42: We Think, Therefore, We Are

Biologic Quantum entanglement

What if every fleeting thought, every spark of insight, was more than just a cascade of neurons firing in your brain? What if, instead, your mind was tapping into a deeper, quantum reality—where each idea exists briefly as a burst of energy, forming, evolving, and collapsing in a way that mirrors the very fabric of the universe? This is not science fiction, but an emerging frontier in science where quantum mechanics meets consciousness. Just as Douglas Adams whimsically declared "42" the answer to life, the universe, and everything, this exploration begins with a simple yet profound question: Could the way we think reveal a deeper truth about what it means to exist? Welcome to a journey through the strange, fleeting pulses of thought and the hidden quantum processes that might make us who we are.

For centuries, the mystery of human thought has captivated philosophers and scientists alike. Descartes famously proclaimed, “I think, therefore I am,” tying existence to the act of cognition. But what if thinking is more than a biological function? What if it’s also a quantum process—a dynamic interplay of fleeting coherence and collapse that mirrors the fundamental behavior of particles at the smallest scales? Recent advancements in quantum biology suggest that the brain may not merely process information like a classical computer but instead harness quantum principles to create the seamless flow of ideas, memories, and consciousness we experience every day. This isn’t just about neurons firing; it’s about a new way of understanding the mind as both a product of biology and a participant in the quantum dance of the universe.

At the heart of this theory lies the concept of transient quantum processes—brief moments where particles in the brain, like electrons or protons, might enter a state of quantum coherence. In this state, they operate in harmony, exploring multiple possibilities simultaneously before collapsing into a single outcome: a thought, a decision, or a flash of insight. These quantum pulses could form, evolve, and dissipate in fractions of a second, making them invisible to classical neuroscience yet crucial to the brain’s incredible efficiency. Imagine your thoughts as quantum sparks, igniting briefly to illuminate connections, solve problems, or create something entirely new. It’s as if your mind, in its fleeting moments of awareness, mirrors the cosmos itself—an infinite web of possibilities collapsing into the singular reality of "now."

Have you ever had a moment where an idea seemed to come out of nowhere—a sudden, crystal-clear insight that felt like it just “clicked”? Maybe you were in the shower, driving home, or drifting off to sleep, and without warning, the solution to a problem or the perfect phrase for a conversation appeared fully formed in your mind. It wasn’t something you were actively working on; it just arrived, as if the pieces had aligned behind the scenes. This is the kind of experience that might be explained by transient quantum processes—your brain briefly "exploring" countless possibilities in parallel before collapsing into that single, perfect idea. It’s a phenomenon so universal we even have a name for it: the "aha moment." What if those moments weren’t just chance but glimpses of the quantum mechanics behind our thoughts?

What if every thought you’ve ever had wasn’t just in your mind, but a glimpse into the quantum fabric of reality—an invitation to see the universe, and yourself, in an entirely new way?

Suggested Reading:

• The Emperor's New Mind: Concerning Computers, Minds, and the Laws of Physics by Roger Penrose
  Penrose explores the relationship between consciousness and physics, arguing that human thought cannot be entirely replicated by machines.

  • Amazon Link

  Quantum Evolution: The New Science of Life by Johnjoe McFadden
  McFadden discusses how quantum mechanics might play a role in the process of evolution and the development of life.

  • Amazon Link

  The User Illusion: Cutting Consciousness Down to Size by Tor Nørretranders
  This book delves into the nature of consciousness, suggesting that much of what we perceive is an illusion created by our minds.

  • Amazon Link

  Quantum Mind and Social Science: Unifying Physical and Social Ontology by Alexander Wendt
  Wendt proposes that consciousness is a quantum mechanical phenomenon, bridging the gap between physical and social sciences.

  • Cambridge University Press

  Synchronicity: An Acausal Connecting Principle by Carl G. Jung
  Jung introduces the concept of synchronicity, exploring meaningful coincidences and their implications for psychology and physics.

  • Amazon Link

“The greatest leaders are not the ones who do the greatest things. They are the ones that get people to do the greatest things.”

— Ronald Reagan, from 60 Minutes on December 14, 1975

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Inform. Decide. Grow.

The Unicorn Builders

Meet Your Team

Narcissists Are Very Coachable—Just Don’t Expect to Get Any Credit

How to Coach the Uncoachable

Think narcissists are impossible to coach? Think again. Sure, they’re often labeled as egotistical, self-centered, and unmanageable, but here’s the twist: narcissists can be remarkably coachable—if you know how to approach them. The trick isn’t about changing their nature. It’s about working within the rules of their game to unlock their potential. Spoiler alert: don’t expect to get any credit for it.

Why Bother?

Before discussing how to coach narcissists, let’s tackle the obvious question: Why even try? Narcissists often possess an exceptional toolkit: ambition, charisma, and a relentless drive for success. These traits can make them powerful leaders or innovators, especially in high-stakes environments like startups or competitive industries.

The problem? Left unchecked, those same traits can derail a team, a culture, or even an entire organization. But when managed effectively, narcissists can channel their energy toward constructive outcomes. They want to win, and if you can align their definition of winning with the team’s success, you’ve struck gold.

