information, and not in a scripted kind of
way. He knew so much and shared his knowledge so generously. We
genuinely enjoyed talking with him and learning from him.
I was curious about his age, so I finally just asked him. And he
chuckled a little, like he's gotten this question before.
“Twenty-five,” he told us.
Jennifer and I looked at each other in disbelief. We offered
self-deprecating jokes about how immature and lost we were at his
age, and we encouraged Hess to start making his own wine.
On the ride home, we talked about Hess, and I recalled my first
impression of him when I’d wished the older guy was our host. I’d
quietly written him off for no real reason.
And that’s not the first time I’ve done that.
A taxi from New York City
-------------------------
A few years ago, I got an email from a guy named Eric Partaker.
When it hit my personal inbox, I was surprised because I didn't
recognize the name.
He said he was coming to NYC to meet up with another creator
friend of mine who’d recommended Eric reach out to me, too. Eric
asked if I could grab lunch while he was in the city.
I looked at his LinkedIn profile, and he had about 4,000
followers at the time. Outside of one or two mutual connections,
I couldn’t see anything else we had in common. Plus, I live two
and a half hours from the city. So this wasn't a convenient ask.
And I assumed it wasn't worth the trip.
So I declined, citing the logistical challenges and wishing him
well. But he quickly responded, saying he'd take a taxi up to the
Hudson Valley to meet me. That kind of threw me. I mean, who
takes a two-and-a-half-hour taxi to meet a stranger for lunch?
I eventually said yes, mostly out of curiosity about someone who
was that persistent.
We met for lunch at a place near my house, and within minutes, I
knew I'd been an idiot.
Eric walked me through his experience co-founding Chilango, a
major Mexican food chain in the UK that he started back in 2007
with a colleague from Skype. Eric had been building real
businesses for nearly two decades. When I met him, he just
happened to be in the early stages of building his online
audience. We had a fabulous lunch, exchanged business stories,
and learned about each other’s passion for traveling.
That lunch date was three years ago. Today, Eric has over a
million LinkedIn followers, runs a multi-million dollar business,
and has become a good friend of mine. Jennifer and I hung out
with him and his wife the last time we were in Lisbon, romping
around the city, cocktailing, and eating Piri-Piri chicken.
It turns out Eric and I have a whole lot in common. And I almost
didn’t meet him because of his follower count.
I cringe at the thought of how foolish that sounds.
What I keep thinking about
--------------------------
Two different people, in two completely different situations,
with the same mistake on my end.
The scary thing is how automatic it was both times. I didn't sit
down and consciously decide "this person isn't worth my time."
The assumption just ran quietly on autopilot in the background,
making decisions about people before they'd had a chance to show
me who they were.
With Hess, it was just his age compared to his colleague at the
next table. And with Eric, it was a follower count and an
unfamiliar name in my inbox.
Both times, I got lucky. Hess won me over before I could tune
out. And Eric’s persistence made it impossible not to meet up
with him.
But now I wonder how many times I haven’t been that lucky.
How many conversations have I half-listened to because I'd
already decided what the other party probably had to offer? Or
how many should-have-been conversations did I miss entirely?
The thing is, you never know what you missed when you miss it.
You just move along, none the wiser.
I wonder how many friends, business partners, and influential
additions to my network I've whiffed on by making assumptions.
Catch yourself
--------------
The funny thing about self-awareness is we usually don’t know
when we’re lacking it. And worse, our brains are wired to make
quick decisions and to filter out information that doesn’t feel
important.
But what if this evolution is actually filtering out
opportunities for new people and new things that we’d love if we
gave them a chance? What if our filters are working against us?
So this week, I have a challenge for you. Try to catch yourself
in the act of forming micro-assumptions based on unverified
information.
And then ask yourself, “What if I’m not right about this?”
Give something a try that you’d usually filter out, just to see
what happens. If you have an interesting experience (and you’re
open to sharing), I’d love to hear about it.
I can't write back to everyone, but Jennifer and I read every
response, and we love hearing from you.
That's all for this week.
See you next Saturday.
Justin Welsh
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30 Main Street PO Box 448, Accord, NY 12404-9998
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He was only 25.
hello@justinwelsh.me2/7/2026
* * *
****************
One person away.
****************
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Last week, Jennifer and I ate at a tiny sushi restaurant here in
Sonoma County. It’s tucked behind another restaurant, and you
have to know where the hidden door is to get in. Basically, a
sushi speakeasy that seats eight guests at a time. They serve a
traditional "omakase" menu, where the chef chooses the best
products of the day and serves them one piece at a time.
