The link to feedback was broken in the last edition, so Iâm going to put this up one more time before closing it off. It takes about 109 seconds to provide feedback, and Iâd love to know what you think!
2025 has been a great year. To be very transparent, Group 18âs monthly revenue was $640 in the beginning of the year, and will make over $22K here in the last month of the year. There are now three contractors working here, in addition to myself. Iâve got big plans for 2026, including a specific push into private equity.
Meshwell also closed its first customer! Itâs for a pretty substantial transformation project, right in our wheelhouse, and consistent with the Rule of 3 and 10 (the systems and tools need to be transformed to accommodate much higher volume).
TJ Angels, the angel investing syndicate focused on my high school, received our 501c3 designation and we are officially a non-profit. We have our first investment deal to syndicate, which I will share details about later. We have our first paid members.
Iâm going to stop work on the hair salon in LA. Other business has gotten busy enough that I need to ensure Iâm working on the highest impact items. This project wasnât the best use of my time, so Iâll move on.
It feels like great progress for my first year of entrepreneurship, especially since I was with Atlassian for the first three months of this year. Iâm excited about what will be possible for Group 18 in 2026 when I have the full year and am starting with higher momentum!
How has your year gone? Email me at heykev@kevinnoble.xyz and let me know so I can share in your journey, too!
Kevin
A Quote
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You donât have to verbalize every thought. You donât have to always give your opinionâespecially when itâs not solicited. Just because there is a pause doesnât mean you have to fill it. Just because everyone else is talking doesnât mean you have to jump in. You can sit with the awkwardness. You can use the silence to your advantage. You can wait and see.
This episode of Tim Ferrissâ podcast was three guest speaker monologues by Derek Sivers, Seth Godin, and Martha Beck. I liked Derek Siversâ clarity that a simple life is one free of dependencies - and that a simple life is not easy. The whole episode got me to reflect on my own life and where I could reduce dependencies and obligations. Before the podcast was over I had already turned off notifications for a few other apps on my phone (not necessarily his point, but still helpful in reducing ties to things).
I think Netflix is run really well, so Iâm actually excited about the opportunity for HBO to be bought by Netflix. Could they improve HBOâs app? Could they do a better job with HBO shows in the future? Seems like thereâs at least a year before this transaction could be official, and there are a lot of people opposed to it. What say you?
Iâve more or less burned through my set of whiteboard markers. I experimented with replacing them with house brand markers, thinking that this technology and manufacturing process has to be commoditized at this point. I was wrong! Nothing beats Staedtler.
(please enjoy this 6ď¸âŁ minute read)
Deep Dive on How You Work
Most people think seniority is equal to skill level.
To advance as a data analyst, get better at SQL, math, and data visualization. To advance as a developer, get better with algorithms, system design, and debugging.
In reality, seniority isnât based on these types of skills. Itâs how you work.
Iâve hired hundreds of people over my career, and fired dozens. Iâd say that 98% of the exits had nothing to do with talent on core skills.
Promotions and rating calibrations are similar; leaders like me aren't debating technical skills when determining who will advance and be rewarded.
Skills are abundant. True professionalism is rare.
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Skills are a Commodity
There are millions of people who can build a financial model, or write code, design a landing page, run an ad campaign, or analyze data.
Once you cross basic competence, the market is flooded with people who can do the same thing technically.
Talent isnât what creates differentiation. Youâre in a sea of sameness when looking at skills.
There are a lot of people with the same technical skills as you.
People who obsess only about âbeing better at the craftâ often cap out in their careers. Theyâre focused on the thing that is table stakes, not the thing thatâs going to set them apart and really accelerate their outcomes.
Yes, thereâs a base level of skill thatâs needed to get a role. Iâm not going to hire an analyst who doesnât have a functional understanding of SQL.
But remember, there are millions of people who know SQL. There are millions of people who have the same skills as you.
Skills might get you into the room, but they arenât what grow your career.
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The Real Differentiator: HOW You Work
These are the traits that separate the top 5% from the middle of the pack.
Accountability: Say what youâre going to do, then do what you said. Hit your commitments.
Visibility: Your boss, team, and customers know where the work stands without having to ask.
Judgment: You make good calls on when to simplify, escalate, or clarify.
Agency: You donât need to be pushed. You know what needs doing, and do it.
Curiosity: You explore edge cases, ask questions early, and think ahead.
With these traits, your boss relaxes when they assign you something because you remove worries, not create them. Your customers are confident in your ability to deliver, and want to continue doing work with you.
Your boss or customer is now freed up to solve whatever problems they need to solve because theyâre not down on your level doing basic coordination. They can make commitments to their boss or customer because youâre so clear and easy to do business with.
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Remote Work: Distance Makes Weakness Obvious
When everyone is in an office, you can hide behind proximity. People can see you fiddling at your desk, ask questions on the fly, or correct misunderstandings quickly.