The Reality of Coaching Narcissists

Coaching narcissists is not about breaking down their ego. (Good luck with that.) Instead, it’s about leveraging their ego to drive better behaviors and decisions. Here’s the thing: narcissists crave validation and thrive on being perceived as successful. If you can position your guidance as a path to more recognition, more wins, or a legacy worth bragging about, they’re far more likely to listen.

Dr. Craig Malkin, in Rethinking Narcissism, explains how narcissistic traits exist on a spectrum and can be harnessed effectively with the right approach. This idea underscores that coaching narcissists is about channeling their drive, not suppressing it.

But there’s a caveat—don’t expect a thank-you note. Narcissists will likely take full credit for any success that comes from your coaching. And that’s okay, because the goal isn’t to bask in their gratitude. It’s to steer the ship in the right direction.

The Playbook: How to Coach a Narcissist

Here are four strategies to make coaching narcissists not only possible but effective:

1. Frame Ideas as Their Own

Narcissists don’t like being told what to do. To get buy-in, you need to subtly present ideas in a way that allows them to take ownership. Use phrases like, “Building on your brilliant idea…” or “Here’s how we could amplify the strategy you suggested…” This lets them feel like the leader—which is precisely what they want.

2. Appeal to Their Self-Interest

Every piece of feedback should be tied to their personal goals. For example, instead of saying, “This behavior is hurting the team,” try, “Here’s how this change could elevate your reputation as a visionary leader.” Narcissists respond to outcomes that make them look better, so frame your coaching around their self-interest.

Robert Cialdini’s Influence: The Psychology of Persuasion offers insights into framing feedback in ways that align with self-interest and ego, making it an invaluable reference for managing narcissists.

3. Set Firm Boundaries

Narcissists will push limits if you let them. Establish clear boundaries from the outset. Be direct and consistent but tactful. For instance, “I respect your passion for excellence, but we need to ensure the team feels supported to perform at their best.” This approach acknowledges their strengths while keeping their more disruptive tendencies in check.

4. Focus on Results, Not Recognition

Don’t expect praise or acknowledgment. Instead, measure success by the outcomes you achieve together. Whether it’s improved team dynamics, a more collaborative culture, or hitting ambitious goals, let the results speak for themselves. And remember: their win is your win, even if your role in it goes uncredited.

The Bigger Picture

This isn’t about manipulation in the Machiavellian sense. It’s about reframing the narrative. Narcissists are not the villains of the leadership world; they’re high-risk, high-reward players who require a different coaching strategy. Instead of trying to “fix” them, focus on channeling their strengths and mitigating their weaknesses.

Daniel Goleman’s work on Emotional Intelligence, such as Leadership That Gets Results, highlights how understanding and managing personalities—even challenging ones—can improve the outcomes of teams and organizations.

The real skill in leadership isn’t avoiding difficult personalities—it’s learning how to work with them effectively. Narcissists may never give you the credit you deserve, but if your coaching leads to stronger teams, better decisions, and lasting success, isn’t that what truly matters?

Your Turn

What’s been your experience working with high-risk, high-reward leaders? Have you found ways to guide them successfully, or have they been impossible to manage? Let’s hear your stories in the comments—and who knows, you might inspire someone else to coach the uncoachable.

Further Reading:

• Malkin, Craig. Rethinking Narcissism

• Cialdini, Robert. Influence: The Psychology of Persuasion

• Goleman, Daniel. Leadership That Gets Results

• More articles from Tim Swanson at https://www.corporate.bc.ca/articles

“The greatest leaders are not the ones who do the greatest things. They are the ones that get people to do the greatest things.”

— Ronald Reagan, from 60 Minutes on December 14, 1975

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Inform. Decide. Grow.

The Unicorn Builders

Meet Your Team

Ambition Unchecked

The Fine Line Between Drive and Dysfunction in Leaders

Have you ever encountered a leader whose ambition seemed boundless, fueling rapid growth and decisive action but at times teetering on the edge of chaos? In the world of startups, such high-intensity leaders are both a driving force and a risk. Understanding where their strengths end and potential dysfunction begins is critical for everyone living in these fast-paced environments.

In the drive to get many things done quickly, decisive leadership and ambition are the lifeblood of every startup. In reality, "balance" is a "nice-to-have" but rarely an option when you have limited time, money, and resources. Leaders and teams must often prioritize speed and results over equilibrium, creating a high-stakes environment where ambition is necessary and a potential risk.

Unchecked ambition can lead to behaviors that undermine the teams and companies these leaders aim to propel forward. Streamlining processes and limiting decision-making to a select few may seem efficient, but they often create blind spots and silence critical input from the broader team. When mistakes happen because of tightly controlled information or a lack of diverse perspectives, the fallout can ripple through the organization, eroding trust, stifling collaboration, and diminishing morale.