The food blew us away, to say the least. So naturally, we became
curious about the chef, and we struck up a conversation with him.
He told us he’s from Venezuela, and we talked about how he became
a chef. His story about growing up in Venezuela wasn’t easy. But
around age 12, he ate a California roll for the first time.
"My friends thought it was gross," he told me. "But to me it was
the most interesting thing I'd ever tasted. I'd never had
anything like it."
Something clicked for him, and he fell in love with sushi.
He eventually moved to Los Angeles with a dream of working at a
sushi restaurant in the United States. He walked into 15
different places looking for work, dropping his resume and asking
if they needed some help. And fourteen of them never got back to
him.
But he connected with one chef, and that chef saw something worth
betting on. So he offered him a chance to start at the bottom.
Over the next few years, he learned everything he could and
worked his way up to apprenticing under that chef for years.
Fast forward to today, and this guy who grew up in Venezuela runs
his own kitchen, serving some of the best sushi we’ve ever had.
As Jennifer and I walked home, we wondered about how different
his life could have been if he hadn't eaten that California roll.
Or what he'd be doing now if he hadn't met his mentor at that
restaurant in Los Angeles.
That one person who made a world of difference.
The distance between here and there
-----------------------------------
The sushi chef didn't find his mentor by having the perfect
resume or knowing the right people. He walked into 15 restaurants
in a city he barely knew (probably nervous as could be), and he
was ignored.
But he kept showing up, and eventually someone saw something in
him worth betting on. And that's how these things tend to work,
if you ask me.
You can't manufacture the moment someone decides to take a chance
on you. You can't engineer it or “deserve” your way into it. All
you can do is keep putting yourself in the rooms and the
situations where it might happen.
I'm not a "woo-woo" kind of guy, and I don't believe in fate. But
I do believe the distance between the person you are now and the
person you want to be might just be one conversation away, with
one person who sees something in you before you even see it in
yourself.
I believe this because it happened to me too.
My person
---------
Until age 28, I was, by all accounts, a very poor employee.
I spent my early career bouncing around small towns, trying to
find footing at jobs I pretty much hated.
In seven years, I lived in four tiny Midwest towns. From town to
town I went, underperforming and getting fired. And if you'd
asked anyone who knew me during those years whether I'd
eventually become a Chief Revenue Officer (or entrepreneur), they
would have laughed in your face.
Then I met Cyrus Massoumi, the founder of Zocdoc. In late
November of 2009, I took a bus from Allentown, Pennsylvania, to
New York City for an interview with him for a sales job.
Cyrus hired me as a door-to-door salesman and tossed me into a
Staten Island territory. I’d have to take the ferry back and
forth every day, and I wouldn’t have a car on the island. Walking
was what I’d have to do. And he told me to go make four sales a
week.
Despite the obvious challenges, I loved it. And for the first
time in my life, I was actually good at something.
Four months later, I was promoted with a $30,000 raise I hadn’t
asked for. And not long after that, it was time to launch a new
team in San Francisco. Cyrus picked me to lead the charge. Next
was Boston, and he picked me again. When it was time to assign a
manager to the entire West Coast, I got that job too.
Cyrus picked me for so many things. And with his confidence, I
kept rising to meet the challenges. He was the guy who gave me a
shot. And I pinpoint that as the most critical moment that shaped
my career, and ultimately the business and life I’ve been able to
build with Jennifer.
Cyrus was my LA sushi chef.
The bottom line
---------------
Somewhere in Sonoma County, there's a chef running an amazing
eight-seat sushi bar because someone in Los Angeles saw something
in a kid from Venezuela who probably had no business getting that
shot.
And somewhere in New York, there's a guy who went from getting
fired all over the Midwest to building his own business, because
somebody took a chance on him.
You can't force moments like these. And you can't optimize your
way into them.
But you can put yourself in rooms where they're possible. You can
say yes to opportunities you're not quite ready for. And you can
strike up conversations with people who are doing things you want
to do.
Because someone might see something in you before you see it in
yourself.
You probably won't recognize these moments when they're
happening. That dishwasher job at a sushi restaurant in LA
probably didn’t feel pivotal. And applying to a small startup in
NYC was just another job interview for me.
You can’t know what ordinary experience might introduce you to
the person who redirects your whole trajectory.
But you can keep showing as the best version of yourself in
ordinary situations. And more importantly, you can challenge
yourself to explore opportunities beyond your current routine.
So here's my question for you this week:
How can you push beyond your comfort zone? What’s something you
could try that might unlock more opportunities for you to get
from Point A (today) to Point B (where you want to be)?
Reply and tell me. While I can't reply to everyone, Jennifer and
I read every response, and we love hearing from you.
