Mastering the art of prioritization

I struggled with getting the right things done in the right order for years before I found a system that held up under pressure.

Early on, at UBS, I learned that prioritization isn't a nice-to-have when the market is moving. It's the whole job. Building six companies since then taught me the same lesson from a different angle: when everything on your desk claims to be urgent, the ones who last are the ones who can rank it anyway.

What actually works is unglamorous. I score tasks by what they'll move for the business in the next quarter, not what feels most pressing this hour. That single filter cuts most of the noise.

The second piece is a peer network. A call with another founder in Mexico City, a strategy session with a partner in Zurich. It's not networking for its own sake. It's people who will ask what I said I'd do and check whether I actually did it.

The system isn't static. I review what worked and cut what didn't, on a regular cycle, wherever I happen to be working from that month. If your list of priorities hasn't changed in three months, you're not prioritizing, you're coasting.

If you want a second pair of eyes on your own system, the Whole Human Baseline is where I'd start.