In 2017, after a decade in China, I joined a Berlin-based startup as a CTO.
My mission was clear: take an advanced MVP, lead a transformation plan, and drive international, multi-vertical growth.
What I know: how to scale
What I like: solving problems
What I’ve always done: code
At first, it made sense. The company needed to get its tech in order, so I rolled up my sleeves. I transformed a codebase burdened with technical debt, built a scalable foundation for growth, and structured a roadmap and hiring strategy to drive long-term execution. I had the chance to work with amazing people, who opened my mind to new ideas and broadened my perspective in ways I never expected. I worked 100% remotely, with the freedom to set my schedule, choosing my working days, hours, and location.
I thought I had my dream job.
Dream job... Dream job? Really? Almost.
The CEO is a complex person. Driven in many ways, kind to those around him, deeply committed, and tirelessly working to make the company succeed. I spent days and nights working with him, learning a lot along the way. But he is also a tormented soul, struggling with trust and control, choosing to carry the weight of every critical decision alone, yet longing for love and appreciation.
As the sole shareholder, he held absolute authority, yet indecision became his greatest obstacle. Six years in, plan after plan, missed deadline after missed deadline, the same wall remained.
Progress stalled.
I could propose solutions and execute within a limited scope. But I could not move the tech forward without his willingness to act.
I believe he wanted to make the right choices. But the fear of making the wrong one kept him from making any at all.
More crucially, he often fell into the Dunning-Kruger trap, overestimating his understanding of tech while dismissing expert advice.
A constant need for control replaced trust. Hiring remained limited. Execution suffered. Growth never took off.
The Final Straw
A critical framework decision that I strongly advised against from day one. The CEO insisted. We moved forward. It failed.
Rather than acknowledge reality, he blamed me. "It failed because you didn’t believe in it." Cold fact: It wasn’t about belief. It wasn’t the team. It was the wrong tool.
That was it. I could no longer trust his leadership. And trust isn’t optional.
I Quit.
Not overnight. I gave 14 months' notice, hoping my resignation would spark action or at least allow time for a transition.
Fast forward to my final days at the company:
- No new hires
- No transition plan
- Just the same patterns of indecision
Looking Back, I Stand by My Choice.
Companies do not grow on their own. They need strong leadership, decisive action, and trust in the people they hire. Otherwise, stagnation is inevitable. Bad decisions will eventually lead to failure.