I wrapped up my 3-day Formula 4 experience with Skip Barber at New Jersey Motorsports Park at the end of July. Three days of brutal heat, humidity, and total focus.
My top speed on this lap was around 185 kph. It's not about the number. It's about how long I can stay near it through the straights and the turns without losing control.
That's where growth happens, right on the edge.
Too cautious, and you never find your limit.
Too reckless, and you blow past it.
Why Speed Is The Easy Part
Anyone can stab the throttle. The car will go fast in a straight line if you let it. Speed is a binary; either you commit to the pedal or you don't.
Control is everything that has to be true around the speed for it not to kill you.
Tire temperature. Brake bias. Where your eyes are looking three corners ahead. The smoothness of your hands at turn-in. Whether you trail-brake into the apex or release before it. How much throttle you can pick up without unsettling the rear.
None of that shows up on the speedometer. All of it is what separates a fast lap from a wrecked car.
The Same Pattern In A Company
Every founder I know hits a stretch where growth feels like throttle. More leads, more hires, more revenue, more press. The number goes up and it feels like winning.
Then something snaps. A delivery slips. A senior person quits. A client churns loudly. A quality issue surfaces. The speed was real, but the control under it was thin, and the first hard corner exposed it.
The companies that scale cleanly are not the ones with the most aggressive throttle. They are the ones whose control system; hiring bar, onboarding, internal documentation, decision rights, financial visibility; grew at the same rate as the top line.
At Blue Goat we have had to learn this the same way. When we cross a hiring threshold, the next quarter is almost always about tightening process, not pushing volume. Not because growth is bad. Because growth without control is a single missed apex away from a real wreck.
What "Operating Inside Risk" Actually Means
You can't eliminate risk. You just get better at operating inside it; calm, deliberate, and in control.
That phrase does real work. Operating inside risk means you have already accepted that the bad outcome is possible, and you have engineered the conditions around the decision so that the bad outcome is survivable.
On the track that is the run-off area, the harness, the helmet, and the corner worker. In a company it is the cash reserve, the second supplier, the documented decision log, the deputy who can run the meeting if you cannot.
The point is not to drive slower. The point is to drive at the actual limit knowing the system around you can absorb a mistake.
This was the first step toward earning my SCCA competition license, the credential that opens the door to real open-wheel racing.
But for me, it's more than that. It's another way to sharpen discipline, awareness, and precision when it matters most.