1) Looking back on my "career" with @TheNordicWeb over the last 5 years, in retrospect it's easy for me to join up the dots and make sense of the journey:

#cphftw #sthlmtech #helyes 🇩🇰🇫🇮🇮🇸🇳🇴🇸🇪


- Join & start community initiatives to meet people
- Learn from these people about how special the Nordic tech scene is
- Share this with the world through The Nordic Web
- Realise the real value is in the data, particularly in building network
- Use network to raise a fund
3) In fact, it looks all very strategic, but the reality is anything but.

My lack of vision and goals during this 5 year period was _criminal_

Any movement from one step to the next was never pre-planned and was instinctive, or worse, accidental.
4) While I am embarrassed to think of my headless chicken self, there's also part of me that thinks that none of this would have turned out where it did if I had of been deliberate and strategic about this.
5) In fact, I think my genuine love for the Nordics and the ecosystem is the MAIN reason to explain how I raised my fund & managed to move from step to step.

My story is a good example of how passion can be more powerful than strategy in the early stage of an idea/company.
6) However, the biggest issue with passion is that it is often leads to unsustainable situations over time.

(And apparently headlines calling you a "broke blogger" 😝)

7) So, my first-hand, very raw learning on Passion vs. Strategy is this:

Passion works up until a point in the early days, but then strategy NEEDS to take over with the former as its fuel.

(Preferably about 10x faster than 5 years... 🙃)
8) I'm (finally) now at that point & happy to say that I've never had more clarity on what I want to achieve in the next 5 years, a stark contrast to the previous 5.

With my passion stronger than ever, I'm excited to see what I can achieve with both direction and fuel. 💪🏻

More from Tech

On Wednesday, The New York Times published a blockbuster report on the failures of Facebook’s management team during the past three years. It's.... not flattering, to say the least. Here are six follow-up questions that merit more investigation. 1/

1) During the past year, most of the anger at Facebook has been directed at Mark Zuckerberg. The question now is whether Sheryl Sandberg, the executive charged with solving Facebook’s hardest problems, has caused a few too many of her own. 2/

2) One of the juiciest sentences in @nytimes’ piece involves a research group called Definers Public Affairs, which Facebook hired to look into the funding of the company’s opposition. What other tech company was paying Definers to smear Apple? 3/ https://t.co/DTsc3g0hQf

3) The leadership of the Democratic Party has, generally, supported Facebook over the years. But as public opinion turns against the company, prominent Democrats have started to turn, too. What will that relationship look like now? 4/

4) According to the @nytimes, Facebook worked to paint its critics as anti-Semitic, while simultaneously working to spread the idea that George Soros was supporting its critics—a classic tactic of anti-Semitic conspiracy theorists. What exactly were they trying to do there? 5/
I think about this a lot, both in IT and civil infrastructure. It looks so trivial to “fix” from the outside. In fact, it is incredibly draining to do the entirely crushing work of real policy changes internally. It’s harder than drafting a blank page of how the world should be.

I’m at a sort of career crisis point. In my job before, three people could contain the entire complexity of a nation-wide company’s IT infrastructure in their head.

Once you move above that mark, it becomes exponentially, far and away beyond anything I dreamed, more difficult.

And I look at candidates and know-everything’s who think it’s all so easy. Or, people who think we could burn it down with no losses and start over.

God I wish I lived in that world of triviality. In moments, I find myself regretting leaving that place of self-directed autonomy.

For ten years I knew I could build something and see results that same day. Now I’m adjusting to building something in my mind in one day, and it taking a year to do the due-diligence and edge cases and documentation and familiarization and roll-out.

That’s the hard work. It’s not technical. It’s not becoming a rockstar to peers.
These people look at me and just see another self-important idiot in Security who thinks they understand the system others live. Who thinks “bad” designs were made for no reason.
Who wasn’t there.

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“We don’t negotiate salaries” is a negotiation tactic.

Always. No, your company is not an exception.

A tactic I don’t appreciate at all because of how unfairly it penalizes low-leverage, junior employees, and those loyal enough not to question it, but that’s negotiation for you after all. Weaponized information asymmetry.

Listen to Aditya

And by the way, you should never be worried that an offer would be withdrawn if you politely negotiate.

I have seen this happen *extremely* rarely, mostly to women, and anyway is a giant red flag. It suggests you probably didn’t want to work there.

You wish there was no negotiating so it would all be more fair? I feel you, but it’s not happening.

Instead, negotiate hard, use your privilege, and then go and share numbers with your underrepresented and underpaid colleagues. […]