That's all for this week.
See you next Saturday.
Justin Welsh
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One person away.
hello@justinwelsh.me1/31/2026
* * *
************************
Being a purple squirrel.
************************
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Eleven years ago, I was sitting in the Financial District WeWork
in Manhattan, watching one of my sales guys tape together a paper
pyramid.
I was in my second month as VP of Sales at PatientPop, and I had
just hired and trained our second salesperson, Sagar Patel (
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). Back when Sagar joined the team, we were a seed-funded startup
with barely any resources. We didn't have a marketing team, there
were no inbound leads, white papers or case studies, and
certainly no marketing slicks. We had a half-functioning website,
maybe seven example customers, and about $40K in annual revenue.
That was basically it.
Most salespeople in that situation would complain. Where are my
leads? Where's marketing? I need better resources! I've heard
some version of that from just about every salesperson I ever
managed. But Sagar saw a different problem to solve.
He needed to explain local SEO to physicians in a simple way.
Marketing can be complicated, especially for doctors who just
want to show up to work and see patients. They don't care about
search algorithms and profile optimization. They care about
getting more patients through the door.
So Sagar grabbed some notebook paper and drew five sides of a
pyramid. He labeled each one, describing his "5 sides of local
SEO for healthcare providers," and then taped them all together.
He made himself a little paper pyramid to use in his sales
pitches.
A purple squirrel
-----------------
In recruiting, there's a weird term called a "purple squirrel."
A purple squirrel is a candidate so rare and perfectly matched to
what you need that finding one feels impossible. Someone who
checks every single box, including boxes you didn't even know you
cared about.
Sagar was a purple squirrel for me at PatientPop.
I needed someone who could sell, of course. But I also needed
someone who could create their own pitch from scratch when we had
nothing. Someone who could handle objections without a playbook
and design their own marketing materials. And most importantly, I
needed someone completely self-motivated, who’d figure stuff out
instead of complaining about what they didn’t have.
The paper pyramid was purple squirrel energy in action.
I remember watching him use it on a call with a practice manager.
He held up his janky little pyramid, turned it around to explain
each side, and walked through the strategy like he was presenting
to a billion-dollar CEO. The practice manager nodded along,
engaged throughout the call. And that day, they signed a deal
worth $14,300 in annual contract revenue (nearly triple the size
of our average deal at the time).
Sagar used his paper pyramid for a full year and probably closed
over 200 deals with it. He could make as many as he needed and
say, "Keep this on your desk," if he couldn't get the deal done.
The doctor would see it daily and call back to say, "Let's move
forward." Eventually, the pyramid became the foundation for our
first real marketing slick, the one that the actual designers
made once we could afford to hire them. By the time I left
PatientPop four and a half years later, the company had grown to
over $70 million in revenue.
And I still think about that paper pyramid taped together with
notebook paper.
Why the paper pyramid worked
----------------------------
Most people in Sagar's situation would have waited for the
marketing team to produce a professional PDF or for a designer to
create a "proper” infographic to use in front of customers. They
would have complained about not having the right tools to hit
their quota instead of making their own.
But from day one, Sagar knew today’s scrappy version beats the
polished version you're waiting for.
That pyramid worked partly because it existed. Because it was a
tangible object that doctors could hold in their hands and
examine. They didn't need a beautiful marketing piece. They
needed someone to make a complicated topic like SEO easy to
understand. And Sagar did that with a pencil, notebook paper, and
tape.
People wait months for perfect conditions all the time. They
think they have to launch with a gorgeous website, the best
visuals, and the right pitch deck. So they procrastinate for
months or even years, while some purple squirrel is out there
with a paper pyramid, closing deals.
What I did with my first product
--------------------------------
I think about Sagar's pyramid all the time, especially when I
look back at my first product launch. The idea for that product
came in the spring of 2020.
I was living in Los Angeles, and I had a LinkedIn following of
about 21,000 people, which was a huge number back in the day. I
had grown my following by writing about healthcare consulting,
sales, marketing, and building software companies.
But every week, when I opened up my DMs, most of the questions
were some version of:
How are you growing so fast on LinkedIn?
I would have ignored those questions entirely if my friend Kevin
Dorsey hadn’t seen the writing on the wall (that I was definitely
missing).
“Why don’t you teach people how to grow on LinkedIn?” Kevin
asked.
I'd been reading Russell Brunson's books on online marketing, and
I started thinking there might be a digital product in these
LinkedIn questions. So I decided to find out.