These behaviors rarely stand alone. Leaders who control information and delegate narrowly often display a pattern of assigning blame rather than taking responsibility. This creates a culture where fear of failure overshadows innovation and risk-taking. After all, when was the last time you heard a micromanager admit, "That’s my fault"? This tendency to shift accountability further fractures trust within teams, making it harder to recover from setbacks and limiting the organization’s potential to grow and adapt.

Small Heading

It is a paradisematic country, in which roasted parts of sentences fly into your mouth. Even the all-powerful Pointing has no control about the blind texts it is an almost unorthographic life One day however a small line of blind text by the name of Lorem Ipsum decided to leave for the far World of Grammar.

The Big Oxmox advised her not to do so, because there were thousands of bad Commas, wild Question Marks and devious Semikoli, but the Little Blind Text didn’t listen. She packed her seven versalia, put her initial into the belt and made herself on the way. When she reached the first hills of the Italic Mountains, she had a last view back on the skyline of her hometown Bookmarksgrove, the headline of Alphabet Village and the subline of her own road, the Line Lane. Pityful a rethoric question ran over her cheek, then

The Double-Edged Sword of Ambition

At their best, ambitious leaders inject energy, clarity, and a sense of urgency into their teams. They set audacious goals, rally resources, and push boundaries to achieve what others might not. However, ambition can become problematic when it manifests as overcontrol, recognition-seeking, or an unwillingness to delegate.

Unchecked, these tendencies may create bottlenecks, stifle innovation, or even alienate team members. Leaders driven by personal achievement or dominance might inadvertently prioritize their own vision over the company’s broader success. Recognizing these behaviors early is crucial to avoid long-term damage.

Awareness becomes a powerful tool. For leadership, including board members and investors, self-awareness and understanding the consequences of rapid-fire management can help moderate risk. Taking time to reflect on decision-making styles, communication habits, and delegation practices can create space for more balanced leadership. For teams, the message is clear: speak up. Addressing concerns openly and constructively can shine a light on blind spots, ensuring that diverse perspectives are not just heard but valued.

Understanding Risks to Build Resilience

To navigate the complexities of unchecked ambition, it is essential to understand not only what can go wrong but also why these behaviors emerge. Leadership dynamics are rarely black and white. Ambition that appears dysfunctional in one context may be a catalyst for success in another.

The key lies in creating systems that channel ambition constructively. This is not about stifling a leader’s drive but about ensuring their energy serves the organization rather than undermining it.

Call to Action: A Conversation on Leadership Risks

Unchecked ambition is not just a challenge for boards or executive teams. It is a risk that affects everyone living in the startup world. Whether you are a founder, investor, team member, or advisor, understanding the dynamics of ambition is critical to fostering resilient leadership and sustainable growth.

How do you identify and manage the risks of ambition in your startup ecosystem?

Please feel free to contact us. We would love to hear your perspective and discuss how we can help build your unicorn.

Tim@corporate.bc.ca · Amanda@corporate.bc.ca · Darrell@corporate.bc.ca

“Leadership is about making others better as a result of your presence and making sure that impact lasts in your absence.”

— Sheryl Sandberg, COO of Facebook

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The Unicorn Builders

Meet Your Team

Why Great CEOs Speak Less and Listen More

While researching Inside the Mind of Unicorn Builders, I came across a compelling story about a startup that was struggling to gain traction. Their product was innovative, but their message wasn’t resonating with customers, investors, or partners. Feeling stuck, they turned to an advisor for help.

Instead of focusing on the product itself, the advisor zeroed in on the language being used. They listened carefully to the founder, customers, investors, and partners to understand how each group expressed their priorities, challenges, and aspirations. The advisor noticed gaps—words that carried different meanings depending on the listener—and crafted a message that bridged those divides.

The result? Conversations that had once faltered began to flow. Stakeholders who were previously uninterested started engaging, and the company’s prospects shifted from dim to bright. The message resonated not because it was new but because it was framed in language the audience could clearly understand and relate to.

This story highlights a critical truth: It’s not about what you say—it’s about what your customers hear.

Words are imperfect tools, often carrying different meanings depending on context. Consider the term “value.” To one investor, it might mean return on investment; to a customer, it could mean ease of use or reliability. Similarly, phrases like “market-ready” can sound like progress to a founder but may signal caution to a partner.

Great leaders understand this. They listen first, identify the vocabulary their audience uses, and adapt their message to align with that perspective. It’s not about simplifying your message—it’s about making it resonate.

Bridging the Communication Gap

Clear, audience-aligned messaging isn’t just a skill; it’s a game-changer. When you translate your expertise into terms your audience understands, you build trust and open doors. It’s not enough to demonstrate value—you need to ensure your audience hears that value in a way that matters to them.

Next time you’re preparing to pitch, advise, or lead, remember: listen first. Observe the words your audience uses and how they frame their goals. Then craft your message so it reflects their world.

When your words align with your audience’s vision, you’re not just communicating—you’re connecting. And that’s where true influence begins.

Please feel free to reach out to us, and let’s discuss how we can help build your unicorn.

