Introduction

Have you ever wondered how to align a network of CEOs and ventures for maximum impact? As an e-commerce entrepreneur and venture studio founder, I recently answered a collaboration questionnaire from Alex to define my role, priorities, and vision for working with High Table CEOs in 2025. Below, I share my answers, outlining how I plan to build community, clarify financials, and foster strategic alignment across ventures like ECW, Shadstone, and Hamza.

“This is about creating a cohesive ecosystem where CEOs and ventures thrive together, leveraging my network and content to drive deal flow.” – Mike Michelini

1. My Vision for the Next 6–12 Months

Ideal Role: Community Builder

Over the next 6–12 months, I see myself as a community builder, creating value through events and content:

• Events: From small meetups to large-scale events like Cross Border Summit and HandyCon, I’ll use these platforms to forge deals and opportunities. Medium-sized villa masterminds will also play a role. I’m evaluating whether attending other conferences is still necessary or if my network is robust enough, as Alex suggested on May 1.
• Content: My podcasts and content will focus on deals I’m involved in, acting as a lead generator to attract new partnerships.
• Cashflow Strategy: I aim to generate dividends or salaries from ventures to fund Venture Seed, supporting my salary and new deals. Christian proposed that ventures cover my travel and event costs for deal flow. Alternatively, I’m exploring a consultancy model, charging 3–4 clients $3,000/month for business development, as advised by Gillian Musseig.

Success by End of 2025

By December 2025, success with High Table and CEOs means:

• Clarity of Role: CEOs like Justin (ECW), Christian (Para Living), and John (Hamza) fully understand my contributions. For example, Justin values my input on high-escalation deals, while Christian encourages me to focus on sourcing new brands.
• Clear Financials: ECW’s financials are smooth, Shadstone is improving, and Hamza needs John to align with David’s reporting. Data-driven KPIs will guide 2026 planning.

2. Venture Priorities & CEO Dynamics

CEOs Requiring Support

• John (Hamza): Transitioning from development to CEO, he needs guidance on business operations.
• Christian (Para Living): As a new CEO since April 1, he’s adapting quickly but requires support on financials and operations.
• Justin (ECW): Highly independent, but I can assist with tariff strategies and marketing opportunities.
• Matt (NowSZ): Focused on selling the business, he’s using AI and Shadstone’s content service. I want to expand NowSZ to Guangzhou as the top expat destination.

Personality Dynamics

Navigating inter-venture relationships is key:

• Brother/Sister Company Rates: Tensions arose between Justin (ECW) and Christian (Shadstone) over service rates, though resolved. At Hamza, Anne questioned discount transparency.
• Fundraising for Hamza/Decom: As an ecosystem player, not CEO, I need clarity on fundraising roles.
• AI Coding at Hamza: John is skeptical about AI for large codebases, but I believe it’s viable. Should I hire an AI consultant to work with him?
• ECW and CBS Sponsorship: Justin saw limited ROI from last year’s free CBS sponsorship. I proposed finding another logistics sponsor, but I’m hesitant to promote services I don’t use.
• Snook’s Salary: She supports multiple ventures (Hamza, CBS, GFA). Should her salary come from Venture Seed or individual ventures?

Relationship Between Alex and CEOs

I’d love for Alex to engage directly with CEOs, as seen at Hamza, to build communication policies. A third-party perspective is invaluable for delicate business relationships, even short-term.

3. Deliverables & Involvement

Concrete Outcomes

• KPIs and Scorecards: Clear, easy-to-read dashboards for each venture, potentially using AI coding for custom solutions.
• Defined Roles: A template for my responsibilities with each CEO, adaptable for future ventures.
• Weekly Cadence: CEOs submit weekly plans with KPIs and initiatives to me, reversing the current dynamic.
• Brother/Sister Relationships: Defined discount rates and service exchanges to foster a collaborative CEO network.

Alex’s Interaction with CEOs

I prefer Alex interacts with CEOs individually to encourage open communication, supplemented by joint sessions.

Final Thoughts: What Makes This Valuable

At a recent FBA4U meetup, Cristina (Chip’s wife) was surprised to learn I’m a partner in ECW, highlighting my hesitation to promote my ventures publicly. Many, including Alex, have noted I “do too many things.” Yet, I’m passionate about this ecosystem play—being the “Wizard of Oz” behind the scenes, driving deal flow through content and community while empowering CEOs like John and Christian.

My end goal is a thriving venture studio with a portfolio of independent, profitable businesses. I want Alex’s support to confidently embrace this vision, not shy away from it. By aligning CEOs, clarifying roles, and building a collaborative network, this partnership can help me achieve that without worrying about external perceptions.

What do you think—can a venture studio model succeed in 2025? How would you align a network of CEOs? Share your thoughts below!