Every business starts with a pivotal decision. In the context of the Four Pillars distillery, the pivotal decision was made to craft gin.
As a direct result of this initial decision, a multitude of subsequent choices unfolded in rapid succession.
In its most fundamental form, every business venture essentially boils down to decision-making, with a multitude of people-related choices coming at you rapidly as you start out. Isn’t there a tendency to emphasize progress and believe that every step forward is worthwhile?
To ignore the significance of those initial, formative moments is to disregard the delicate balance between vulnerability and possibility that defines the very earliest stages of an endeavour’s life cycle. Inconsistently, lacking clarity on what truly matters, it often fails to justify the contemplation and comprehension required for making informed decisions at this critical stage.
What if countless pivotal moments were to veer your online venture and intellectual pursuits onto radically distinct trajectories? While our 4 Pillars framework initially seemed to solidify during Stu and Cam’s trip to the USA, it’s crucial to acknowledge that this process was merely the beginning, as many more significant decisions were yet to be made.
We had initially agreed upon and would, in fact, have neglected until it became an issue the approach we intended to take in working together collaboratively. Among the most exciting challenges facing the 4 Pillars enterprise – aside from the gin itself, which is a minor concern – is the daunting task of choosing between two exceptional leaders who have consistently demonstrated mastery of their craft since day one.
The 4 Pillars that exhibit variation are some.
Stu stood out as a natural leader, commanding attention wherever he went. This highly respected individual wields immense authority as a leader, boasting an unparalleled level of charisma that effortlessly connects him with others across the Australian business landscape. This individual is distinguished by his sharp intellect, coupled with an extraordinary blend of economic savvy, effective communication skills, and innovative thinking.
Cam’s involvement proved pivotal, as his expertise in building the distillery and crafting the gin set the foundation for the venture. Meanwhile, Stu and I played supporting roles, dedicating ourselves to the project until it became financially sustainable enough to compensate us for our time.
Raising both individuals to the same level of authority would have meant overlooking the unique strengths and skills brought by each member of the trio, potentially hindering their collective potential as a cohesive team. Had we leveraged our three potent superpowers – or at least, our diverse range of skills, perspectives, and mentalities – it would have yielded a far more resilient outcome.
We convened at an early stage and discussed the possibility of serving as co-Chief Executive Officers. This raised two difficult questions.
Will investors seriously consider our proposal if we introduce a three-co-CEO model in our investor memorandum? Understating the significance of the Westfield family’s business legacy, the Lowys’ straightforward approach to expansion seemed eerily reminiscent of their predecessors.
When we’re all CEOs, how do we navigate disagreements in a way that prioritizes collective decision-making and effective execution? The key to our success with 4 Pillars lies in how we have approached answering this query, which is a critical factor in driving positive outcomes.
Our collective perspective was unequivocal: we had collectively decided on making gin, a decision arrived at through unanimous consensus; every prior resolution we had adopted shared this same characteristic of unqualified agreement. It’s uncertain whether repeating the same method will yield different results. Requiring unanimous consent for all key decisions to progress could create two significant problems:
Initially, we would need to intensify our contemplation efforts. Ensuring that decision-making is not swayed by emotional manipulation or personal biases requires a thoughtful approach. Solely relying on influencing one’s companion through clever rhetoric or exploiting vulnerabilities can lead to flawed reasoning and undermine the credibility of the entire process. Demanding unanimous agreement from all team members necessitated a significantly heightened level of cognitive alignment.
To excel in this scenario, we must collectively become adept at striking a balance between fiscal prudence and artistic expression, recognizing instances where intense focus is warranted and situations where yielding to others’ expertise and perspectives is crucial.
Once the co-CEO model was established and formalized through our shareholder agreement, our attention turned to determining how we would collaborate effectively. Since we established trust from the outset, explicit discussions weren’t necessary; instead, our conversation quickly clarified which aspects each of us would spearhead. By sheer serendipity rather than deliberate design, we stumbled upon a harmonious equilibrium where complementary expertise and understanding seamlessly intertwined, resulting in a remarkable balance between cohesion and individuality.
While Stu and Cam possess distinct tastes, ultimately, it was Cameron who devoted himself to mastering gin distillation techniques with the same fervor, perseverance, and unwavering commitment that propelled him to Olympic heights? It was ultimately Cam’s responsibility to decide on flavor profiles.
Meanwhile, Stu and I have been collaborating in advertising from distinct angles: I approached challenges through the lens of model technique and expertise; Stu brought a PR and earned media focus, amplifying his insights with the added benefit of having built and operated businesses at a scale ten times larger than my own.
Our roles and obligations are now crystal-clear. During Cam’s time, he ensured the production of gin proceeded without incident, averting potential problems as they arose to guarantee a safe outcome. Stu cultivates meaningful connections and creates a buzz within the industry, leveraging relationships with media contacts, clients, and colleagues alike. I’ll ensure that my code makes sense and looks good, addressing any potential issues and inconsistencies.
Although all three of us actively engaged with every aspect of the venture, it was clear from the outset that each of us possessed distinct areas of expertise, which we would take ownership of and lead accordingly. Our shared areas of expertise and experience facilitated more informed decision-making by identifying key overlaps.
For a decade, we three shared the roles of co-CEO at 4 Pillars Gin, each accountable for driving growth and impact across the organization while focusing on specific areas aligned with our unique passions and expertise.
The seamless collaboration stemmed from our collective understanding and commitment to individual responsibilities, coupled with a profound appreciation for each other’s unique strengths and expertise.