Tim@corporate.bc.ca · Amanda@corporate.bc.ca · Darrell@corporate.bc.ca

Building High-Impact Leadership Teams:

The Key Behaviors Every Tech CEO Needs to Spot in Their Talent

Tech CEOs need fast innovation and teams that deliver under pressure. But finding the right leadership talent is tough, especially when success depends on behaviors that drive teamwork and creativity, not just technical skills. Therefore, if you want a leadership team that can solve complex problems and fuel growth, focus on these key behaviors: Motivation for Task Achievement, Curiosity and Learning, and Communication. Let’s dive into how these behaviors can help you spot and build high-potential leaders on your team.

Drawing from our research on the behavior sets of successful CEOs, let’s examine how these behaviors can help you identify high-potential leaders already within your teams and select the right people to join them.

1. Motivation for Task Achievement: The Foundation of High Performance

When it comes to innovation, the first and most essential behavior is a strong motivation for task achievement. Without this, even the most curious or communicative individuals may struggle to execute ideas quickly and efficiently. This behavior set is evident in individuals who not only set goals but relentlessly pursue and accomplish them. In the words of Sam Altman at Y Combinator, they are the people who “get a lot of stuff done quickly.”

Identifying this behavior in potential leaders provides a foundation for building a team that can perform at a high pace. But task achievement alone is not enough, especially in companies that thrive on innovation and teamwork. For leadership roles that demand continuous growth and adaptability, two other behaviors stand out: Curiosity and Learning and Communication.

2. Curiosity and Learning: Identifying the Knowledge Builders

In an innovation-driven organization, a key indicator of leadership potential is the way individuals consume knowledge and engage in the exchange of ideas. True innovation leaders approach learning not as a solo venture but as a collaborative exploration. They’re not just solving isolated problems; they’re leveraging the team’s collective knowledge and networks to accelerate their understanding.

A high-potential leader in this area has a natural inclination to ask questions and gather knowledge directly from others. Rather than starting with a solitary research dive, their instinct is to reach out, assessing whether a line of inquiry has been explored within their network. This approach offers two main advantages:

• Efficiency in Learning: They can quickly gauge whether an area has already been explored and obtain a direction or “quick read” on the next steps.

• Effective Questioning and Listening: The way they ask questions is purposeful and strategic. They start with short, open questions, actively listen, and adapt to the speaker’s vocabulary and perspective. This results in a deeper connection and understanding, allowing them to extract insights quickly.

For example, instead of directly seeking a recommendation for a book on product strategy, they might simply ask, “What’s the last book you talked about?” The subject matter is less relevant than the desire to engage with others’ interests. Leaders who display this broad curiosity are more likely to bring fresh perspectives and insights to the team, fostering innovation.

3. Communication: Building Shared Vocabulary and Team Alignment

Once they’ve gathered insights, natural leaders use communication to create a shared understanding across the team. They bridge ideas by adapting their language to resonate with their audience, fostering an environment where everyone can contribute. In a group setting, this communication style enables them to build a unified vocabulary that helps align the team, creating clarity and cohesion.

Such leaders demonstrate an authentic interest in others' viewpoints, which leads to greater inclusion and collaboration. When someone displays a knack for asking insightful questions and translating complex information into shared language, they’re displaying a key leadership trait for innovation companies.

Spotting High-Potential Talent in Action

When it comes to innovation, high-potential leaders stand out by their ability to leverage three critical resources: internal teams, broader networks, and customer insights.

1. Internal Knowledge Base: They first turn to their teammates, quickly gathering information to form a foundational knowledge base. This also engages team members, giving them a sense of ownership and motivation.

2. Broader Networks: If additional insights are needed, they look to their extended networks, demonstrating the value of broad and deep connections. This approach is especially effective in fast-moving industries, where speed and relevance of information are key.

3. Customer Engagement: Finally, if gaps remain, they engage with customers to refine ideas or solutions. This customer-centric approach keeps the organization aligned with market needs and helps shape innovative, customer-focused solutions.

This approach to consuming and sharing information builds a collaborative, innovation-focused culture where teams are empowered to solve challenges with efficiency and agility. As leaders draw from diverse perspectives within and beyond the organization, they foster a sense of ownership among team members, creating a self-sustaining motivation to accomplish goals.

Creating a Flywheel of Achievement and Innovation

When you combine Motivation for Task Achievement with this style of Curiosity and Learning and Effective Communication, you create a powerful flywheel. Teams with leaders who embody these behaviors tend to execute faster, learn continuously, and maintain a shared vision for innovation. By identifying these traits in current team members or potential hires, you position your company to build a high-performing leadership team that can scale and thrive.

To those tech CEOs looking to amplify their leadership pipeline, this approach provides a roadmap to finding—and fostering—the unicorn leaders who will propel your organization forward. Please feel free to reach out to us, and let’s discuss how we can help build your unicorn.

