Gabriel Mizrahi

And then seeing what the conversation brings up for him.

And then seeing what the conversation brings up for him.

And then seeing what the conversation brings up for him.

Dear Jordan and Gabe, I'm the head of technology for a fast-growing business. Six months ago, I championed a vendor partnership that I genuinely believed was the right move. I invested deeply in the relationship, pushed hard for it internally, and gave this vendor the benefit of the doubt more than once.

Dear Jordan and Gabe, I'm the head of technology for a fast-growing business. Six months ago, I championed a vendor partnership that I genuinely believed was the right move. I invested deeply in the relationship, pushed hard for it internally, and gave this vendor the benefit of the doubt more than once.

Dear Jordan and Gabe, I'm the head of technology for a fast-growing business. Six months ago, I championed a vendor partnership that I genuinely believed was the right move. I invested deeply in the relationship, pushed hard for it internally, and gave this vendor the benefit of the doubt more than once.

But recently, it's become clear that they misrepresented key elements of their offering, including system ownership and cost transparency. I now see that I placed the business in a position where our flexibility is limited, our costs are rising, and our long-term control over critical infrastructure is uncertain.

But recently, it's become clear that they misrepresented key elements of their offering, including system ownership and cost transparency. I now see that I placed the business in a position where our flexibility is limited, our costs are rising, and our long-term control over critical infrastructure is uncertain.

But recently, it's become clear that they misrepresented key elements of their offering, including system ownership and cost transparency. I now see that I placed the business in a position where our flexibility is limited, our costs are rising, and our long-term control over critical infrastructure is uncertain.

The hardest part is we might still need to stay with this vendor for the next three to five years. I know this is a commercial decision that involved multiple factors, but emotionally, it feels like I failed. I let my team and my company down.

The hardest part is we might still need to stay with this vendor for the next three to five years. I know this is a commercial decision that involved multiple factors, but emotionally, it feels like I failed. I let my team and my company down.

The hardest part is we might still need to stay with this vendor for the next three to five years. I know this is a commercial decision that involved multiple factors, but emotionally, it feels like I failed. I let my team and my company down.

I feel shame and guilt, and I'm worried about how I can continue leading this project and staying positive for my team and my clients for the next few years without affecting my mental health.

I feel shame and guilt, and I'm worried about how I can continue leading this project and staying positive for my team and my clients for the next few years without affecting my mental health.

I feel shame and guilt, and I'm worried about how I can continue leading this project and staying positive for my team and my clients for the next few years without affecting my mental health.

I'm normally proud of my work, but for the first time in my 30-year career, I dread project meetings and even coming into work, knowing that I have to deal with these people who strategically misdirected and ruined any trust I had in them.

I'm normally proud of my work, but for the first time in my 30-year career, I dread project meetings and even coming into work, knowing that I have to deal with these people who strategically misdirected and ruined any trust I had in them.

I'm normally proud of my work, but for the first time in my 30-year career, I dread project meetings and even coming into work, knowing that I have to deal with these people who strategically misdirected and ruined any trust I had in them.

The CEO and the board are super supportive, and we've retrospectively analyzed all the business decisions that led to this and devised methods to prevent it from happening again. I love my job, I believe in the company, and I want to be the kind of leader who owns mistakes and grows from them. But when I look to the future, my stomach is tied in knots, having to recover from this mistake.

The CEO and the board are super supportive, and we've retrospectively analyzed all the business decisions that led to this and devised methods to prevent it from happening again. I love my job, I believe in the company, and I want to be the kind of leader who owns mistakes and grows from them. But when I look to the future, my stomach is tied in knots, having to recover from this mistake.