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This is the first of a two case series (IMD-3-1459 and IMD-3-1460) The case tracks the professional and personal experiences of the founder and Chairman, Tom Stendahl, during almost two decades of the growth of Scott Sports Group into one of the world's leading mountain bike, ski and sports accessories companies. Early decisions include how to build effective distribution channels, marketing on a tight budget, manufacturing decisions, and merger and acquisition strategies. The case charts the changes in culture and Stendahl's lessons in leadership during various stages of the entrepreneurial life cycle of a fast-growing business. The case ends with Stendahl's decision to exit the company he founded due to acrimonious relationships with new owners – a venture capital fund. As often in this situation, Stendahl feels that the new owners do not understand key dynamics of the industry or company. Further significant conflicts of interest arise over several key decisions regarding what's best for the company and its employees.