I learned something this year that every founder eventually discovers: you can’t scale a company if you don’t scale yourself.

I learned something this year that every founder eventually discovers: you can’t scale a company if you don’t scale yourself.

When we started @ReactWise, our job was simple: do everything.


Write code, run demos, fix bugs at midnight, talk to customers, send invoices, build slide decks, design features, onboard users… often all in the same day.

And then the role shifted.

Suddenly, it became about splitting into selling and building so we could move faster.
Convincing the first believers. Hearing “no” far more than “yes,” and still showing up the next morning - while taking every piece of feedback and feeding it straight into the product.

A few weeks later, the role changed again.

Now it was fundraising - a completely different job.
Pitching, negotiating, and summarizing complex technical ideas and communicating our impact on chemical & pharmaceutical manufacturing R&D.

Then came hiring - finding people smarter than us in their fields, and building a truly world-class team across chemistry, machine learning, and software development.


Realizing that culture is shaped not by what we say, but by what we consistently do.

And now, the role has shifted once more.

Today it’s about building processes - whether that’s about go-to-market, building new software features or improving the screening campaigns in our HTE wetlab.


It’s about creating clarity, removing friction, and ensuring the team can move 10× faster without us needing to touch every decision.

Somewhere along that journey, we ran into a humbling truth: 

If we don’t reinvent ourselves regularly, we become the bottleneck.

The skills that got us through the last quarter often won’t get us through the next.
And the company can only scale if we scale.

This shift forces a new mindset.
Instead of asking “What do I need to do?” we’ve learned to ask:

Who does the company need us to become next?

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