Didacte: 371 days later.

"It's been a whirlwind of a year."

That's my go-to answer over the past few days when friends remind me that it's been 1 year since we sold Didacte and joined Workleap.

It's crazy to me to see that I can accurately summarize 12 months of my life in 7 simple words.

Truth be told, it may only be my answer since I don't feel I've had time, or allowed myself, to look back much over the past year, too focused on managing change and building the vision.

That's a problem. And that's on me and I'm aware of it.

"You can't unknown what you know".

I guess it's time to do something about it and reflect.

What I keep from the past 371 days.

You can't really prepare for the "after".

Every business is different.

Every culture is different

The person you are on the closing day is far from the person you need to be to make sure the business transition actually goes smoothly.

You have to learn and adapt. Quick. Continuously.

For the best interest of the business, the projects, your team, and your own self.

While I'm far from the man/leader/manager/product guy I was 371 days ago, here's what I keep when looking back over the past year.

Delegation as a Superpower: One lesson that hit me hard is the superpower of delegation. For any startup leader, wearing multiple hats is the norm. However, as we transitioned into a mature SaaS business, delegation became not just a strategy but a lifeline. It's no longer about doing it all but entrusting capable hands, allowing each team member to shine in their expertise. There's just no other way around it.

Delegate as many hats as you can or you will become a major bottleneck in no time. Selling a business is one thing, transitioning it into another business is another and a near full-time job in itself. You can't own and lead multiple projects as the transition becomes your priority.

I'm still far from perfect on this front, but I get it now.

The Wisdom of Avoiding Comparison: I am blessed to work with brilliant minds. It's easy to feel the (self-imposed) pressure to keep up with them. But here's a secret – it's okay not to. It took me forever to be okay with this. (Thanks Benjamin Niaulin , Daniel Shapiro and Martin Gourdeau for being so patient with me on this one).

Being the "dumbest" person in the room is a privilege, an overwhelming one at times, but a privilege nonetheless. It's okay to look up to people, but never to compare.

Embrace your unique background and expertise or ask your peers what strong suit they see in you. Whatever they say, regardless if you agree or not with it, lean in heavy into it. Outwork your inner dialogue and take chances. A lot of the things you'll do will feel like "first-time experience", the faster you humble down and learn to suck on first try, the better you'll grow.

The real magic happens when diverse perspectives blend seamlessly. Chances are, your naivety/grit may be an asset.

Empower, Recognize, and Learn Together: Building thriving teams goes beyond empowerment; it's about recognizing victories and embracing failures. Empower your team to make their own decisions, own the risks, and share in the wins/losses. We can never give too much credit. And it goes a long way.

Make it clear that people are allowed to fail, encourage taking risk rather than "playing conservative".

Each stumble is a chance to collectively learn, grow, and evolve as a team. Winning is a team sport; let's play it together.

"Get people more excited about the prospect of winning than the fear of losing"

Amor Fati - Embrace the Struggle: We all face struggles, and I'm no exception. The key is to embrace them with a smile: Amor Fati. For those familiar with stoicism, you know how deep and critical this belief can be to survive in business.

It's a skill that became my ally in the contrast of realities post-acquisition. Every challenge is an opportunity for growth, and the ability to face them head-on is what separates the good from great.

Investing in Relationships and Listening More: I didn't think that dealing async and from a distance with my colleagues would hit me this much, but it did. Managing isn't easy, doing it from afar is just making it harder. Investing in relationships and active listening are the bedrock of success in hybrid environments. As leaders and managers, we are just catalysts, not lone decision-makers.

The collective well-being and performance of our teams require a community effort. Let's encourage our teams to check in on each other, ensuring everyone feels seen, heard, and valued. I'm lucky to have a team that cares for one another, and Thibault El Zamek to support them in that way.

It's been a wild year and I'm nowhere near where I wanted to be, and that's the beauty of it. Being in business is a constant reminder that we can't allow ourselves to get comfortable. We must learn to love the struggle and everything that comes with it.

I'm still nowhere who I want to be, where I want to be, but this last year showed me that If I can only become half the man I want to be, it will be something to be proud of no matter what.

Here's to the grind, the wins, the fails, and the crazy ride ahead!

Still committed to helping SMB's get more efficient.

Still committed to helping managers better support their team.

Still committed to making people smarter, every day.