I sat down in front of my webcam and recorded myself walking
through PowerPoint slides I'd designed myself. No professional
setup or studio with fancy lighting. And no script. I just talked
through my slides like I was explaining them to a friend.
It took about 90 hours to put my first product together, and I
didn’t do any editing. I priced it at $50 and put it up for sale.
I launched with a single LinkedIn post on April 16th.
And that day, I made $300.
I can still remember the very first time my phone pinged with a
little cash-register sound. I glanced down at it and realized
that a stranger on the internet had just paid me $50 for
something I created. I was utterly shocked.
That first sale was a huge unlock for me. I remember thinking, "I
can actually do this."
That product was called The LinkedIn Playbook, and I sold $10,482
in my first month. Over the next 18 months, that ugly little
webcam course did $75,000 more in sales before I finally retired
it. And when I updated and rereleased it as The LinkedIn OS, it
generated over $4.5 million in sales.
None of that would have happened if I'd waited for professional
lighting or a real studio or a proper script. I learned what to
build by building the ugliest possible version first.
The bottom line
---------------
Sagar's paper pyramid closed over 200 deals and became the
marketing foundation for a company that grew to $70 million. It
had less to do with design and more to do with Sagar needing to
explain local SEO in a way a physician would understand.
So he got to work with the only tools he had. His hands, some
paper, a pencil, and tape.
When you're building something from scratch, you don't have the
luxury of waiting for perfect conditions. And you don’t need
perfect conditions anyway. You don't get a marketing team, a
design budget, or someone handing you a playbook on day one of
building your own business. You get the equivalent of notebook
paper and tape. And the question is whether you'll make something
with it or sit around wishing you had more.
So here's my question for this week: What's the paper pyramid you
can make now?
What's the scrappy, imperfect little thing you've been avoiding
because you're waiting for the "right" way to do it?
Maybe it's time to tape something together and see what happens.
Write back and tell me about your paper pyramid.
I can't reply to everyone, but Jennifer and I read every
response, and we love hearing from you.
That's all for this week.
See you next Saturday.
Justin Welsh
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Being a purple squirrel.
hello@justinwelsh.me1/24/2026
* * *
****************
Small by design.
****************
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Jennifer and I are spending this winter in California, and we're
enjoying our new little town, Healdsburg. This is prime wine
country, a landscape that suits us well, and we're not doing Dry
January.
So last Sunday, we walked into a tiny Champagne bar late in the
afternoon. It's appropriately named, The Healdsburg Bubble Bar,
and it has about 12 seats. The place is a hidden gem with cozy
decor and Parisian vibes.
You won't find beer or cocktails on the menu. And they don't cook
anything. Sparkling wine and champagne are the only things they
serve, and that's what this place is all about.
As we sat down, a friendly woman emerged from behind the bar and
greeted us with such enthusiasm that we suspected she must be the
owner. We watched her move around the room, pouring champagne and
chatting with customers about wine, dogs, traveling, and all
kinds of other things. And it wasn't long before we were chatting
with her, too.
Her name is Sarah, and we confirmed that she is, in fact, the
owner. Sarah's energy perfectly matches her menu. Bubbly. She's
the kind of person who makes you want to stay longer than you
planned. You can tell she loves this.
Sarah told us she spent 25 years working in the wine industry.
She's an award-winning winemaker who ended up overseeing more
responsibilities as her career grew. Somewhere along the way, she
got tired of staring at spreadsheets. And when Covid came along,
she found herself gravitating toward sparkling wines, inspired by
Pops, a champagne bar she loves in Chicago. She started wondering
why her wine-loving town, the one she'd grown up in, didn't have
a bar dedicated entirely to sparkling wine.
So, at age 57, she opened one herself.
Sarah had the resume to do something much bigger. Decades of
experience, deep industry knowledge, and serious connections in
wine country. She could have opened a winery or launched a
full-service wine bar or restaurant with investors and employees
and all the complexity that comes with that kind of operation.
But she opened a bubbles-only bar with limited seating, no hot
food, and she doesn't take reservations. She told us she has no
employees, and she's running this small operation all by herself.
I asked her if she ever thought about going bigger, and she
laughed. "I spent 25 years going bigger. I know exactly what that
costs."
What bigger almost cost me
--------------------------
I know what it costs, too. Or at least, I almost found out.
When I left my corporate job, I was pulled toward scale. I'd
spent years as a Chief Revenue Officer, and I believed my next
thing should at least match that level. Going smaller felt like
moving backward, so I looked for opportunities to "go big, or go
home."
Eventually, I went pretty far down the rabbit hole with another
entrepreneur, and our idea was to go all-in on a SaaS idea. Our
business plan was legitimately good, and we'd both be playing to
our strengths. I had the marketing and sales chops, and he
brought a strong operational background to the table.
