Why hatred for capitalism reveals more about you than the system

By C. J. Garbo | Guest Commentary, Rocky Mountain Voice

Some people claim to hate capitalism. What they often hate is not the system itself, but their perceived place within it.

They see business leaders as exploiters. They see profit as theft. They see success as evidence of injustice. This mindset reveals more about the individual than it does about capitalism.

Capitalism is not a personality. It is a mechanism. It rewards value creation. It allocates resources based on demand. It exposes weaknesses. It amplifies strengths.

If you believe capitalism is oppressive, you are making a specific claim. You are saying that voluntary exchange between individuals produces unfair outcomes. That claim deserves scrutiny.

Start with a basic premise. In a free market, no one is forced to buy what you sell. No one is forced to work where they do not want to work. Transactions occur because both parties expect to benefit.

If you reject this system, you are rejecting accountability.

You are saying:

• Your skills should be valued regardless of their usefulness.
• Your effort should be rewarded regardless of its impact.
• Your outcomes should be detached from your contribution.

That position is not moral. It is evasive.

High-performing individuals approach the market differently. They ask a harder question. What can I build that others will willingly pay for?

They understand:

• Value is defined externally, not internally.
• Compensation follows utility.
• Demand reveals truth, not opinion.

This is where the divide emerges.

Those who resent capitalism often position themselves as victims of a system. Those who thrive within it position themselves as contributors to it.

One group asks, “Why am I not getting more?”

The other asks, “How can I become more valuable?”

That distinction is decisive.

Consider the practical reality of business creation. A successful entrepreneur must:

• Identify a real problem.
• Develop a solution that works.
• Deliver it consistently.
• Compete against alternatives.
• Accept financial risk.
• Serve customers better than anyone else.

There is no oppression in that process. There is exposure. Every weakness becomes visible. Every assumption is tested. The market does not care about your intentions. It responds to your execution.

When someone dismisses this process as exploitation, they are avoiding a difficult truth. Building value is hard. Competing is hard. Becoming exceptional is hard.

It is easier to reframe success as injustice than to confront personal limitation.

This is where the issue becomes one of character.

Hatred of capitalism often correlates with:

• Externalizing blame.
• Avoiding responsibility.
• Resisting feedback from reality.
• Devaluing competence and discipline.

These are not economic positions. They are behavioral patterns.

A person of strong character does the opposite. They accept reality as it is. They measure themselves against objective outcomes. They refine their skills. They pursue excellence.

They recognize that:

• The market is not their enemy.
• Other successful people are not their oppressors.
• Their future depends on their capacity to create value.

Capitalism does not guarantee equal outcomes. It guarantees equal opportunity to participate in value exchange.

That is a demanding system. It requires courage. It requires humility. It requires continuous growth.

Some reject it because it does not bend to their preferences.

Others embrace it because it forces them to become stronger.

If you view yourself as powerless, capitalism will feel hostile.

If you view yourself as capable, it becomes an arena.

You are not meant to stand outside it and complain. You are meant to step into it and build something that matters.

That is the difference between resentment and responsibility.

C. J. Garbo is a senior cybersecurity executive and business leader who drives enterprise security strategy, risk management, and operational performance across global environments. With over a decade in law enforcement and extensive experience leading cross-functional initiatives in complex organizations, he brings a disciplined, results-driven perspective on value creation, accountability, and leadership. Garbo is also active in public policy and political strategy, advising leaders and contributing to governance at the local and state levels. His career reflects a consistent focus on measurable outcomes, personal responsibility, and the principles that underpin a high-functioning free market.

Editor’s note: Opinions expressed in commentary pieces are those of the author and do not necessarily reflect the opinions of the management of the Rocky Mountain Voice, but even so we support the constitutional right of the author to express those opinions.