Looking back, it's easy to spot the moments where things could have gone differently. At the time, each financial decision felt justified, and sometimes even smart! Whether it was driven by optimism, pressure, or a belief that I could "figure it out later," I made choices that seemed reasonable in the moment but were costly over time. What surprised me most wasn't just the money lost, but how similar the underlying mistakes were.
AI was everywhere, but I wasn't focused on product launches. I was looking at how companies think about data itself: how it's shared, governed and ultimately turned into decisions. And across conversations with executives and sessions on security and compliance, a pattern emerged: the technical limitations that once justified locking data down have largely been solved. What remains difficult is human. Alignment, trust and confidence inside organizations are now the true barriers.
The oil tycoon J. Paul Getty was rumoured to have said that his three rules for how to become rich were: Rise early. Work hard. Strike oil. It's one of those eminently quotable remarks because it captures something we all know to be true, that luck and chance have as much to do with success as anything else. Yet we don't value people for their luck.
I am a worrier, and have been for most of my life. At some point, someone dear and smart teased me that I worry about the wrong things. The things that hit me, she noted, were never the things I worried about. For a while that left me feeling like an incompetent worrier-until my research caught up. I realized that the things I worry about often don't end up hurting me precisely because worrying helps me diffuse them ahead of time.
They're displaying a fascinating set of personality traits that go much deeper than having their finances sorted. 1) They have exceptional impulse control Think about what it takes to always have exact change ready. You need to resist the urge to spend those coins on vending machines or leave them as tips. You have to plan ahead, knowing what you'll buy and preparing accordingly.
Time pressure, limited information, confusion, fatigue, and mortality salience combine to set the stage for decision-making errors, sometimes with grave consequences. An example is the downing of Iran Air Flight 655 by a missile launched by the USS Vincennes in 1988, resulting in the death of 290 passengers and crew. In a time of heightened tension between the U.S. and Iran, the captain of the Vincennes misidentified the airliner as an incoming hostile aircraft and ordered his crew to shoot it down.
