Personal Operating Principles
1. Start with requirements. If no one owns them or can justify them, they’re just assumptions.
2. Every meaningful outcome needs a single, clear owner.
3. Think in contracts: clear expectations, clear inputs and outputs, and clear ownership.
4. Incentives drive behavior; misalignment compounds risk.
5. If requirements are unclear, ownership is vague, or incentives are misaligned, pause execution and re-contract before proceeding.
6. Attention is the scarce resource. Allocate it deliberately.
7. Second-order effects matter more than intentions.
8. Every fix trains behavior; every control shifts how failure shows up.
9. Reduce downside before adding motion. Compounding follows risk reduction.
10. Make the invisible visible. That’s where leverage lives.