We'd spent months on that business idea when I called him to back
out.
I thought about the team we planned to build, the office space
we'd need, the infrastructure, and the stress that would surely
come with building the business we imagined. And it just hit me
all at once.
I was setting myself up for days that would look and feel a lot
like the career I'd just left behind. And that vision
crystallized my decision to scrap the idea.
I'm still not sure I made the right call. For all I know, that
business could be doing eight figures in ARR by now. I'll never
know where that path might have taken me. I can only speak for
the path I took instead.
My office is a bedroom in our house, but I spend most days
writing from my kitchen island. No employees. No team meetings.
No business partner to negotiate with, and no investors to answer
to. The only person who influences whether or not I can book a
vacation is our petsitter.
Some days this feels like total freedom, and I just pinch myself.
And other days, I wonder if I just got scared.
The question I keep asking myself
---------------------------------
There's a version of going small that's a conscious choice. You
know what kind of business you want to build, you know what it
costs, and you create something that fits.
And there's a version where staying small is just letting fear
win.
I think about "more" and "scale" pretty often. I do wonder what
it would be like to be featured in the big magazines and to be in
rooms where teams are raising rounds of funding. Every time I see
a friend raising a Series A or hitting some massive revenue
milestone, there's a little voice that says, "You could have done
that."
But then I imagine what my life would probably look like today if
I'd built that almost-business.
I'd be in meetings all day and managing people again. I'd be
checking Slack after dinner and feeling guilty about taking time
off on a weekday to take my dog to the vet. I'd be putting out
technology fires from vacations like I did back in my startup
days.
I'd have traded my relaxed lifestyle, my flexible hours, and my
ability to spend the winter in California for equity in something
that might not even work.
The money might have been better. The press and headlines surely
would have. But I'm quite certain my life wouldn't be.
What Sarah actually figured out
-------------------------------
When I got around to asking Sarah about her days off, she told us
Sunday nights are her Friday nights. (It was a Sunday.) She said
she spends her days off cooking, visiting the coast, and
painting.
An award-winning winemaker with 25 years of experience spends her
Mondays and Tuesdays painting.
That's not something you get to do if you run a 50-seat
restaurant with a staff, a reservations system, and a chef. Or
when you're managing inventory, HR issues, and investor
expectations.
Hobbies like painting and cooking (and having the time to do
them) are usually the first things you sacrifice when you build
the bigger version.
Sarah didn't go small because she couldn't go big. She went small
because she'd already seen what big costs. She spent 25 years
watching herself and other people pay that price. And when it was
her turn to build something, she made a different choice.
Not because she was scared. Because she's confident about what
she wants.
The bottom line
---------------
We had a lot of fun watching Sarah work the room, operating her
business. She had a big smile on her face as she poured glasses
of bubbly, encouraged us to do a blind tasting, and waved more
people in from the sidewalk.
She decided to use her expertise and experience to build the
smallest possible version of something she loves.
Most people will spend their whole careers chasing scale they
never needed. They'll drive themselves into the ground trying to
find more clients, more revenue, more of everything. And
somewhere in the middle of all that chasing, they forget why they
started doing it all in the first place.
Scale is the default. Enough is a decision.
I'm still figuring out what "enough" looks like for me. I feel
like I'm getting closer all the time. And sitting in that tiny
Champagne bar, watching Sarah do exactly what she wants to be
doing, I got a glimpse of what it might feel like to stop
wondering.
So here's my question: What would your version of the Bubble Bar
look like?
If you stripped away everything you think you're supposed to
build and just focused on the part you actually love, what would
be left?
Reply and tell me. While we can't reply to everyone, Jennifer and
I read every single response.
That's all for this week.
See you next Saturday.
Justin Welsh
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30 Main Street PO Box 448, Accord, NY 12404-9998
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Small by design.
hello@justinwelsh.me1/17/2026
* * *
*********************
Nobody's even trying.
*********************
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Everyone keeps telling me how hard it is to win right now.
I hear it constantly. How saturated the market is, how many
competitors are out there, and how AI is making everything even
more commoditized than it was before. There are too many people
doing the same thing, and it's impossible to stand out and win
anymore. Every conversation I have with an entrepreneur
eventually lands on some version of "it's just so much harder
than it used to be."
And I get it. It definitely feels that way sometimes. But then I
look around at my actual experiences as a customer, and I start
to wonder if we're all talking about the same world.
Because I've never had more bad customer experiences in my life
than I'm having right now.
