I am one half of a partnership managing an international company. With more than ten business projects, including an e-sports media holding company, service and product IT companies, the production and distribution of merchandise, a venture studio, and more.
Several years ago, each of these was scattered businesses—united only by the founders’ names. In each of them, my partner and I had key roles, but there was one undesirable point: we were drowning in a sea of day-to-day business operation hassle—and companies were approaching the threshold of stagnation.
