{"id":19236,"date":"2026-09-03T01:05:00","date_gmt":"2026-09-03T05:05:00","guid":{"rendered":"https:\/\/advertisingweek.com\/aw360\/?p=19236"},"modified":"2026-08-31T17:35:04","modified_gmt":"2026-08-31T21:35:04","slug":"tech-bros-what-is-your-legacy","status":"publish","type":"post","link":"https:\/\/advertisingweek.com\/aw360\/news\/tech-bros-what-is-your-legacy\/19236\/","title":{"rendered":"Tech Bros, What Is Your Legacy?"},"content":{"rendered":"\n<p class=\"wp-block-paragraph\"><em>By Tomas Forsb\u00e4ck, CEO, <a href=\"https:\/\/www.readpeak.com\/\">Readpeak<\/a><\/em><\/p>\n\n\n\n<p class=\"wp-block-paragraph\">I am the quintessential tech bro: a hard-working founder who expects much from my team and applies technology whenever I can to run my business and my life. But I am horrified by the label and what it says about how founders lead businesses today.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">The term has become shorthand for a recognizable type of leader. A tech bro is ambitious, impatient, and supremely confident. They move quickly and expect everyone around them to keep up. They believe technology can solve almost any problem.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Some of those qualities helped build extraordinary companies. Ambition is useful. So are confidence, speed, and a willingness to challenge established thinking. I recognize those traits in myself. But throughout 2026, I\u2019ve seen reminders that success also reinforces a founder\u2019s conviction that they have earned the right to make the rules not only for their own businesses but for the world around them. The fierce blowback is a sign that all business leaders, not just tech bros, need to start thinking about the legacy we leave behind.<\/p>\n\n\n\n<h2 id=\"h-performance-cultures-and-ai\" class=\"wp-block-heading\">Performance Cultures and AI<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">We are seeing a growing divide between product-centered leadership focused on efficiency and technology and people-centered leadership focused on developing human beings over the long term.&nbsp;I\u2019ve seen that divide playing out in a few ways.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">For instance, it\u2019s impossible to ignore the rise of CEO-driven \u201c<a href=\"https:\/\/www.bloomberg.com\/news\/features\/2026-05-20\/ceos-at-novo-nestle-push-work-cultures-into-results-mode\">performance cultures<\/a>,\u201d which put greater emphasis on speed, measurable results, and accountability. The phrase appeared 633 times in S&amp;P 500 earnings calls and corporate documents last year, up from an average of about 460 during the previous four years. Performance is important, but performance is not an abstraction; it\u2019s a result of people\u2019s attitudes and actions, and a high-performing culture does not come from treating people like cogs in a machine, to be jettisoned at any moment.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">AI is accelerating a management philosophy that measures people increasingly like products: by output, speed, and efficiency. Companies can automate more work, measure more activity, and operate with fewer people. An emerging AI-native culture prizes efficiency and treats almost every process as something that can be made faster or cheaper. Those capabilities are valuable, but they can encourage leaders to view employees through the same lens they use to evaluate technology: How much output can I get, how quickly can I get it and what can I eliminate?<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">A product-centered leader asks how much output a person can produce and how efficiently they can produce it. A people-centered leader also asks what that person could become with the right coaching, responsibility, and time. If AI teaches a generation of founders to see people primarily as units of productivity, we may build extraordinarily efficient companies while becoming worse at building people.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Building a successful company tells you that you have become very good at certain things. It does not make your judgment infallible. It does not mean employees should be afraid to challenge you. And it certainly does not mean that wealth or business success makes your opinions more valuable on every subject. Leadership requires something harder: understanding the effect you have on other people.<\/p>\n\n\n\n<h2 id=\"h-your-first-responsibility-is-close-to-home\" class=\"wp-block-heading\">Your First Responsibility Is Close to Home<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">I think about leadership as a series of concentric circles. The first circle is influence. It includes the people closest to you, especially the people who work with you every day.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Founders have enormous influence over their employees\u2019 lives. We decide whom to hire, whom to promote, and how much responsibility to give people. Our decisions can affect whether someone enjoys coming to work, has an opportunity to develop professionally, or goes home and frustrated.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">I run a demanding company. I expect a lot from people, and I make no apology for high expectations. But demanding excellence creates an obligation for the person doing the demanding. Leaders need to invest in the people from whom they expect so much.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">For me, that means spending hundreds of hours every year with colleagues in rooms, over dinners, and in long conversations. Those interactions build relationships that make disagreement possible. People need to know that they can tell the founder he is wrong without paying a price for it. A company where everyone agrees with the founder is probably a company where people have learned to keep their disagreements to themselves.<\/p>\n\n\n\n<h2 id=\"h-success-expands-your-responsibility\" class=\"wp-block-heading\">Success Expands Your Responsibility<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">The second circle is impact. As a company grows, a founder gains resources, connections, and a platform that can be useful beyond the company. How you use them is a choice.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">At Readpeak, we support organizations that help young people in the markets where we operate. I also spend time mentoring other leaders. I consider those activities part of the responsibility that comes with building a successful business.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Impact becomes especially meaningful when there is no commercial payoff attached. Helping someone who cannot advance your career or improve your reputation forces you to think differently about the value of success. Founders spend much of their careers accumulating things: customers, employees, capital, knowledge, influence, and wealth. Eventually, we should ask ourselves what we intend to do with everything we have accumulated.<\/p>\n\n\n\n<h2 id=\"h-think-beyond-the-founder\" class=\"wp-block-heading\">Think Beyond the Founder<\/h2>\n\n\n\n<p class=\"wp-block-paragraph\">The final circle is legacy. Technology celebrates founders, and founders can easily begin to see themselves as the center of the story. Companies become associated with personalities. Leadership becomes a personal brand. Every accomplishment provides another reason to believe that the founder is indispensable. I would rather build something that can thrive without me.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">Legacy comes from years of consistent decisions about people, values, and responsibility. It appears in the leaders you helped develop, the opportunities you created, and the communities that benefited because your company succeeded. It appears in whether the values you promoted survive after you are no longer there to enforce them.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">No founder gets to declare his own legacy. Other people decide what remains. The tech industry has produced founders with wealth and influence that previous generations of entrepreneurs could scarcely have imagined. Those achievements give today\u2019s leaders an unusual opportunity to decide what their success will mean beyond themselves.<\/p>\n\n\n\n<p class=\"wp-block-paragraph\">So, fellow tech bros, keep building. Keep pushing. Keep expecting more from yourselves and the people around you. Just remember that someday people will stop counting what you built and start remembering what you left behind.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>No founder gets to declare his own legacy. Other people decide what remains.<\/p>\n","protected":false},"author":26,"featured_media":19237,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"content-type":"","editor_notices":[],"footnotes":""},"categories":[1],"tags":[6],"topics":[2],"class_list":["post-19236","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-news","tag-tech","topics-editorial"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v28.0 (Yoast SEO v28.0) - https:\/\/yoast.com\/product\/yoast-seo-premium-wordpress\/ -->\n<title>Tech Bros, What Is Your Legacy? | AW360<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/advertisingweek.com\/aw360\/news\/tech-bros-what-is-your-legacy\/19236\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Tech Bros, What Is Your Legacy?\" \/>\n<meta property=\"og:description\" content=\"No founder gets to declare his own legacy. 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