There's a hotel near my house in the Hudson Valley called The
Hasbrouck House. It's a beautiful old stone building built in
1757 that (at one point) had great food, a nice bar, and packed
crowds. When Jennifer and I moved to the area a little over three
years ago, it was the kind of place we'd take friends when they
visited. Especially on Wednesday nights when they ran a burger
special that packed the place from wall to wall. That was a
regular occurrence for us in 2023.
Fast forward to the first week of 2026, and they announced they
were closing for good. Both the hotel and restaurant are done.
I texted a few friends to see if they'd heard. Nobody was
surprised. "We've been saying that for years," one of them
replied. "It's been empty for the last year." "Kind of shocking
they couldn't make it work, huh?"
But it wasn't shocking.
Not to anyone who'd been there recently, at least.
The night it clicked
--------------------
Back in late 2024, Jennifer and I walked in, and the bar looked
open, but nobody was behind it. There wasn't a bartender or a
host to talk to. Just empty stools and some loud indie music
playing in the background. We sat down in our usual spot and
waited for someone to come out.
Meanwhile, another couple came in and stood at the host stand
looking around, clearly expecting someone to greet them. For
about five or six minutes, nobody came. Long enough that I
started feeling uncomfortable for them as they just stood there,
looking around, wondering if anyone was going to help.
Eventually, a frazzled bartender appeared from the back. He
yelled loudly for the hostess to come, and she appeared, acting
surprised that people had come into the restaurant.
Jennifer and I shook off the experience and ordered a glass of
wine and a beer. The bartender told me that all three draft lines
were down, so I had to opt for a can instead. When Jennifer's
wine came out, it was the wrong one, and it was warm. She
mentioned it to the bartender, and he said he'd grab a cold
bottle from the wine fridge. Ten minutes later, with almost half
of my beer already gone, he came back and told her they were
actually out of that wine completely. No offer to grab something
similar. No solution. He just stood there.
As we left, we looked at each other in disbelief. What the hell
had happened to this place? After hearing similar rumblings from
friends, we agreed to take a break from going there.
Six months later, we forgot and decided to give them another
chance. We brought our dog Munchie, who'd been to the Hasbrouck
House with us plenty of times before. He was always welcome in
the bar.
This time, the bar and restaurant were both empty, and we
appeared to be the first customers of the night. As we walked in,
a new host informed us that dogs weren't allowed. If we wanted to
stay, we'd have to sit in the reading room. We wondered out loud
if this was a new rule. Iron fist. No, this has always been the
rule.
There wasn't a single customer in the entire establishment. And
they were turning away their first customers of the evening, over
a rule that never existed, for a seven-pound dog who'd been
coming for years.
We didn't have the energy to argue. We just left.
The pattern
-----------
I've been noticing this kind of experience everywhere lately.
A few months ago, when we were planning our winter sabbatical in
California, I reached out to a few rental places to ask about
staying. 90% of them never emailed me back. I finally heard from
one three weeks later, who apologized in between telling me how
hard it had become to make money as a host.
And it's not just vacation rentals. Or restaurants. Contractors
disappear mid-project, basic questions require three follow-ups,
and proposals show up late or not at all. I'm not talking about
rare disasters. I'm talking about the normal experience of trying
to spend money with someone in 2026.
The bar hasn't just dropped. It's fallen through the floor.
And this is happening at the exact same time that everyone's
panicking about how competitive the market is. How you need to
find your niche, build your brand, and differentiate yourself.
But stand out from what, exactly?
From people who don't respond? From businesses that make it hard
to buy from them? I'm not sure I'd call that a brutal competitive
landscape. It feels more like folks beating themselves.
What this actually means
------------------------
I think a lot of people don't realize just how important the
unsexy stuff in business actually is. The communication, the
expectation setting, the customer service, and the admin work.
They believe the product or service quality speaks for itself, so
they skimp on everything else.
The Hasbrouck House had everything going for it. A historic
building, killer location, great food, and reasonable prices. But
none of it mattered because they couldn't manage to greet people
at the door and bring the right drink. Over time, those small
miscues compounded across their entire customer base. And people
stopped showing up.
For online businesses, the host stand could be your landing page.
Or your checkout process. Or the email someone sends asking a
question before they buy. Every one of those moments is a chance
to make people feel taken care of, or a chance to lose them
before they ever give you money.
The good news? This stuff isn't complicated. It's just
overlooked.
Make it easy to pay. Answer the common questions before people
have to ask. Deliver quickly after someone buys. Set expectations
so people know what's coming and when. Respond to inquiries like
you actually want the business.
