What am I good at

Over the years, I’ve worn many hats — operator, planner, fire-fighter, mentor. What ties it all together is my ability to make things work when the path isn’t obvious.

Below is a self-assessment of the skills I lean on most. No certifications, just lived experience. I’ve tried to be honest about where I’m strong and where there’s still room to grow.

Skill	Proficiency	What I’ve Done	What’s Yet to Be Achieved
Operations Thinking	9/10	Turned founder chaos into working systems — managing centres, P&Ls, and vendor trust issues.	Create playbooks others can follow without me being there.
Decision-Making Under Constraints	8.5/10	Took tough calls with limited data — read the people, watched patterns, kept the ship steady.	Frame this into teachable models, not just gut feel.
Multifunctional Team Handling	8/10	Managed finance, ops, sales, marketing — navigated egos, pressure, politics.	Replicate across geographies, without being hands-on daily.
Business Planning & Financial Modeling	7.5/10	Built business models with revenue logic, cost layers, capital asks. Worked on investor decks, valuations.	Get sharper with newer models — subscription, AI, content-led.
Writing & Reflection	8/10	Wrote during the tough phases — blogs, internal notes, a book that still feels honest.	Share publicly more often, without sounding like a pitch.
Empathy in Leadership	9/10	People open up. I use humour, not hierarchy, to solve messy issues.	Hold space in high-stakes rooms — boardrooms, investors, partners.
Clarity of Thought (esp. in Chaos)	8.5/10	Often the one asked, “What’s really happening?” I break it down without jargon.	Turn this into coaching or content — scale it beyond 1:1.