Tim@corporate.bc.ca · Amanda@corporate.bc.ca · Darrell@corporate.bc.ca

AI Talent in British Columbia: How Tech Leaders are Building Future-Ready Teams

Introduction:

Artificial Intelligence is at the forefront of all leaders' minds in the fast-evolving tech ecosystem of British Columbia. Startups and mid-sized companies in the Seed to Series C stage are navigating the dual pressures of scaling rapidly and staying competitive. At the core of this challenge is the ability to attract, retain, and leverage top-tier AI talent—a critical component for future-proofing their organizations. The CIO of a forward-thinking Vancouver-based company (anonymized for this paper) shared insights into how they harnessed AI talent to transform their operations, paving the way for product commercialization and scaling.

The AI Talent Landscape in British Columbia

British Columbia is emerging as a hub for AI development, with significant government and private sector investment flowing into AI initiatives. Companies that can identify and capitalize on AI talent are positioning themselves to lead in the region's competitive landscape. According to recent data, BC's tech sector grew by 10% in 2023 alone, and AI is playing a pivotal role in this expansion.

The Talent Challenge

For entrepreneurial companies, securing AI talent is not just about recruitment—it’s about creating the right environment for this talent to thrive. One CIO from a local tech company explains, "AI specialists are hard to find, and when we do, they are expensive. The key is not just hiring them but integrating their work with our product teams and development cycles." This challenge is compounded by the need for cross-disciplinary collaboration between AI developers, product managers, and business strategists.

The ideal AI professional resembles a “decathlete,” blending multiple skills like software development, quality assurance (QA), and user experience with business analysis and project management. AI specialists must be versatile and able to collaborate across departments to align their work with business objectives. This holistic approach ensures AI projects are integrated into the larger company vision and not siloed away as separate initiatives.

The CIO's company initially faced high turnover in its AI department due to misalignment between AI-driven projects and core business goals. They soon realized the importance of cultural fit, strong leadership, and clear communication in maintaining team cohesion.

How AI is Reshaping the Organizational Structure

Building an AI-driven team means reshaping traditional development models. In this anonymized case, the CIO took a hybrid approach, blending internal AI development with external partnerships. "It’s not enough to hire a few data scientists and hope for the best. We needed a robust framework where AI is integrated into every aspect of product development and customer engagement," he noted. AI specialists worked closely with product teams to ensure that AI solutions were practical, scalable, and aligned with customer needs.

Data Governance and AI Success

The company’s journey also highlighted the critical role of data governance in AI success. According to the CIO, "AI thrives on data, but bad data can be worse than no data at all." The company’s initial AI projects failed to deliver results due to inconsistent data governance practices. They implemented a rigorous data cleansing process, improving the quality of data that fed into their AI models. With clean, well-structured data, the company was able to unlock the full potential of AI, from predictive analytics to customer personalization.

Predictive Analytics and Business Growth

AI’s biggest impact on the business has been in predictive analytics. By leveraging AI-powered forecasting models, the company was able to significantly enhance its decision-making processes, particularly in product development and customer service. The CIO remarked, "AI allows us to predict customer needs before they even know them. This level of insight has completely changed the way we develop products and interact with customers." The predictive capabilities also extended to supply chain management, reducing costs and improving efficiency.

A Balanced Approach to AI Adoption

The key takeaway from this company’s experience was the importance of a balanced approach to AI adoption. "AI can’t replace human ingenuity and leadership," the CIO emphasized. "Our success has come from blending human expertise with AI’s capabilities, not from trying to substitute one for the other."

As AI continues to evolve, this company’s experience serves as a valuable lesson for other startups looking to build AI-powered teams. By focusing on both talent acquisition and organizational alignment, they have positioned themselves for sustainable growth in the AI era.

Conclusion: Building AI-Driven Teams for the Future

For technology startups in British Columbia, success in the AI era will depend on more than just access to cutting-edge technology. It will require a thoughtful approach to team building, where AI specialists are fully integrated into the company's culture and operations. As this anonymized case study shows, those who can effectively combine human leadership with AI innovation will be well-positioned to lead the next wave of tech growth in BC.

As AI reshapes the future, the right talent will determine who leads the charge. Let’s discuss how we can help you build a team that drives innovation and scales with your business.

 Tim@corporate.bc.ca Amanda@corporate.bc.ca    Darrell@corporate.bc.ca    Don@corporate.bc.ca

“AI is everywhere, and it will change industries and society in ways we can’t yet predict. But at its core, AI is a tool for amplifying human potential. The key is ensuring it serves humanity’s best interests as we navigate this transformative era.”

— Fei-Fei Li, former Chief Scientist at Google Cloud speaking at the World Economic Forum in 2020

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Work From Home vs Hybrid vs Return To Office: Strategic Insights for a New Era of Work

As we navigate the evolving dynamics of work, the debate surrounding Work From Home (WFH), Hybrid models, and Return to Office (RTO) is becoming increasingly relevant. From a systems theory perspective, using economic assumptions, each model presents unique challenges and opportunities that go beyond the individual employee’s preferences. Instead, the real question is how these models impact company productivity and valuation.

To dive deeper, let’s examine three critical factors: the type of work, how productivity is measured, and the ultimate connection to company performance.

