Who Builds This Company?
Usually, someone on the management team handles payroll, but today I had to wire the salaries myself, one by one. Until November last year, I used to do it every month. Doing it again after a while, I noticed some employees had received raises, while others were still diligently working under their original contracts.
As I transferred each payment, I was reminded of how many people have poured effort into this company — people I’m truly grateful for. Without them, could we have made it this far? Could I have dared to dream so freely in this business?
Our company started with nothing. I was still recovering from surgery when I began running around trying to get the business off the ground. I can’t help but think of how much my team had to endure working under a CEO like that. Some employees are now leaving for new opportunities, and for them, I feel nothing but a deep sense of apology.
We could have done more together — worked more, laughed more. Though I’ve run this business for seven years, I’ve always been a lacking leader. I was constantly overwhelmed by immediate goals and failed to truly see those who worked hard and silently, without asking for anything in return. For a long time, my only goal was to create “the kind of company I thought was good.” I moved toward my vision of a good company, thinking that would be enough to satisfy everyone.
But today, I’ve come to realize that a “good company” isn’t about the company itself — it’s about the good people within it. A company filled with good people can endure any hardship together, lift one another up, and ultimately create meaningful value for the world.
In contrast, I lived for a long time with a very simple mindset: “Let’s give more convenience. Let’s give more autonomy. Let’s provide a better environment.” I focused a lot on material things. And material things aren’t bad — snacks, drinks, quality furniture — they all matter. But I only paid attention to the visible things, to what could be measured and immediately shown.
Naturally, all those perks and visible comforts cost money. And to cover those costs, I ran harder. I thought my job was to chase growth, bring in revenue, and then turn that into better furniture and computers. Maybe I did that job well. We achieved a lot in a short time — we grew fast, made deals with bigger, more well-known companies, and formed impressive partnerships.
There’s a saying: “Business is about leaving behind people.” I always interpreted “people” as customers. But now, I see that it can mean more — not just customers, but also employees, directors, shareholders, our partner companies, and even the employees of those partners.
I’ve gone years skipping meals, barely taking any proper time off, spending sleepless nights buried in worries. But today, as I reflect on our employees, I’m filled with gratitude. I've likely only ever expressed that gratitude with words — or sometimes with material things. Yet our success wasn’t mine alone. It was built by all of us.
For the day our company truly succeeds, I want to remember this moment. And when that day comes, I want to be with the same people who walked this long road with me.