None of this is revolutionary. But right now, it's rare. Which
means if you're someone who does these things, who responds
within a reasonable timeframe, who makes it easy to do business
with you, you're not just meeting the minimum. You're in rare
company.
The bottom line
---------------
The Hasbrouck House had a 300-year-old building, a perfect
location, great food, and they still couldn't make it work.
But they didn't lose to a competitor with better food or a nicer
space. They lost to themselves. They stopped paying attention to
whether people felt taken care of when they walked through the
door.
The game isn't as hard as everyone thinks. The bar is on the
floor. Showing up and making it easy for people to do business
with you puts you ahead of almost everyone.
So here's my question: where are you making it hard for people to
give you money? Where is there friction in your process that
frustrates the people who want to buy from you?
Reply and tell me. While I can't reply to every person who writes
in, I still read every response.
That's all for this week.
See you next Saturday.
Justin Welsh
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30 Main Street PO Box 448, Accord, NY 12404-9998
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Nobody's even trying.
hello@justinwelsh.me1/10/2026
* * *
*********************************************
The one question I've been dodging for years.
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Every now and then, I do a podcast, and the host inevitably gets
around to asking some version of “What’s next for you?”
I usually offer the same half-joking answer. "Maybe I'll quit all
this and open a little brewery someday."
I get a smile because that’s disarming and unexpected. The
solopreneur guy who walks away to make craft beer in some small
town.
It’s a silly little performance bit.
But the funny part about that answer is I actually stew on this
idea all the time. And not as a joke, but a real fantasy I've
carried around for years. I’ve pictured it a thousand times.
A little nano-brewery and taproom with exposed brick, reclaimed
wood, beautifully artworked cans, and a little chalkboard menu
with clever beer names. Jennifer will insist the beers are named
after our dogs, and we’ll come to some kind of agreement on that.
Maybe it’s just a passion project, and I’m only open a few days a
week. It’s a place where I can become a deeper part of my
community and chat with locals about anything and everything.
But I never talk about this fantasy in a serious way. Because if
I talk about it seriously, someone’s going to ask me the
appropriate follow-up question:
"Oh, cool. What kind of beer do you brew?"
And then I'll have to admit I've never brewed a single batch of
beer. Candidly, I have no idea if I'll even enjoy the process of
making beer! The fantasy is at least five years old, and I
haven't taken step one.
So I keep my beer-brewing fantasy to a harmless little bit. A
throwaway line that gets a chuckle and moves the conversation
along. That way, nobody asks follow-up questions, and I never
have to face how silly it is to dream about owning a little
brewery when I don't even know if I like brewing.
The finish line problem
-----------------------
I don't think I'm unusual in this regard. I’ve had enough
conversations with “dreamers” to know that most people live with
some version of their own fantasies.
Secret fantasies they're too embarrassed to talk about seriously.
Not because the dream is particularly strange or unrealistic.
Because they know they haven't started. And not starting feels
like evidence that maybe they don't really want it, or maybe
they're not the kind of person who actually “does things like
that.”
So the dream stays private. Or it becomes a joke, or a throwaway
line with just enough irony that nobody takes it seriously.
Including you.
But underneath all the joking, you've got the finish line of your
fantasy mapped out. You know what success will look and feel
like. You've imagined being there with the deep satisfaction of
accomplishing your dream. And the way people will react when they
see it. You've stolen the future emotional payoff without doing
any of the work to actually earn it.
So every year that passes without action, the gap between the
dream and reality gets a bit wider, which makes it even harder to
talk about it seriously, which makes it easier to keep joking.
What a vicious cycle.
The deflection is just protection.
If you never take it seriously, you never have to fail at it.
What I finally admitted
-----------------------
I was doing another podcast recently. The host asked the
question, and I offered the brewery “joke”.
But after I said it, something felt different. Like I’m tired of
the bit. Of using humor to avoid thinking about something I
actually want to find out if I enjoy.
I started wondering what’s really going on. Why haven’t I ever
tried to brew beer?
I'd like to think it’s because I'm busy. But if I'm being honest,
I know that's not the case. The truth is, like a lot of people
with big dreams, I want the finish line without running the race.
I want the outcome of ten hard years of work. The popular taproom
with the exposed brick and the regulars who know me by name. And
when I compare that outcome to where I am now, having never
brewed a beer, the gap feels absurdly big. So big it's
paralyzing.
What's the point of brewing one batch of beer when my dream is a
nano brewery? That little first step feels so pathetically small
compared to the fantasy that my mind makes excuses.
So I don't bother. And I just keep the dream tucked away for
podcast jokes. And I feel a little bit more like a fraud every
time someone smiles.
