One of the hardest decisions a founder can make isn’t hiring someone. It’s admitting when the person who helped build the business is no longer the right person for the role. As companies grow, responsibilities evolve, expectations change, and the leadership that got you from A to B may not be what gets you from B to C. The challenge is knowing when to make the call, and having the courage to act on what you already know.

Growth rarely happens inside your comfort zone. Looking back over 20 years, Ari shares three uncomfortable moments that shaped him as a founder, from confronting fear and getting fired to learning when to let go. Because sometimes the moments we'd rather forget are the ones that move us forward.

What if the biggest risk in executive hiring isn't the candidate, but the leader making the decision? Inspired by new Wharton research, Ari examines how leadership bias shapes executive search, hiring, culture and organizational performance, and why understanding the founder is the first step to building exceptional leadership teams.

What if the biggest competitive advantage isn't your product or your strategy, but your self-awareness? In this personal reflection, Ari shares the entrepreneurial lessons that shaped his journey and why every executive search begins with understanding the founder before the hire.