I recently went one-on-one with John LaMancuso, CEO of K1x.
Adam: Thanks again for taking the time to share your advice. First things first, though, I am sure readers would love to learn more about you. How did you get here? What experiences, failures, setbacks, or challenges have been most instrumental to your growth?
John: I’ve found that the experiences that have shaped me most weren’t the obvious wins, but the moments where things didn’t go as planned.
Early on, we built features we thought customers wanted, only to learn the hard way that we hadn’t listened closely enough. That setback forced us to adopt a customer-first mindset and build a culture of humility and learning.
Another defining challenge was scaling the team. As we grew quickly, I underestimated how much emphasis we needed on communication, culture, and leadership development. That stumble taught me that scaling people is harder than scaling software—and just as critical.
We’ve also faced crises: product delays, competitive threats, and cash flow challenges. Each one felt existential in the moment, but looking back, they made us more resilient. They taught me to focus on transparency with the team, to move fast without panicking, and to remember that leadership is less about having all the answers and more about giving people clarity and confidence when uncertainty is highest.
Failures sting, but they’re often the raw material of growth. The setbacks taught me to build a company not just to survive the next challenge, but to learn and get stronger because of it. Now I operate with this mantra: “The greater the setback, the bigger the comeback.”
Adam: In your experience, what are the key steps to growing and scaling your business?
John: We start with our customers and ask what they really expect from us, whether they directly articulate it or not. The obvious answer is “great automation software that saves their time and unlocks new opportunities for them”. But beyond that, it’s the less obvious things that can either scale or derail–like the hand-holding we provide in onboarding, and quick service and support responses, the ongoing training and transparent communications, and the technology, security, and privacy standards that deliver speed and safety. Each of these customer-first expectations required me to assemble a talented team that is comfortable with quickly improvising solutions and then turning those into a repeatable playbook.
The “People, Process, and Technology” framework is a classic for a reason.
Adam: What is your best advice on building, leading, and managing teams?
John: Building: Hire for values and train for skills: Skills evolve quickly, but alignment on values, such as integrity, collaboration, and ownership, creates resilience and trust. Hire talent with high EQ first, then IQ. Make sure that there is clarity in your purpose. Define the mission, expectations, and ways of working. Ambiguity early on leads to friction later.
Leading: Be highly collaborative and communicative with your vision. People don’t rally behind tasks; they rally behind a purpose. Be clear about “why” the team exists and “where” you’re headed. Be consistent in your actions and words. Your team doesn’t want to guess how you are going to react on Monday vs. Friday. People hate micro-management. Create space for people to innovate and grow, while being clear on outcomes. When you don’t have the answer, say so, especially during a crisis. Your best move comes from helping your team develop the solutions.
Managing: Set clear goals and measure them. Your team needs to know what is expected and what the reward is for their performance. Measurement of goals is not an event – give tons of feedback along the way. Catch people doing great things and celebrate. Have fun – with yourself and your team. People seek enjoyment in their work, not drudgery. As the leader, ensure the atmosphere is approachable, transparent, and relaxed.
Lastly, be adaptable – it’s going to hit the fan sooner or later. When it does, the best leaders adjust while holding firm to the mission and values.
Adam: What are the most important trends in technology that leaders should be aware of and understand? What should they understand about them?
John: AI is clearly transforming nearly every industry and countless aspects of human life. For instance, my company, K1x, is taking an excruciatingly manual tax compliance task–the IRS Schedule K-1, and chopping it from up to 2 hours in some complex cases down to a few seconds at near 100% accuracy. So while the technology is breathtaking, what matters more than ever is tech’s ability to unlock the human being to use their newly freed up time to deliver insights, analysis, strategy, growth opportunities, and tighter relationships.
Adam: What do you believe are the defining qualities of an effective leader?
John: Yes, I set the tone and tell my team where we need to go. But I ask them how we can get there together so that we can serve enough customers that we hit our goals. And I spend the majority of my time removing the obstacles that the team encounters along the way. So leadership is clear direction and collaborative problem solving with an orientation of optimism. I never let my team forget that we are doing our part to build a better world.
Adam: How can leaders and aspiring leaders take their leadership skills to the next level?
John: Be self-aware with your strengths and weaknesses. Seek feedback from others to ensure that you are not missing anything. Elevate your day-to-day thinking by exposing yourself to different industries, technologies, and global trends to broaden your perspective. Build and empower others with clarity, conviction, and high levels of communication. Be a data-driven decision maker by building decision models and constantly refining the data that goes into them.
Adam: What are your three best tips applicable to entrepreneurs, executives, and civic leaders?
John: Lead with clarity and purpose – there is a ton of distraction in our business lives. When you know where you came from, where you’re going, and what you’re building, the noise dissipates, and you can motivate and move your team in harmony.
Life is full of challenges, and so are businesses. If you lead with a vision, but are adaptable, your team will react with you. The winds in life shift; the speed at which you shift with them will enable your company to be resilient on a consistent level.
Nothing is more important than your team. To me, they are right up there with my family. As a CEO, your biggest job is recruiting, inspiring, and developing talent.
Adam: What are your best tips on the topics of sales, marketing, and branding?
John: Be aggressive and honest. Our sales and marketing goals were and are outrageous–but that’s why we are in the top 5% of SaaS companies of our size cohorts and receiving honors from Fast Company and Sales Power. We know our goals are tough, and we are honest about what it will take to achieve them. In a startup, there is no rug to sweep your problems under. We measure a lot of market signals, and we adjust quickly.
Adam: What is the single best piece of advice you have ever received?
John: Be your authentic self! Authentic leaders don’t hide behind jargon, spin, or corporate BS. They admit mistakes, share lessons, and speak plainly about challenges. Employees, investors, and communities trust them more because they know what they see is real, not staged. This authenticity drives connections with people at every level, from boardrooms to breakrooms. That connection inspires loyalty and motivates teams to give their best because they feel seen and valued.