Remote strips away that safety net. You only have what you produce and what you communicate. All of the positive traits listed earlier - either their presence or absence - become more apparent in a remote work environment. Get them right, and it's a strong differentiator.
If you go dark, people assume the worst. If youâre unclear, work slows down. If you fail to proactively update, people lose trust.
Remote work punishes passive workers and rewards deliberate ones.
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Two Real Examples
To drive the point home, letâs contrast two different approaches to work. Consider that these two people have the same technical skill. Which one do you prefer to work with? What outcomes can they drive, and what happens to their careers over time? Who is going to be more successful?
Person A - After a meeting, they send a list of commitments and actions from the call. - They proactively check off items as they progress. - They escalate questions early. - The work moves quickly and doesnât need chasing. - They set expectations clearly: timeline, scope, assumptions, and risks. - They clarify ambiguous instructions early instead of guessing and reworking later. - Their written communication is structured, easy to follow, and actionable.
Person B - Communication is sporadic. - Deadlines pass quietly without comment. - I have to initiate status checks because context isnât forthcoming. - I donât know if theyâre working, stuck, confused, or off on a tangent. - Assumptions are unstated; I discover misalignment only in the final output. - Even if the technical output is fine, the process drains time and attention.
I would reward Person A with more work because working with them creates frees my mental capacity.
With Person B I would hesitate to assign them anything important. In fact, I would start performance management conversations because this is unacceptable.
Even if a given work artifact produced is identical between the two, HOW Person A got there is superlative compared to Person B.
Person A will be seen by the boss as an accelerant. Person B will be seen as a liability.
Your boss is starting to get a tension headache when you're not communicating effectively.
Every boss is crushed for time. Depending on team size, theyâve got maybe 4-8 people just like you reporting to them, times 4-8 for however many levels they have in the org. Theyâve got independent goals to drive PLUS theyâre accountable for everyone in the team. They're making sure today happens while looking around corners for tomorrow.
A leader canât just âtrustâ that youâre going to deliver. And if they do, itâs only because you have spent years building that trust together.
Work is complex and interdependent and things go wrong. Assumptions are exposed and people arenât on the same page. A leader needs open and transparent communication. They need to know youâre investigating and managing risk, and will deliver the work product on time, and to the desired specifications with high quality.
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Why Poor Communication Is So Expensive
When an employee is not transparent, their manager or client becomes the project manager by default.
This tax is invisible but very real: brain cycles spent chasing updates, rechecking timelines, or asking whether work is actually happening.
Junior employees think theyâre saving time by âjust doing the work,â but what they're really doing is imposing friction on others.
High performers remove this friction; low performers add to it.
If your boss or client has to ask you for an update, youâve already failed.
I used to do this all the time in my corporate world, and I do it now with customers. If my boss asked me for an update in Slack, I didnât think âGreat, they care about me enough to ask!â or, âArgh, I wish theyâd just let me work.â
Iâd think, âOh crap, they needed information or context and I didnât provide it at the right time, or in the right format, or in a way that was clear. I better make an adjustment.â
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Communication is Part of Your Work Product
Junior employees often think a âperfectâ scenario is that a task is sent to them, they work heads down on it for as long as it takes, and then they send it out complete. No communication, no alignment, no coordination, no follow up. No annoying distractions from sitting down and doing the work.
They're a black box.
If your work can be done like that, then youâre a glorified calculator, not an independent thinker and agent of the world. AI is going to very quickly steal that work, because why hire an emotional human calculator when you can hire a literal calculator?
Poor guy didn't learn the traits that would set him apart from others.
Your boss and customer arenât paying for the task; theyâre paying for reduced risk and reduced management overhead. Communication and coordination and alignment show that youâre working on advanced complex tasks that require these components.
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Make Peopleâs Lives Easier, Not Harder
When youâre operating as part of a team, ask yourself this: Are you making peopleâs lives easier? Or harder?
How can you make their lives easier?
Send commitments after meetings.
Provide updates before being asked.
Flag risks early.
Make assumptions explicit.
Never go dark.
Keep your client or boss out of the âchasingâ role.
Let people relax knowing youâre on top of it.
Do this repeatedly, and youâll separate yourself from the pack. Do this repeatedly, and watch your career accelerate.
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Call to Action
Be the person everyone wants more of.
In any job the people who communicate clearly and take work off other peopleâs plates rise fast. The ones who require chasing get quietly sidelined.
The world has plenty of skilled people. What it lacks is people who can be trusted. If you master how you work - especially remotely - you instantly move into the top 5%.
This week, assess yourself relative to the traits discussed today. How frequently are you demonstrating the positive skills? Are you a little more like Person A or more like Person B?
Treat your boss like your customer. What do they need? How can you make their life easier?
This week make some adjustments, show improvement, and watch for their reaction. Email me at heykev@kevinnoble.xyz and let me know how it goes!
Kevin
Are you interested in topics like today's Deep Dive?
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