Building Before the World Believes

In 1996, Marvel Entertainment filed for bankruptcy.

The company that created Spider-Man, the X-Men, and Captain America was in debt, its characters licensed out to other studios, and its cultural relevance was fading fast. 

Marvel had revolutionized comics in the 1960s - but decades of mismanagement, speculation bubbles, and short-term thinking had hollowed it out from within. 

Then came a pivot that changed everything. When Avi Arad and later Kevin Feige began steering Marvel Studios in the early 2000s, they didn't just want to license characters - they wanted to build something entirely new: a shared cinematic universe.

But Marvel had already sold off their biggest names - Spider-Man to Sony and X-Men to Fox. They were left with B-tier characters that most people had never heard of.

So they bet everything on Iron Man, a character that lacked mainstream recognition. It was a vision that would require ten years of planning before any potential payoff.

They respected the source material while making it accessible, hired passionate creators who understood character building, and trusted audiences to invest in a long-term story.

In 2008, Iron Man didn't just succeed - it sparked a revolution.

By 2019, Avengers: Endgame became the highest-grossing film of all time. Marvel Studios has since released 23 interconnected films, generating over $22 billion at the box office and transforming the entire entertainment industry.

Here's what Marvel's story reminds us as founders: your company's greatest asset isn't what you own today - it's what you're willing to build toward tomorrow. It's whether you play it safe with what's proven or take a calculated risk on what could be.

Failure is part and parcel of running a business - but the best leaders see failure as the setup, not the ending.

Here's what we've learned from supporting a wide range of clients: Most leaders don't know exactly what they need. A client might come in asking for "financial help" when what they actually need is operational efficiency. Another wants "coaching" but really needs a trusted peer to validate a difficult decision they're already leaning toward. 

The clarity comes through conversation, not a checkbox.

The LOUD Collective team spent last week doing exactly what we encourage our clients to do: coming together to be honest about our challenges, celebrate our wins, and figure out how we can better serve the businesses that trust us.

A few things that help leaders (including us) get clearer on what they actually need:

→ Create space for unstructured conversation. The best insights don't come from agendas, but from asking "what's actually keeping you up at night?" and listening.

→ Name the challenge before jumping to solutions. Resist the urge to immediately problem-solve. Spend time articulating what the real issue is, even if it's uncomfortable.

→ Bring in outside perspectives. Whether it's a peer, advisor, or your own leadership team, fresh eyes can see what you've become blind to.

→ Acknowledge that clarity is iterative. You don't need to have it all figured out before you ask for help. The act of talking through it is the process.

The leaders doing the best work aren't the ones with all the answers - they're the ones willing to have the conversation.

If you need an experienced perspective to unlock your business’s potential, contact LOUD Collective here.

As the end of the year approaches, I take time to write down what’s working in my life… and what isn’t.

→ People

→ Business

→ Activities

→ Lifestyle

My courage and clarity increase to make the necessary changes.

By the new year, I know I will be starting with new choices and changes I have designed to keep growing and be fulfilled.

It’s the continuous revisiting of what is working and what isn’t.

Here are some questions I ask myself:

• What moments this year am I most grateful for, and why did they matter to me? This helps me recognize what truly brings meaning to my life, beyond just accomplishments or milestones.

• What's one thing I kept avoiding this year, and what was I protecting myself from? Often our procrastination or avoidance points to deeper fears or needs that deserve attention.

• What do I want to feel more of next year, and what small change could help create that feeling? Focusing on desired feelings rather than just goals can lead to more authentic and sustainable growth.

How will you design your life towards your goals?