For the past four years, I’ve worn every hat at Mixed—designer, merchandiser, marketer, customer service rep. Because that’s what early-stage building requires. You become the system until a system exists.
This year, I’ve delegated more than ever—in marketing and operations—but the next frontier of growth requires me to invest in product. To grow, I need to build a product team.
And that mostly makes me feel nervous.
Because hiring a product team means a few things:
I have to give up control.
I have to learn how to direct instead of do.
I have to grow into a creative director.
And as a scrappy, self-taught designer, I still have no clue if the way I develop products is “right.” I think it’s important to say that out loud—because as polished as the brand may look, I’m still figuring things out behind the scenes. I still get nervous talking to “industry people.” I still mostly feel like an outsider.
The immediate consequence of elevating yourself is exposure—people suddenly see the gap between who you are today and who you’re trying to become.
And the ego loves staying essential. It loves being the only one who knows how to do something. It loves being in control.
But scale requires letting go.
So here I am again, in the messy middle—hiring for roles I’ve never managed, building processes I’ve never followed, becoming a leader I’ve never been before. It’s uncomfortable, uncertain, humbling.
But growth requires going somewhere before you feel ready.
If you’re in a similar season—whether in business, relationships, career, or self—remember: growth doesn’t feel like arriving. It feels like stretching. And stretching always feels tight at first.
Happy Sunday,
Nasrin