A structural reflection on why I chose to walk away, not out of emotion, but out of clarity.
“Leaving wasn’t impulsive. It was the clearest decision I’ve made.”
A decade ago, I was leading the expansion of a major market in China.
The scope was broad, the mandate clear, and the reporting line direct to the Deputy MD. We were small but focused, trusted to build.
I truly believed that if you generated results, the system would reward your judgment.
Then came the arrival of a new layer—an old comrade of the CEO, parachuted into the middle of the reporting structure.
And the cracks began.
He was placed one layer above me, yet below my original boss.
Instead of collaboration, he brought control.
He demanded that I “transfer” all past client relationships to him.
Every trip required pre-approved itineraries down to the 30-minute slot.
Changes weren’t tolerated, no matter the context.
When I traveled to Chongqing for a key partnership discussion, he unilaterally canceled a non-binding side meeting. I later had dinner with the partner anyway.
Upon return, he reported me for insubordination.