Miguel Carranza - My role as a founder CTO: Year Eight

Rejecting a nine-figure offer forced the author to confront what matters most: building a lasting company rather than cashing out. He describes how a personal decision to stay private reshaped the team's focus, preserved culture, and opened space for long-term value creation. The narrative shows that refusing an acquisition can be a strategic lever for scaling responsibly. The decision process was raw and personal. The founder wrestled with family concerns, injury setbacks, and the emotional weight of a life-changing offer. He explains how the dialogue with his co-founder and his wife clarified that true wealth comes from sustained impact, not a single payout, and how that mindset guided the subsequent raise and continued growth. Hiring emerged as the highest leverage activity. The post details a relentless recruiting cadence-forty founder interviews, a failed VP of Engineering search, and a systematic overhaul of the hiring pipeline. By tightening benchmarks, involving engineering managers, and using investor networks, the company built a stronger bench and reduced bottlenecks that previously delayed talent acquisition. Culture initiatives such as RCDA, #top-21-customers, HVCMM, RCMaxxing, and Ship or Die illustrate how intentional processes turn abstract values into daily habits. Real-world examples-rapid response to Apple's payment link rule, organic AI tool adoption, and handling early-year fires-demonstrate how a solid foundation enables teams to react quickly without micromanagement. The piece offers leaders concrete evidence that disciplined hiring, cultural rituals, and clear decision frameworks drive sustainable growth.