Barry O'Reilly

Be able to describe the hardest problem you've solved in the past — why does that matter? Only people that have had to figure out extremely difficult problems know (in detail) how they did it. You can't fake it. You can't make it up. Yet it's the best way to showcase your critical thinking, approach to problem solving and resilience in hard situations. Make it a story including the tough choices you had to make, challenges you faced, what you tried that worked and what didn't. Nothing shows of your skills like concrete examples, anecdotes, and data from your most challenging endeavours. It creates a chance for the interviewers to say "I've been there too". If they don't, you get culture hints about them and the company too.

Becoming a founder is about embracing change, continuous learning, and leveraging diverse experiences. True success lies in transforming how you and your team behave, think and respond to new information—which often goes against your original plan. I've learned at Nobody Studios, our venture studio aiming to build 100 companies in 5 years want really helps startups scale is creating systems that empower others to thrive, make data-informed decisions and keep people aligned as you learn,. I also believe in "unlearning" outdated beliefs enables team to adapt quickly, build successful ventures, and accelerate entrepreneurship. And remember, it's meant to be fun!

I focus on getting things done. I've met many who are great at explaining problems or why things can't be fixed, but I value those who simply say, "I'll handle it." No matter the problem's size, having an attitude of "I can do this" stands out. Leaders notice this approach. For young professionals, it's not always about landing the best assignment right away. Often, the key to getting noticed is excelling at whatever task you're given. When you consistently deliver results, people recognize you as someone who can make things happen.

My favorite "product-market fit" test involves surveying a portion of your customers and asking, “How would you feel if you could no longer use our product/service?” with three possible responses: “Not disappointed” “Somewhat disappointed” or “Very disappointed” If at least 40% of respondents say they would be “Very disappointed” there's a strong indication that you've achieved product-market fit. Superhuman, the email service known for its obsessive focus on speed and user experience, famously used this test to assess their product’s appeal. AirBnb, Xero and Zappos also took this approach to validate whether their solution resonated deeply with customers before scaling.

Stepping into a new startup role can be intense, but with the right strategies, you can manage the pressure effectively. Start by embracing a learning mindset—be open to experimentation and learn quickly from mistakes. Clarify expectations early to ensure you're aligned with company goals, and prioritize ruthlessly by focusing on high-impact tasks. Building strong relationships with your team will help you navigate challenges more smoothly, and peers to pressure test ideas with. Adapt to the inevitable ambiguity in startups, as roles and priorities can change quickly. Finally, set boundaries to prevent burnout. It's easy to get overwhelmed. Remember it's a learning journey in any new role. Everyone has been there. Ask for help.

Industry disruptions are not threats, they are norms, and opportunities to innovate As creating new markets involves shifting mindset and focusing on unmet needs, disruption challenges us to rethink our approaches—3 tips Identify Emerging Needs: Disruptions expose new pain points or inefficiencies. Stay close to customers and shifts, if you can pivot towards addressing these emerging needs before competitors its a competitive advantage Experiment: Investing in the ability to test and iterate on new ideas quickly. Learn faster, you win Leverage Ecosystems: Co-create with non-obvious people. Build alliances with partners, investors, and even competitors to tap into collective knowledge and resources, accelerating innovation and insight