I have to be blunt here—your story sounds less like a universal blueprint for success and more like a nuanced, privileged exception. Yes, focusing on impact is critical, but your path was undeniably smoothed by being the CEO’s son. That’s an advantage most people don’t have.

Telling others to just “create value” without acknowledging systemic barriers, office politics, or the reality that sometimes results alone aren’t enough, is naive at best and dismissive at worst. Many work tirelessly, produce real impact, and still get overlooked due to biases or lack of sponsorship.

If you want to inspire, start by recognizing that impact is necessary but not sufficient. Success requires navigating complex dynamics, advocating fiercely, and yes, sometimes pushing against forces outside your control.

So let this be a wake-up call—stop packaging your story like a one-size-fits-all formula, and acknowledge the full picture. That’s the real value contribution you can make to the conversation.

Your advice about “relentless focus on impact” and “creating value” is solid in theory, but it’s also incredibly vague. What does “moving the needle” even mean in practical terms? Not everyone is in a position to pick and choose high-impact projects or convince others to follow their lead—especially if they’re not the boss’s kid. For many, the grind is about surviving endless red tape, toxic workplaces, or simply not having the same access to influence that you did. Your path worked for you, but it’s not a universal blueprint.

Here’s the wake-up call: if you want to inspire or guide others, acknowledge the role privilege played in your story. Be transparent about how much of your success came from unique circumstances versus pure merit. And instead of broad platitudes, share specific, actionable steps people without your advantages can take. Otherwise, this just sounds like a humblebrag disconnected from the reality most face. Step out of your bubble—real impact starts with understanding how the game isn’t the same for everyone.

More importantly, the fact that your father was the CEO significantly taints your narrative. While you emphasize creating value and convincing people, the reality is your access and influence were likely amplified by your familial connection. It's hard to call it a level playing field, and that promotion to SVP at 26 carries a very different weight knowing the context.

So, while creating value is undoubtedly important, let's not pretend that nepotism didn't play a significant role in your rapid ascent. For others trying to "get ahead," your experience might not be the most relatable or applicable. Acknowledging the inherent advantage you had would make your "wake up call" a lot more honest and useful.