Insights

When Decisions, Scale, and Readiness Shape Growth

A Conversation with Jeff Tankersley, CEO of Septic Blue

Leadership lessons are seldom theoretical; they are shaped by real decisions, evolving challenges, and the demands of growth. Jeff Tankersley, CEO of Septic Blue shares insights from his career that provide a practical perspective for founders and executives who are focused on building lasting businesses.

What’s one decision you delayed longer than you should have — and what did it teach you?

This refers to a strategic acquisition opportunity I evaluated in a prior role. The target was the most compelling competitor in the region and represented a clear path to strengthening our market position. In an effort to negotiate more favorable terms, I chose to slow the process to optimize valuation and structure. During that window, another buyer moved decisively and completed the acquisition.

The experience was instructive. When a target is strategically aligned and materially advances market leadership, speed and conviction are often as critical as price discipline. I came away with a sharpened understanding that high-value opportunities require proactive pursuit and timely execution to secure a competitive advantage.

What part of the business surprised you most as it scaled?

The organization’s talent ceiling became increasingly apparent as we scaled. As the company expanded, the complexity and pace of the business began to outstrip the capabilities of certain members of the management team. What had once been sufficient for a smaller, less intricate operation proved inadequate in a more dynamic, growth-oriented environment.

This dynamic is not uncommon, particularly in acquisition scenarios, where legacy leadership teams may struggle to evolve in parallel with the strategic and operational demands of a larger, more sophisticated enterprise. The challenge is especially pronounced within management ranks, where the ability to think strategically, lead through change, and execute at scale becomes critical to sustaining momentum.

What advice would you give a founder who’s thinking about a sale or minority partner but isn’t ready yet?

Begin by professionalizing your financials, strengthening your leadership bench, and reducing key-person dependency so the business can thrive independently of you. That preparation not only increases valuation, but it also gives you leverage and optionality when the right partner or buyer emerges.

The founders who achieve the best outcomes are the ones who treat readiness as a strategic initiative, not a last-minute decision.

What’s something not on your LinkedIn profile that played a big role in getting you here?

Risk tolerance has been a defining characteristic of my career progression. I’ve consistently been willing to step away from comfort and stability when the upside for growth — whether in scope, responsibility, or strategic impact — clearly justified the move. These weren’t impulsive decisions; they were calculated risks grounded in preparation, pattern recognition, and a clear assessment of long-term value.

By choosing opportunity over security at key inflection points, I accelerated both my learning curve and leadership maturity. That appetite for strategic risk not only expanded my capabilities but also positioned me to operate confidently in high-stakes environments where decisive action and accountability matter most.

Enduring Leadership Patterns

Jeff’s reflections highlight dynamics that many growth-oriented businesses recognize. Strategic opportunities require timely action, while scaling can challenge leadership capacity. Being well-prepared offers more options. For founders and executives working to build lasting companies, these lessons underscore an essential truth: long-term success is determined by disciplined decision-making and the ability to act decisively when it matters most.