Last week I leaped off the cliff I’d been dancing on the edge of for so long.
I left my permanent job to start my own business.
My resignation letter went something along the lines of:
Dear <insert company>, It’s not you. It’s me. I need to let you know that my last day will be <insert date>. I still love you but I’m really looking for a more open relationship. I hope that we’re still able to stay friends and hang out in the future - maybe just not as often. You’ll find me running my company of one, and hopefully not too lonely… Kat.
Then the rollercoaster pulled away from the platform.
But I’m not an adrenaline junkie, so why am I willingly lining up for this ride?
These are my 3 main reasons for going rogue:
My career clock ticked. I never grew up wanting my own business. The thought didn't cross my mind until about 3 years ago, where it was more an amorphous daydream than any real plan. Either way, something stuck. Over the past year I’ve met some incredibly kick-ass women doing their own thing (looking at you Shadoe, Sam and Kat!). Amazing women like them are laying the path for others to follow. For that, I’m grateful.
I believe there’s a gap. Companies aren’t lacking data. They usually aren't lacking reports either. What they struggle to do is use the insight they generate. There are multiple reasons the return on data insight can be lower than expected. Resources are usually spent on insight production (expensive software, model creation, monthly reporting) - all important elements of a data-driven business. Rarely is the same amount of focus given to how insight will be operationalised (stakeholder management, hypothesis generation, experiment design, testing). The low number of businesses being driven by their data is not due to their lack of analytics; they are simply missing the data translating skills to use it.
I have more to give. I find some roles today are almost self-limiting. Their scope is restricted to a task or deliverable, with little overlap for something seemingly unrelated. This may be great for a business (having someone so specialised), but for many employees their skill sets are more diverse than those detailed in a single position description. We keep trying to box what can’t be boxed, into smaller and smaller boxes. So I’m re-writing my role, based on all that I have to offer.
It’s for these reasons (and more), that Rogue Penguin was born.
Supporting companies to generate, communicate and action insight.