Q.01How do you recognise genuine talent when you see it?
For me the essence is the ability to take responsibility for outcomes you don't fully control. Anyone can own a result when they hold all the levers. The real signal is how someone behaves when something goes wrong. Talented leaders move toward the problem and ask what do we do now, while others reach for an explanation of why it isn't theirs. When I see that instinct paired with genuine curiosity about people, real interest in what makes someone tick, not as a management technique but as authentic attention, I stop worrying about the rest of the CV.
Q.02What leadership challenge keeps you up at night?
Leading through a change in the nature of work itself, not just a change in strategy. AI can now do a large part of what used to define someone's job and, more painfully, their sense of worth. Leaders will have to help capable, loyal people redefine what they are valuable for, sometimes faster than those people are ready for. That is not a technology challenge. It is an identity and trust challenge. The leaders who prepare by buying the tools will be surprised by the resistance they meet. The ones who build enough psychological safety that people can reinvent themselves will pull ahead.
Q.03What should leaders simply stop doing?
Stop trading on positional authority, the idea that a title alone earns you the right to be followed. Respect has to be re-earned in how you show up, not assumed from the org chart. I would also retire the habit of performing certainty you don't have. For a long time leaders were rewarded for sounding sure. But in a fast-moving environment that just teaches your team to stop telling you the truth. Saying 'I don't know yet, here is how we will find out' is no longer a weakness. It is a competitive advantage, because it keeps real information flowing toward you.
Q.04Which decisions made Profound genuinely stronger?
The ones where I chose to rebuild rather than patch. I come from a culture where we tend to step around certain conversations to protect the relationship. That instinct quietly lets problems grow. The moment I named things directly and gave talented people bigger, clearer mandates instead of vague shared ones, the energy changed and they rose to it almost immediately. Clarity is a gift you give your team, and the ambiguity you tolerate to keep the peace is a cost they pay.
Q.05What leadership style gives you energy?
Leaders who are demanding and warm at the same time. High standards, no lowering of the bar, but obviously on your side while they hold it. That combination is rare and magnetic, because you always know where you stand and you never doubt their intent. I am also drawn to people who think out loud and let you into their reasoning rather than handing down conclusions. When I am in a room with someone like that, I leave with more ideas than I came in with.
Q.06And what drains your energy as a leader?
Leadership built on control. It makes the whole system slow and fragile. It tells capable people they are not trusted and caps the organisation at the size of one person's attention. I also lose energy around chronic negativity disguised as realism, explaining why something cannot work before anyone has tried. Both styles consume the oxygen teams need to do brave things, and the best people eventually leave to breathe somewhere else.
Q.07Which quality is most underestimated in leaders?
Self-regulation. The unglamorous discipline of managing your own state before you walk into the room. A leader's mood is contagious far beyond what they realise. Your steadiness becomes the team's steadiness. We celebrate vision and charisma, but the leader who holds the room steady in a crisis is the real champion.
Q.08What is your most important insight about people?
As leaders we deceive ourselves more often than we admit. What we labelled an agreement was often just a wish. Then we are surprised when it is not picked up, even though the fault lies in how unclearly we set it. Change the conditions, clarity included, and most people's commitment changes too. And the other thing I wish I had known sooner: people remember how you made them feel on a bad day far longer than they remember what you decided.
Q.09When did you realise your company needed a different kind of leader from you, and what did you do?
The moment was uncomfortably concrete. Profound had grown on what I would call founder-led heroics: when something wobbled, I stepped in and made it work through sheer effort and relationships. Then two things collided. The work outgrew what any one person could hold in their head, and the numbers stopped forgiving us, moving from a thin profit to a real monthly loss in a matter of weeks. I realised the company no longer needed me as a firefighter in the building. It needed me to build a house that did not catch fire so often. So I changed where I spent my energy: we rebuilt around a smaller, sharper core, clearer mandates and a new operating model, and I forced myself into the conversations I had long avoided, about roles, about who was underused and who needed to leave. The hardest shift was deciding to make myself dispensable on purpose. To lead so that the company can thrive without me at the centre of every decision. It is still work in progress.
For Gino Jacobs, bright leadership starts with a demanding act: giving people the clarity they deserve instead of the comfortable ambiguity that protects you. Own outcomes you cannot fully control, stay warm while holding high standards, regulate your own state before you ask anything of others, and trade founder-led heroics for structures that outlast your personal presence. The size of your impact is not set by the size of your title, but by the courage with which you think and the trust you build along the way.