Back in 2006 I was part of Lockheed Martin’s strategy department. I had been with the company for 6 years, and had successfully graduated their 3-year long Leadership Development Program that groomed young professionals into future executives.
I would be traveling regularly to Europe, California, Florida and New York, overseeing a number of advanced research projects and international business partnerships. I was a firm believer in strategy, and the strategic planning process that was so carefully coordinated by smart, battle hardened people with white hair.
That’s when an idea took hold: would all my strategy acumen give me an edge in an emerging economy? Could I be a successful entrepreneur there as opposed to an employee in the U.S.?
The art and science of the possible 