Begin With The End in Mind

It’s a deceptively simple idea, yet it has quietly shaped the most meaningful decisions of my life and career. When I look back and assemble the puzzle pieces—sometimes intentionally, sometimes only in hindsight—I see a consistent pattern: an instinct to imagine the outcome first, and then allow that vision to guide what I build, what I choose, and what I leave behind.

Stephen Covey’s The 7 Habits of Highly Effective People gave language to this instinct. “Begin with the end in mind” is not just about goal-setting; it’s about clarity of purpose. When you define the destination early, priorities simplify. Noise falls away. What matters becomes obvious, and what doesn’t can be set aside without regret.

This idea echoes across disciplines and philosophies. In Stoicism, memento mori—“remember that you must die”—is not a morbid fixation, but a sharpening tool. By acknowledging life’s impermanence, we are compelled to live with intention, humility, and gratitude. Asking “How will this choice be remembered?” adds weight to everyday decisions and steadiness to long-term ones.

In business, Amazon’s “working backwards” philosophy applies the same principle with operational rigor: imagine the ideal future customer experience, write the press release as if the product already exists, and then work backward to build what’s required to make that future real. Vision first. Execution follows.

Branding, mission, and values all depend on this mindset. Successful enterprises aren’t reactive; they are designed. They define behaviors before they scale people. They set foundations before momentum arrives. Creativity and strategy meet here—whether storyboarding a film, shaping a brand narrative, or leading a team through change. The ending determines the emotional impact. How you want people to feel when they walk away defines how you show up at every step along the journey.

Strategic planning works the same way. Define success early. Ask what “done” looks like before you begin. Design milestones by envisioning the final destination, not just the next step. Even exits—of campaigns, partnerships, or roles—deserve forethought. Every idea should pass through the filter: What is the long-term outcome?

This philosophy isn’t confined to work. In life, it simplifies relationships, leadership, and personal growth. When you imagine the end clearly, the present becomes easier to navigate.

As a father—of two boys and a girl, now 16, 14, and 9—their challenges force me to think beyond myself. What principles do I want to leave them? What example am I setting through my choices, my work, and my presence? The same questions guide me as a business leader rebuilding teams, defining cultures, and shaping brands—from creating Ring, to reframing GoodRx, to communicating ideas that must resonate with broad audiences.

All of this leads me back to something older, simpler, and deeply personal.

Avise La Fin.
“Consider the end.”
A French motto of the Scottish Kennedy Clan—and, unintentionally at first, the driving force of my life. It is who I am, and how I choose to move through the world. When I consider the end, I live, lead, and create with intention—knowing that how something finishes is often what endures.

Every job is an education, and every person you meet becomes a mentor in some form—good or bad. You learn as much from those you choose not to emulate as from those you admire. During my years at Ring, Jamie taught me a great deal, much of which is captured in the narratives of this book. It’s an education without hyperbole—a grounded, honest account from someone who stitched together the lessons he learned along the way into meaningful outcomes. There’s no formula here, but there are patterns—traits and instincts that will feel familiar to anyone who has studied founder journeys. I carried those lessons forward, translating them beyond my career and into how I approach leadership, decision-making, and life itself.