I think that a lot of the times what happens is we just feel a little bit too nervous to hold people tactically accountable.

We feel like, oh, I just don't want to be nitpicking.

I don't want them to think, you know, I stick up my butt.

Like, you just get all these defeating thoughts in your head.

When the reality is, most times they just don't up.

How do you create an unshakable business?

I cross $100 million in net worth by the age of 28.

Now I'm growing Acquisition.com into a billion dollar portfolio. In this podcast, I share the lessons

I've learned in scaling big businesses and helping our portfolio companies do the same.

Buckle up and let's build. What I want to share with you is how to solve the problem of not knowing what to do as a CEO of your

business, as an entrepreneur, as a business owner. This is something that I have come across many

times for myself. And this principle has just kind of been a guiding North Star for me to figure out

if I'm doing what I should actually be doing and what the job of the CEO actually is. Because I think

that, at least for me,

I know that it's ambiguous. It's like CEO, what does that even mean? And I've met so many

different CEOs and they all do different things. Some of them are really product focus. Some of them

can write code. Some of them come from IT systems. And some of them are really marketing sales

heavy. Right. And so it's this ambiguous title and I think it carries a lot of weight and people

constantly are saying like, well, what should I be doing? Right? Because there's no one to tell you

what to do when you're at the top. And so this is what I have come to and what's helped me and I hope

it helps you too. So the first thing that I have started off with is I don't think about it as CEO. Okay. I actually go to C.A.O. And what I mean by C.A.O. And this is just something

I've done to help me really understand or embody this principle. It's just chief accountability

...