Laid Off: Lessons in Purpose and Reinvention

Choosing purpose, valuing people, and redefining success at any age

Boom! My world turned upside down two weeks ago, and I’ve been scrambling since. This isn’t my first rodeo, but I was caught a bit off guard this time. H2O and I have parted ways, and now here I am, staring down at the end of the year, wondering what 2025 will bring.

Yes, I was laid off from H2O.ai.

The silver lining is that we parted amicably and professionally, which is how it should be, though it’s still a hard pill to swallow. I miss my colleagues—many of whom were also let go. I’ve deeply valued the people I’ve worked with throughout my career. When you’re in the trenches together, there’s a bond—a commitment to have each other’s backs, no matter where you stand in the organization.

Now, at 54, I find myself eyeing the startup landscape and feeling a bit out of place. I’ve been on a few interviews, but something hasn’t quite clicked. It’s not that these companies are lacking; we just weren’t vibing, and that’s fine. Not every opportunity is the right fit.

I’m fortunate not to feel immediate pressure to land a new job. I have a bit saved up and an amazing partner who has my back. So, after some soul-searching, I did what many laid-off startup folks do—I started a stealth startup. Sure, we all say we’ll do some consulting until the next big VC-funded opportunity offers us $250K with benefits, but the reality feels different. The comfort of a steady paycheck can be seductive… until the market takes another downturn. It’s not a question of if, but when.

So, how do we break the cycle? How do we stop this relentless loop of hiring, firing, and hiring again? That’s a big question without easy answers, but I have a few thoughts.

The AI Goldmine

AI, both traditional and generative, holds undeniable potential for impact. A recent proof-of-concept project analyzing streamgage data reminded me just how powerful data-driven modeling can be. It can’t prevent floods—that requires reducing greenhouse gas emissions—but it can at least prompt scientists to activate instruments to gather crucial data.

As a civil engineer, this hit close to home because community well-being has always mattered to me. Since earning my Professional Engineer license in 1994, I’ve been committed to protecting the public—a responsibility that means more to me than selling a few more product licenses.

My commitment to public service has been tested over the years, especially when quarterly sales goals tempted me to cut corners. But I never gave in. Oddly enough, a line from John Cougar Mellencamp’s “Minutes to Memories” has served as a guiding compass:

“An honest man’s pillow is his peace of mind.
This world offers riches, and riches will grow wings;
I don’t take stock in those uncertain things.”

I’ve made a few tough calls over the years—decisions that stirred up my life—but I’d make them all again. I know I’ve stumbled too, but, given the chance, I’d still choose integrity over shortcuts.

So, where do I go from here?

The way forward is to return to my roots and my mission: to build things that matter.

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I’ve got a stealth startup in the works, one that I’ll unveil when the time is right. For now, I’m following leads, conceptualizing products, and bootstrapping this venture myself. I might contract out work, but when it’s time to hire, I want my startup to be stable and generate steady revenue.

I don’t want VC funding. I don’t want a board pressuring me to fire people I believe in and care about. Every person brings something unique—strengths, weaknesses, and moments when they shine. The real art lies in recognizing everyone’s strengths and letting them thrive. The worst thing a company can do is say, “We’re a family” and then fall back on hollow corporate jargon.

Going forward, I’m going to build something that has meaning—not only for my clients but for everyone on the team.