Every day I was the first one in and the last one out.
My coworkers were polite, but it was the kind of politeness that kept its distance. Everyone knew I was the Henson family's live-in son-in-law. Nobody dared get too close, and nobody dared act too friendly.
Six months in, the company was putting together its midyear review. The admin department had a market analysis report due, and nobody wanted to touch it.
I volunteered.
I pulled three consecutive all-nighters and finished the report. The data was thorough, the analysis was sharp, and I'd even included several actionable growth strategies.
My manager read it and submitted it up the chain without a second thought.
Otis said nothing.
The next day, I was transferred to the marketing department.
Marketing was a thankless gig. Henson Group was a traditional manufacturing company, and the marketing department had always lived in the shadow of sales. Nobody there had any real say in anything.
Once I got settled, I started working the front lines.
I took the digital playbook I knew and brought it to Henson Group, launching a few pilot programs for online sales channels.
The results spoke for themselves.