1. Output-Driven Roles: The Digital Production Line

In roles where tasks are output-driven and don’t require substantial collaboration between employees—think production lines or certain operational functions—productivity remains relatively unaffected by the shift to WFH. Why? The lack of interaction between colleagues doesn’t directly impede output. Systems can be optimized for remote work as long as the right tools are in place, and individual contributions can easily be measured. For these roles, whether employees are in the office or working from their kitchen table, the end result is consistent, and company valuation remains stable.

2. Creative and Hierarchical Environments: The Case for RTO

On the flip side, creative or innovative companies, where collaboration is essential to refine, develop, and execute new ideas, thrive in an in-person environment. RTO becomes a significant factor in their success. Whether it’s brainstorming sessions or rapid prototyping, face-to-face interaction fuels the creative process.

The energy of a packed office, with everyone racing to get stuff done, is infectious. This holds true in both large corporations and fast-paced startups. When people are immersed in a high-pressure, fast-moving environment, ideas tend to flow faster, feedback loops tighten, and execution speeds up.

Hierarchical organizations, particularly those with a 'command and control' structure, also see a spike in productivity with RTO. In fields like investment banking, where senior managers are driving junior associates to meet tight deadlines and deliver analyses or presentations, the physical office amplifies productivity. The pressure is palpable when someone is standing over your desk—a level of urgency that’s hard to replicate digitally. In these cases, WFH or even hybrid models tend to fall short in driving the same level of real output.

3. Hybrid Models: Balancing Interaction and Execution

For many companies, however, the optimal solution may lie in the middle—hybrid work models. This setup works best in environments that require a balance of interactive ideation with periods of sustained, focused execution. Consider companies that need two or three days of collaborative group work—whether it’s ideation, strategic planning, or problem-solving—and then another two or three days for individual tasks like writing code, drafting copy, or designing plans.

In these environments, hybrid models can foster the best of both worlds: maintaining the creative energy of the office while preserving the autonomy and flexibility that WFH offers. The challenge, of course, lies in structuring this system efficiently so that productivity gains from both environments are maximized.

Final Thoughts: The Path Forward for Companies

In the end, smaller, nimble, innovative companies will need to carefully choose their path. Office rent, commuting times, and employee freshness all have a tangible and predictable impact on corporate productivity. As companies scale, the amortization of costs like rent and commuting time across a larger workforce diminishes their impact on productivity.

However, one caution: while it may be tempting to emulate the likes of Amazon or other large corporations, unless you have 100,000+ employees, their strategies might not work for your company. Every organization must tailor its approach to fit its unique needs.

“At Wealthsimple, leadership is not about wielding authority but fostering an environment of collaboration and mutual respect. This approach cultivated a culture where the team is encouraged to contribute ideas, challenge norms, and share in the mission of the company.”

— Michael Katchen

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The Unicorn Builders

Meet Your Team

Inside the Minds of Unicorn Builders

Unveiling the Six Behavior Sets of Successful Entrepreneurs

In the dynamic world of entrepreneurship, success often appears as a blend of innovation, risk-taking, and sheer determination. However, a closer examination reveals that successful entrepreneurs consistently exhibit specific behavior sets that differentiate them from their peers. In my book, Inside the Mind of Unicorn Builders, I delve into these six behavior sets that define the most successful entrepreneurial leaders. Here, we explore these behaviors and understand why they are crucial for building a successful platform to create high-value companies.

1. Motivated by Task Achievement

A relentless pursuit of task completion drives successful entrepreneurs. This behavior is more than just discipline; it’s about finding genuine joy in getting stuff done. This intrinsic motivation propels them forward, ensuring continuous progress and momentum in their ventures. Not only is done better than perfect, it is more satisfying. But why?

2. Comfort with Ambiguity and Structure

In the unpredictable landscape of startups, making decisions with limited data is a daily reality. Successful entrepreneurs thrive in ambiguity, using systematic approaches to fill in gaps and make informed decisions quickly. If you are building something new, taking the first bold step forward is the only way to know if you are on the right path. There is never time to do it right, but there is always time to do it twice. Counterintuitive, isn’t it?

3. Capacity and Tenacity

The entrepreneurial journey is fraught with challenges. Capacity and tenacity are what separate those who persevere from those who falter. Successful entrepreneurs handle overwhelming workloads with grace and remain calm under pressure. Their resilience inspires their teams, driving collective efforts toward ambitious goals. However, everyone is human, and how they pick themselves up and press forward is genuinely inspiring.

4. Curiosity and Learning

Lifelong learning is at the heart of entrepreneurial success. Successful entrepreneurs possess a broad curiosity that extends beyond their immediate business interests. They constantly seek new knowledge, ask insightful questions, and apply what they have learned to creatively solve problems and innovate. However, it is how they consume their knowledge that changes the game.

5. Effective Communication

Effective communication is a cornerstone of leadership. Successful entrepreneurs are exceptional listeners who tailor their messages to their audience. Why is it that exceptional communicators also have exceptional empathy?

