Running Bellweather taught me things about my own marriage I had not understood while I was inside it.

Because a company, it turns out, is a kind of relationship, and a bad executive is a kind of bad spouse, and the patterns are the same at both scales.

Lucan had run Bellweather the way he ran our marriage: taking credit for others’ work, hollowing out the things that produced real value in order to inflate the numbers that made him look good, treating the people beneath him as resources to be used rather than partners to be respected, and papering over the rot with charm and confidence right up until the moment it collapsed.

The apprenticeship program he killed was exactly like the curiosity about my work he never showed — a real, quiet source of long-term value, sacrificed because it didn’t flatter him in the short term.

Fixing the company and fixing my life turned out to be the same project, done at two scales.

You find the places where someone hollowed things out to feed his own image, and you patiently rebuild them: real investment, real people, real value, the unglamorous load-bearing things.