🫠 Roel's Career Reverse-Run Log Episode 6: Why 'Going All-In 5 Days a Week' is Inefficient—The Moment of Resolve and Determination to 'Earn Freely'

▼Episode 5

The story of that moment when I thought, 'I have no choice but to earn money on my own now.'

The 'Next Stage' Seen Through Secondment

After the grueling work at an advertising agency and experiencing 'freedom and tangible results' during my secondment, the next step I chose was a certain publicly traded company.

Drawn to its business model, I joined as a full-time employee, was immediately approved as an executive at the general shareholders' meeting, and joined the management team; that place ultimately became what I could call the 'origin of my current way of working.'

Meeting the Company Closest to 'What I Want to Do'

Originally, there was a 'certain business model' that I had always loved.
While searching for businesses operating in a similar form, I encountered this company, which was publicly traded at the time.

When I heard about it, it was exactly close to what I wanted to do—and it was in a phase of launching a new business.

This time, I wasn't starting as a player, but as an executive from the beginning, on the 'building side.'
It was the B2B world, not B2C. It was a field I had never challenged on the business side, but I thought, 'If I'm going to do it, this is the place.'

The 'Reality' of the Workplace I Was Expected to Join

During the interview, I felt it was a truly good company.
'The business model is close to my ideal, and I can really give it my all here.'

But once I actually joined, the reality was quite different.

All the leaders were dissatisfied with the management layer, and the organization was in a very tough state.
Resignation and dissatisfaction were rampant on the front lines.

However, on the other hand—
The expectations from the front lines were also incredibly high.

—I heard those voices many times.
That's exactly why I felt I couldn't run away.

The Sudden Stumble and the Decision to Pivot

However—in addition to that situation, there was another major problem.

Originally, a new business is something you build up from zero with hypotheses, passion, and shape while developing it.

However, by the time I joined,
the predecessor had already almost finished building the product,
and it was in a state of 'launching next month'.

Releasing a product into the market that didn't even have my own intentions incorporated into it.
──I had a bad feeling about it.

And as expected, the launch was a huge failure.
Customer reaction was not favorable, and an atmosphere of 'maybe we should withdraw...' was drifting through the company.

'This is where the 0 to 1 starts,' I braced myself.

But, in my own mind, I was somewhat calm.

'If I look at it positively, I can finally do the 0 to 1 myself.'
'This is where the real battle begins,' I actually braced myself.

From there, it was a return to basics. I went around to customers on my own feet and repeatedly conducted thorough interviews.

What kind of challenges they were facing, what they were expecting,
and why it wasn't reaching them──
I gathered raw voices one by one, not desk-based data.

And then I boldly pivoted the product.
I did it at a level where I rebuilt the 'value itself,' not just the UI or messaging.

As a result, there was a V-shaped recovery six months later.
The service, which was on the verge of withdrawal, had started to
hit the numbers according to the business plan.

Expansion to the management layer and presence within the company

The results at this time became a great source of confidence for me as well.

And as the business grew, my role expanded rapidly.
I became involved not only in new businesses but also in the management strategy of the entire company,
and before I knew it, I was touching the strategic level of the group itself.

Furthermore, the atmosphere within the company changed as well.
Even members of teams not directly under me started saying, 'I think the next president will be Roel-san,'
and no matter where I went, I started hearing voices saying, 'If Roel-san did it...'

The conflict of 'comparing with that president' and quiet reform

However──it didn't all go smoothly.

The current president has their own position. I respected that.

But, to be honest, there was a part of me that compared them to the 'amazing president' I worked with at my previous job. To put it bluntly, there were many moments where I thought, 'This company would definitely
grow more if I did it.'

Even so, I proceeded with reforms quietly while respecting their position as much as possible so as not to smear their reputation.

However, as the days went by, the evaluation of those around me gathered on me,
and the president's position weakened rapidly.

The leadership team was plotting things like staging a boycott with all the employees or telling the auditors about various things being covered up... it felt like something out of a drama.
They were trying to do something or other.
It felt like a drama.

Told "I'd like to pass on renewing your contract"

One day, at the time of contract renewal, the president said this to me.

Honestly, I was pissed off.

I thought, "What the hell is that?"

But when I looked at the president's face, he looked pained. And he also said this:

A sense of discomfort with the way of working itself

Around that time, I was starting to find my own answers little by little.

After the pivot, the team had grown, and if I committed firmly for two days a week, things were running well enough. But the company's premise was a "5-day full-bet." That was taken for granted. Well, that's how it is at every company, right?

But then, I suddenly thought.

I clearly felt it was inefficient. Even if I think it's inefficient or that the compensation won't change, it would be different if it were a president I wanted to do it for, but...

Moreover, as the person in charge of new business development, I was on the "pulling side." It was a structure where it was difficult, both atmospherically and mentally, to have a side job or other projects.

Such thoughts sprouted quietly, but surely.

Walking again on my own two feet

That is why I decided to accept the talk about not renewing my contract. *Perhaps because the president also felt bad, I was supported with irregular compensation, etc.

It wasn't anger or resignation, but I believe it was a form of "independence".

By the way, whenever something big happens to me,
whether it's good or otherwise,

I make it a point to accept it positively.

And from here, I will start walking on my own two feet again.
"Not relying on an organization," "Designing my own time"—heading toward that next phase.

Next time:
Final Episode: "Defiant Independence—My Resolve as a NameLancer" continues.