From point A to point B. Make the line go up. Make the shareholders happy.
Simple, right?
Here’s the problem: shareholders are greedy.
Not in a cartoon-villain kind of way. Greedy by design. Corporations are built—on paper and in principle—to serve the shareholder first. That’s not opinion, it’s legal fact. It’s in the boilerplate of every corporate charter: maximize shareholder value.
So yes, shareholders want more. More revenue. More profit. More growth. And calling them greedy is like calling someone greedy for needing oxygen or a meal. It’s not personal—it’s survival.
But here’s where it gets dangerous: when the hunger for profit devours the future.
If we consume today without building for tomorrow, we run out. We run dry. And then we blame everything except the choices we made when we had more than enough.
So what creates real value—the kind that lasts?
Small things. Intentional things. A tool that saves someone five minutes a day. A genuine check-in with a teammate. Humility and diligence in how we work, show up, and treat others. These things often go unnoticed, but they compound. They build trust. They spark ideas. They shape culture.
That’s real value. And real value makes things better next time. More money doesn’t guarantee that.
You can have $1,000 or $1 million in the bank and still face the same problems. You can feel on top of the world one day and be wondering what happened the next—left bitter, confused, or blaming “kids these days” or “the last generation.”
So how do we protect what matters—our future, our dreams, our families?
It’s simple, but not easy:
We add value where we are.
We learn from what’s come before.
We prepare for what’s coming next.
If we do that—consistently, honestly, with others in mind—things get better.
Because here’s the truth: businesses don’t create value. People do. Businesses generate. They scale. They distribute. They make it possible to share what we’ve created with more people, more efficiently.
That act of sharing, of reaching others with something meaningful—that’s the experience.
And the experience is where revenue and value intersect.
It’s the crossroads where the business gets what it needs to survive—
—and the customer gets what they need to thrive.