The Good, the Bad, and the Consultant

One of the most profound lessons I’ve learned in my entrepreneurial career is that ownership is both a burden and a gift. It’s a truth that makes Steve Jobs’ words resonate deeply: “Without owning something over an extended period of time... one learns a fraction of what one can.” Having spent over a decade building the Global Startup Awards, IseeQ, Budapest Startup Safari, and xLabs with my co-founders —and now working as a consultant for companies—his words strike a powerful chord with me.

Jobs highlights a truth that can be uncomfortable for consultants: doing this without ownership often lacks depth. If you’re not there to face the consequences of your contribution, you forfeit the critical lessons that accountability brings. And without growth, you remain stagnant.

This critique resonates with me as someone who values responsibility. I’ve spent over a decade building things from scratch, carrying the weight of ownership through failures, risks, and hard-won victories. These experiences allow me to approach consulting differently: with personal investment and a focus on outcomes.

For me, consulting isn’t about delivering polished insights and walking away. My approach is hands-on because I believe in treating my clients’ challenges as my own. Part of this comes from my personality—I have a natural drive to ensure things get done right. It also means knowing where others excel. I don’t claim to have all the answers, but I’ve built a network of trusted people who do.

One way I channel this is by inviting experts from my network into the conversations. These are people I’ve earned the trust of over years of collaboration—trust built through consistency and mutual respect. And because trust is fragile, I handle it carefully. It takes years to build but only seconds to lose.

For this same reason, I’m also selective about who I work with. I choose clients who share my values, are equally committed to meaningful collaboration, and with whom I have genuine chemistry. Trust is a two-way street, and I prioritize relationships where we can truly build something together.

When I talk to students, fresh job market entrants, or first-time entrepreneurs, I urge them to approach three roles with caution: consultants, mentors, and coaches. My message is simple: look at what these people have built. Have they owned something long enough to understand what it takes? Without that foundation, their guidance risks being superficial.

This philosophy shapes how I work with clients. I don’t just provide input and step away. When it’s action time, I roll up my sleeves and stay involved—even during the craziest hours of that day—to make things happen.

Steve Jobs’ words are a challenge to anyone offering guidance: ownership deepens understanding, sharpens insights, and makes us better at what we do.

I take that challenge personally. Every recommendation I make stems from lessons I’ve learned through ownership—from taking risks, enduring setbacks, and celebrating wins. To me, that’s what true consulting means: not just sharing ideas but owning outcomes alongside my clients.