The math that works
-------------------
I came to a realization about this dream.
If I decided tomorrow that I wanted to open a brewery within
twelve months, that would be a monster mistake. I’m pretty sure
I'd fail completely, trying to cram a decade of learning and
experimentation into twelve months. I'd make expensive mistakes
and probably end up hating the pressure of the process and
resenting the whole idea.
But what if my goal for 2026 wasn't to go out and build the
brewery at all?
What if the goal was just to brew four batches of beer this year?
One per quarter. Choose some different styles, test out some
different methods, and see if I actually enjoy the process of
brewing beer. Does making beer feel like something I’d want to do
for years, or is it a fantasy that sounds better in my head than
it is in practice?
I’m no longer projecting myself forward to the finish line.
Instead, I’m starting with a simple test.
Sure, I won’t have a taproom in a year. But I’ll know something I
don't currently know: If this dream is realistic.
If it turns out I love brewing, then year two can be about
improving my process. Year three is about getting serious. Year
five is about whether this could actually become something
legitimate, and year ten is when the tiny taproom might finally
take shape.
That timeline won’t sound impressive on a podcast. Nobody's going
to be wowed by me saying, "I'm planning to brew four batches of
beer this year."
It sounds small and unambitious compared to "I want to open a
brewery."
But small and unambitious is honest. And what’s honest is what’s
actually achievable, which is more than I can say for five years
of joking about a taproom I've never inched toward.
What I'm doing about it
-----------------------
Jennifer and I are headed to California for the winter this year.
And last week, I started identifying places where you can brew
beer on-site. I found brewing studios where you show up, they
walk you through the entire process, and you store your beer on
site, where it takes 4-6 weeks to ferment and condition.
That's my Q1 plan. Not buying expensive equipment I don't know
how to use, or reading books about the craft brewing industry. I
won’t dream about floor plans for an imaginary taproom. I’m going
to show up at a brewing studio and get to work with the hands-on
experience to find out if I like the thing I've been joking about
for so long.
It feels a little embarrassing to admit this is where I'm
starting. But that’s kind of the point here. The first step
should feel too small. If it felt proportional to the dream, I'd
probably be skipping ahead again, setting myself up for more
fantasizing without doing.
How to test your own dream
--------------------------
The brewery is my fantasy. But I'll bet you have your own. Maybe
it's a business you've been kicking around for years, or a course
or book you keep saying you'll finish, or a pivot you know you
need to make but keep pushing off.
Whatever it is, I think there are three questions worth asking
before another year slips by.
* What's the beta version of your dream that you could actually
go out and test in the next 90 days? Not the grand vision or the
year ten version where you're already done. What's the scrappy,
embarrassingly small first step that would give you real
information?
* Does the actual work excite you, or just the shiny outcome?
This one matters more than most people realize. You might love
the dream, but will you love the unglamorous work? If the process
is something you don’t end up enjoying, the dream probably isn’t
right.
* What will you learn from this test that you don't know right
now? The point is to gather data. You want to get down to the
information you've been avoiding because you’ve been protecting
the fantasy.
Instead of trying to build a big online course this year, you
might announce a workshop in 90 days. Try to sell it to 10
people, and then do the work of putting together the information.
Do you like it? Hate it?
Sure, building a consulting firm sounds like a dream, but
instead, go pitch your service to 20 people and see if you can
find three that will pay you. Do the conversations energize you,
or do they suck the life out of you?
The goal isn't to achieve the big dream fast. All you should care
about over the next 90 days is that you move from 100% dreaming
to 100% gathering information that helps you understand if you'll
really enjoy yourself.
The question underneath all of this
-----------------------------------
I used to think the brewery fantasy was about beer. Now I'm
starting to wonder if it was really about having an escape.
A "someday" I could daydream about whenever the present felt
heavy or boring or messy. As long as dreams stay safely in the
future, they can remain perfect. No messy reality, no discovering
I'm bad at it, no finding out that I hate the tedious parts.
But starting with just one beginner batch means giving up that
perfect imaginary version. It means trading the fantasy for
information about what's true and what’s not.
That's probably why I've been joking about it instead of doing
anything about it. The jokes are safe. First steps are real.
So here's my question for you: What's your brewery?
The dream you've been deflecting to "someday" because you haven't
started it. The thing you'd be embarrassed to talk about
seriously because someone might ask what you've actually done
about it.
Reply and tell me about it.
While I can’t reply to everyone, Jennifer and I read every
response. And we love hearing from you.
And I'll be over here in California, finally finding out if I
actually like making beer.
That's all for this week. Happy New Year.
See you next Saturday.
Justin Welsh
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