When Being Too Involved Becomes a Problem (A Lesson in Over-Ownership)

Can over-ownership be a problem? Yes. And I’m going to explore why I believe that through my own experience.

Context: I’m an Over-Achiever

Since I started working—even when I was young—I’ve always been an overachiever. Days and nights working. I created my company, scaled it. I’ve been part of other companies. I love real challenges.

That’s one of my superpowers. But it’s also one of my problems.

Everything is performance for me. Everything is a challenge. With this mindset, you’re always pushing your limits, trying to do more and more and more.

In Startups: It’s a Superpower

When you’re working at a startup, this trait is amazing. Everything is blended—responsibilities, ownership, collaboration. You just want to find someone who can lead, ideally with experience. The environment is so collaborative (or at least, that’s the myth of startups).

In Structured Companies: It Can Be Too Much

When you work for a more structured company (100+ people, 1000+ people), everything is different.

This is where being an “over-owner” can sometimes be too much.

The Story: When I Overstepped

Thanks to my girlfriend for helping me process this meeting I had yesterday.

Long story short: I brought a big problem to our executive team—a problem that was bigger than my area.

I’m responsible for a specific area. We have many PMs in our company, and I have my own domain. But sometimes, my area is gray—connected to many other areas.

As always, as an overachiever, I tried my best. I led by context. I said: “This is the current state of this functionality. Here’s what’s missing.”

The functionality was related to my area but was way more strategic.

The Reaction

The reaction from my executives? Not good.

I remember the faces. Subtitles would have read:

• “Who are you?”
• “Why are you saying this to me?”
• “This is not your scope—speak only about your scope.”
• “Who did this assessment?”

Long story short: “I don’t trust you.”

(Not explicitly, but that was the message.)

They were right to say: You need to involve the right stakeholders. The person responsible for that functionality should align with you. In my case, that meant involving legal, architecture, and others.

My Error

I missed some steps.

That’s a very common error for people with lots of knowledge and experience. Sometimes you jump immediately to the conclusion (which, by the way, could still be accurate—but that doesn’t matter).

This isn’t about who’s right. This isn’t a game. It’s a company decision. It’s a business decision.

It’s totally fine and fair to say the right stakeholders should be involved. Yes, it can feel like bureaucracy. But more than bureaucracy, it means getting stakeholders engaged, aligned, and ready.

My Advice (For Me, and Maybe For You)

1. Write Everything Down

All opinions, all facts. Write it all down.

2. Recognize Who Should Be Aligned

Identify the stakeholders who need to be involved.

3. Structure Your Document in Three Ways

Create documentation with three layers:

A. High-Level Overview (TLDR)

• A Loom video
• Executive summary
• Big picture

B. Outcome-Focused Summary

• Focus on revenue, outcomes
• “If we do this, here’s the expected outcome”
• Get validation from the right teams (revenue, finance, data, product forecast)

C. Detailed Approach

• For other PMs, engineering teams, and detail-oriented stakeholders
• Some people need details to understand; others get lost in them

Why three layers? Because people are different.

Some want only the big picture. Others want to see the dollar numbers. Others need all the details.

4. Be the Catalyst for All Opinions

As a PM, you need to be the catalyst—gathering all different opinions into a straightforward document.

Once you have this document, you have a business case.

5. Consider Your Position in the Hierarchy

Sometimes, rather than being on the front line, it’s better to influence your director, VP, or CPO. Let them drive the initiative.

If they say no? Not your problem anymore. Close that opportunity, open another one.

It’s the company’s decision (unless you’re the founder—then it’s a completely different game).

My Reflection

I don’t know if I’ll ever be less involved, have less ownership. That’s who I am. And I like that about myself.

But if I think about it differently—if this approach helps me feel more connected with others and create even bigger impact—then I can adapt.