6. Leadership through Empowerment

True leaders achieve success through their teams. Successful entrepreneurs delegate responsibilities with clear goals, allowing their team members the freedom to innovate and execute their tasks in their own way. But the zen of entrepreneurial leadership is hands-on laissez-faire. Does that not bend your mind a bit? 

Are you ready to uncover the secrets of entrepreneurial success? Dive deeper into these behaviors by exploring Inside the Mind of Unicorn Builders. Start your journey in learning the DNA of successful entrepreneurial leaders!

“You need to model the behavior you want to see from your team as you go through challenging times.”

— Shellye Archambeau

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The Unicorn Builders

Meet Your Team

What’s Going on Out There: June 2023

Corporate Recruiters specializes in building technology companies, and we are at the epicentre of the supply & demand for tech talent in Vancouver. What we read in the news often doesn’t reflect what we see on the ground. We thought you might be interested in hearing about our experiences. 

In December 2022, we provided a summary of our tech labour market, and it is time to give an update for June 2023. The tech layoffs of 2022 and 2023 made great headlines, but in reality, they had a minor impact on the tech labour market. 

Hiring Freezes? Perhaps a few, but … 

The Big 5 Tech companies have laid off anywhere from 5% to 20% of their workforce in the last 12 months. However, this is not the whole story. From 2018 to 2021, the same tech firms grew headcount by 50% to over 100%. This represents a net growth of well over 50% over the last five years. The demand and shortage created by this growth made it difficult for small and midsized technology companies to grow. Now these companies are picking up the slack, even though the Big 5 are reducing their demand for new talent. 

Flexible Upwards Sticky Down 

The law of pricing in economics is “prices are flexible upwards but sticky downwards,” which we are witnessing in the market. Even though more people are interested in discussing new employment opportunities, there has been no change in their compensation and benefits demands. Fewer people are chasing money, and they are more risk-averse.  

CEO Talent Survey Data 

We surveyed Technology CEOs in the early Spring and confirmed our December conclusions. More good quality talent was on the market, but difficult and expensive to hire. Only 20% of the CEOs responded positively to picking up some high-quality talent from the large tech companies; 30% indicated a distinct mismatch in compensation demands vs actual ability, and the majority did not see any exciting candidate resumes.  

Even with the SVB news, over 60% of CEOs still listed access to talent as their number one pain point and access to capital as a second or third concern. Working from home and managing culture was the least concerning, indicating that flexible & hybrid work models continue to be favoured. 

Access to Capital 

The collapse of SVP caused more than a ripple in the financial markets, and we witnessed decreased demand for tech talent with companies seeking financing at the series A to C ranges. Anecdotal data suggested that earlier seed-stage companies were getting access to capital, indicating that investors were more comfortable placing investments in companies raising Series A funds after we pass through the current economic down cycle. Aside from anything AI-related, Hydrogen, Health Care, and Health Tech sectors are seeing interested investors.  

Early Indicators of a Rebound 

In our business, sales and marketing are the first to scale back when facing economic headwinds and the first to scale up at the bottom of the market. While some fund managers have indicated declining sales in their portfolios, we see a modest increase in demand for sales and marketing people. It is too early to predict, but we are more optimistic. 

The Nitty Gritty of Engineering and Developer Talent 

June Tech market musings : 

• Higher response rates and a higher number of ‘active’ candidates  

• Quantity does not equal quality – this requires increased processing time to work through these ‘active’ candidates with often limited results  

• High-quality candidates (combining in-demand and current tech skills with EQ) are still hard to find, and when you do, they are in multiple interviewing processes  

• US companies continue to be active in recruiting local candidates  

• Continued demand for fully remote or hybrid scenarios – onsite requirements limit the pool significantly  

• Stability and true collaborative culture are higher on priority list now 

• Salary requirements for senior and experienced folks are not seeing significant changes; entry-level and intermediate-level engineers seem more flexible on compensation than six months ago, with training and growth opportunities being more important.    

Continue to be in demand skills:   

• Experienced ML Engineers – with software coding skills in at least Python; even better if Java is added  

• Cloud/SaaS Senior Developers and Architects  

• Experienced Frontend Developers with B2B Enterprise level product experience – working with current JS frameworks and libraries, i.e. React/Redux, VUE, Typescript etc.   

• Scientifically oriented optimization engineers with a focus on mathematical optimization  

• Software engineers with firmware exposure (C/C++ languages) with ROS experience  

• Engineering executives with hands-on experience in NPI and moving products through the design phase to the development and scaling process.   

• Engineering executives with experience in the financing and fundraising process. 

Easier to hire:  

• Microsoft ecosystem engineers 

• Manual QA analysts as well as BA’s 

• Net new entries into the Canadian work market- the flow of immigrants opened up post-Covid. More folks with relevant qualifications and tech experience but lacking North American work experience and perhaps communication skills are still available to companies with a culture to embrace the diversities.  

Secrets of Building a Winning Engineering Culture

Recently, ACETECH and Corporate Recruiters hosted a workshop on building a winning engineering culture for Vancouver Tech CEOs. Below is a set of key takeaways from each speaker.

