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The doorman fallacy is the mistake of reducing a role to its most visible task and then optimizing away the hidden value around it. In business, especially in private equity and founder-led companies, this often shows up as smart-looking cost cutting that quietly damages trust, culture, customer experience, and long-term performance.
For years, I believed scale was the goal. More revenue, more customers, more everything. Today, I see it differently. Not anti-growth but far more selective about when scale actually makes sense.
A 20-second LinkedIn connection reveals a bigger problem: how to connect on LinkedIn without pitching. Most people get it wrong by leading with extraction instead of attention.
Four years after selling my company, I reflect on life after the exit for founders – the relief, the drift, the fading relevance, and the clarity that only time makes visible.
Tomco Capital’s 2025 Annual Letter reflects a year of recalibration and clarity – highlighting portfolio performance, renewed strategic focus, and the operating principles guiding the firm into 2026.
They say no books have ever been written about the view from the top of Mount Everest. Because the story isn’t up there – it’s in the climb.
I started as a high-paid SAP consultant selling hours. By productizing my expertise, I built a SaaS company, scaled it, and exited. Here’s the playbook.
At TomcoCapital, we don’t just talk about AI – we run every portfolio company as AI-first. Here’s what that actually looks like, why it works, and how you can do the same to future-proof your business.
I sold my company. Moved to London. Retired (sort of). And last week, I did what every ex-founder does when they still feel a pulse when they hear the word “product-market fit”: I went to London Tech Week.
After selling my company, I explored buying another business and quickly realized that inheriting someone else’s unfinished systems wasn’t the future I wanted.