I’ve been drawn to organizing and leading for as long as I can remember. Golf was something I picked up at 7, and it quickly became less about the game itself and more about the processes behind it—the logistics, the structure, the behind-the-scenes operations. By 13, I was volunteering at every Latvian Golf Federation (LGF) event I could, helping with scorekeeping, tracking golf balls—anything that needed doing. But by 15, I found myself in an entirely different position: Chairman of the LGF Championship Committee, overseeing teams of over 40 people.

Here’s how that happened, what I learned from being thrust into leadership so young, and how those lessons guide my decisions today.

Obsession Opens Doors

I’ve always believed that obsession, combined with relentless commitment, opens doors that wouldn’t otherwise exist. By the time I was 13, I had become obsessed with not just playing golf but with understanding everything that made events run smoothly. My Godfather worked in the golf industry, and through him, I got a glimpse into the mechanics of how golf clubs and events functioned.

Between the ages of 13 and 15, I ran upwards of 60-70 events each year at my home club. I was at every event, often running on minimal sleep after late nights, but still showing up at 6 AM for full 10-hour days. The grind was constant, but I thrived in it. I didn’t miss more than two events during that entire time. Mistakes were inevitable, but they became my most valuable lessons. Over time, people in the industry came to trust me because I was always there, no matter what, handling whatever situation was thrown at me.

Mastering the Rules: How I Gained the Trust of the Team

By the time I turned 15, I had taken my obsession further—this time into the world of rules. Golf is notorious for its complex rulebook, a 600-page document that I’d read cover to cover several times a year. I didn’t just memorize it—I lived it. I consumed every video on obscure rules, analyzed case studies, and reached out to referees from tours like the PGA and European Tour, establishing friendships and learning from their experiences. My knowledge became so thorough that even experienced referees would come to me for advice.

I passed my Level 2 refereeing exam at 16 with the highest score in the history of the Latvian Federation—96%. Two years later, I passed Level 3 with a 95%, again setting the record as the youngest and highest scorer. These weren’t just exams; they were statements of intent. My deep understanding of the rules earned me a reputation beyond Latvia, and I leveraged that reputation to open doors for my team, getting others into these exams and pushing for further qualifications.

The Chief Referee, who initially thought I was 23 when we first met, quickly recognized my capabilities and let me take charge. It didn’t matter that I was only 15—what mattered was that I knew my stuff better than anyone else.

Testing My Leadership: Firing My First Referee

Leadership isn’t just about knowing the rules or running events. One of my early lessons in leadership came when I had to make the hard call to fire a referee who couldn’t enforce penalties, an essential part of the job. I tried giving him opportunities to improve, even organizing international events for him to gain experience, but in the end, nothing changed.

At 15, having to fire someone older than me was a surreal experience, but I knew it was necessary for the team’s integrity. What surprised me was the level of support I received from the rest of the team. They recognized that I was doing what was right for the group and for the events we were running. That decision taught me an early lesson in leadership: sometimes, the toughest calls are the ones that earn you the most respect.

People Will Test You—Stand Firm

Being in charge also meant enforcing rules that were unpopular. In golf, disqualifying players is part of the job, but that doesn’t mean people accept it easily—especially when the referee doing it is a teenager. I had players, some much older and far more experienced than me, push back hard against decisions I had to make. But I learned quickly that if you know your rules and enforce them fairly, people respect you.

There were plenty of times when even the leadership at LGF didn’t agree with my decisions, but I never wavered. The rules are the rules, and I wasn’t in this role to make exceptions or win friends. Over time, that consistency built a reputation—players, staff, and fellow referees knew I was someone who would always stand by the principles of the game, not personal preferences.

Building and Elevating the Team

As Chairman, I didn’t just oversee events—I focused on building the team. I personally brought on new referees, some of whom had no experience, and trained them over the next three years. Two of those individuals are now Chief Referees for the Latvian Golf Federation. Mentoring them and watching them grow in their careers was one of the most rewarding aspects of my time in that role.

I also took it a step further by securing funding from the LGF to send my team to international tournaments, covering their travel and training costs. This wasn’t just about improving the skills of individuals—it was about raising the bar for golf refereeing in Latvia. Bringing in new qualifications and exposing my team to international standards helped us elevate the level of professionalism in our events, gaining recognition across Europe.

Learning to Delegate (the Hard Way)

At first, I tried to do everything myself. If I wanted things done right, I thought, I had to be the one to do them. So, I took on all the prep work, often being the last one to leave and the first one to show up. But over time, I realized that while it got the job done, it wasn’t sustainable. I had to learn to trust my team and let them take ownership of their roles.

That said, I was always pushing my team to grow. I encouraged them to pursue new certifications, mentorships, and learning opportunities, just as I had. I shared videos, analyzed rules scenarios with them, and fostered an environment where we all improved together. It wasn’t just about me being the leader—it was about building a culture of continuous growth.

Building International Connections

Working with teams from international tours expanded my perspective significantly. Leading teams from different countries required me to adapt quickly to new cultures, personalities, and working styles. Fast adaptability became one of my core skills—I had to assess team dynamics on the spot and figure out how to bring out the best in each member.

Beyond adaptability, my international connections also unlocked new opportunities. By being one of the youngest referees with the highest exam scores, I gained access to events and networks that would have otherwise been closed off. These relationships helped me introduce new events to Latvia, bringing international recognition to our tournaments.

Leaving at 19: When Passion Becomes Boredom

By 19, I had done almost everything I wanted to in golf. I had run international tournaments, led teams, passed the toughest exams, and built a network across Europe. But I wasn’t challenged anymore. Golf, as rewarding as it had been, had become predictable. I started making more money through my ventures in e-commerce, and it became clear that my skills could be applied to bigger and more complex problems.

So, I left. Not because I didn’t love the sport anymore, but because I had outgrown it. I was ready for the next challenge.

What I Took Into Tech

The leadership lessons I learned at 15 are the same ones I carry into my work today at Roam. I know how to set a vision, build a team, and hold people accountable. I understand the importance of standing by your decisions, even when it’s hard. Most importantly, I know that knowledge, hard work, and relentless dedication can take you further than anything else.

In business, as in sports, there’s no substitute for knowing where you want to get and just learning quickly. And if you can do that, it doesn’t matter how old you are or what your background is—you can build and make cool things happen.

Final Thoughts: Age Doesn’t Define Leadership

If there’s one thing I’ve learned, it’s that leadership isn’t about how old you are—it’s about what you know and how hard you’re willing to work. Being young is only a disadvantage if you let it be. The real differentiator is vision, commitment, and a willingness to push yourself further than anyone expects.

If you have those, age becomes irrelevant.