Noel Pullen
CEO at Map Labs

https://www.linkedin.com/in/noelpullen/

• Start with Trust; Connect the team with your customers, to each other and to the community.

• Celebrate what you encourage, recognize achievements, and elevate people’s status

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Mehrsa Raeiszadeh
Co-Founder/COO at MintList

https://www.linkedin.com/in/mehrsa-raeiszadeh-03b6812a/

• We don’t have employees, we have investors. We need to insure they’re invested and are aware of what’s happening in the business as a whole; keeping them super engaged.”

• “Celebrate” the success is great! Give credit to the team, ex. Tagging them on the LinkedIn posts for the awards you win or big company news.

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Keith Cerny
Partner at Fresh Founders

https://www.linkedin.com/in/keithcerny/

• In an era of superhero movies, far too many companies seek superhero engineers outside. Develop them inside with comprehensive training and the right incentives.

• The purpose of R&D is to inspire the organization; build internal raving fans by delivering surprising innovation and great products will be the outcome

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Andre Viljoen
VP, R&D at Change Healthcare

https://www.linkedin.com/in/andreviljoen

• Know why engineers come: work with people you respect and can learn from so you can grow. Do what you are good at and make a difference.

• Know why people leave: anonymity, irrelevance, immeasurement

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Miranda Alldritt
Chief Business Officer at Bioform; previously President at Copperleaf

https://www.linkedin.com/in/miranda-alldritt-5775b55/

• Seeing a path to success and focusing on what matters

• Talent is everywhere, networks are powerful and diversity matters

What Is Really Happening In BC's Tech Labour Market

December 2022

Corporate Recruiters specializes in building technology companies, and we are at the epicentre of the supply & demand for tech talent in Vancouver. What we read in the news often doesn’t reflect what we see on the ground. We thought you might be interested in hearing about our experiences.

Some Good Talent is Coming onto the Market, But Not as Much as You Might Think

This may sound heartless, but HR analytics software enables companies to measure performance better and prioritize who stays and who can be let go. In the 90s and 2000s, large companies didn’t have the granular detail they have now, and there were a lot of real gems on the market. So don’t expect history to repeat itself – the game has changed.

Hiring Freeze? Maybe – Maybe Not

The BIG 5 tech giants know who they want to keep and who they want to recruit. So even with the announced hiring freezes, we have found that our list of top talent is engaged in multiple competing interviews that include these companies.

War Stories

A local tech company had laid off a significant number of employees and had to rehire about one-third because they couldn’t meet capacity needs.

A US company spent enormous money on hiring a net-new, world-class development team in Vancouver. Unfortunately, they did not close their anticipated financing and released the entire team. However, the team was picked up by a competitor en masse in less than 30 days! We are not exaggerating – that really happened! We have the receipts.

Demand for Tech Talent is Asymmetrical

Pre-pandemic, the tech world was awash in cash, and except for a brief two-month hiatus in April-May 2020, the hiring splurges raged on. Many companies over-hired, and they will have to part with some good people. Startups and midsized tech companies tend to have lean back office and operations teams, so the impact of layoffs is less noticeable on the market. However, there continues to be a need for more people with specific skills and a modest supply for others.

Sales & Marketing

This seems counterintuitive, but we tend to see the sales and marketing teams affected first in a downturn. Also, top performers are rarely let go but tend to be more receptive to opportunities when the economy changes. 

• Typically, 20%-25% of sales & marketing teams are laid off in a downturn.

• The difference from past experience is US companies are hiring remote salespeople for cross-border regions. This is picking up some of the slack.

• Sales cycles are growing longer so some top salespeople will miss quotas and may not wait around for incentive bonuses to pay out.

• Senior sales & marketing leadership roles are staying open longer as companies stretch budgets. As a result, good sales & marketing people are remaining on the market longer, so there is an opportunity to upgrade your team here.

Technical Product Managers Remain in High Demand.

• Product Managers are closely tied to the product lifecycle, so there are fewer layoffs.

• Experienced technical product managers are always in high demand. There is never a surplus of talent.

• Vancouver’s product management talent pool is growing, and US companies are competing for our talent pool.

Engineering and Development Teams

From our perspective, the top five technical skill sets in demand are ranked as follows:

• Senior ML Engineers (not rare but expensive and hard to recruit)

• Senior SoC / ASIC engineers (The Chip Bill will juice demand even more)

• Engineering Managers with hands-on ML / AI product design experience – (very rare)

• Senior Data Engineers with Java & Python

• DevOps and SRE engineers

• JavaScript engineers (depending on the libraries/framework)

• Microsoft ecosystem engineers are fairly plentiful and easier to recruit

Look Beyond the Company Name on the Resume!

Growth strategies for some companies are by acquisition rather than innovation. The Big 5 Tech Giants screen new hires up to ten times to ensure high quality. However, others come in through the back door via acquisition. Not all acquisitions have built viable products or have top talent.

Last Word

If you are looking to get a leg up on the competition and bring in exceptional talent, currently, we are seeing more quality people returning our calls with interest. However, it has never been easier to hire the wrong people without a thorough vetting process.