Founder 2.0

Change increasingly needed and increasingly unrealistic You know that you can’t go on like this. What once worked great is starting to limit you more and more. You see it more often. With each day, you feel it more painfully. You want to change something. Organize the company differently. You dream of stopping reacting and […]

When Conversations with Investors Make You Feel Like a Supplicant You have a working product. You have more and more customers. Your revenue is growing dynamically. Your team consistently delivers. The business is growing. You meet with investors. Fund partners nod their heads. They ask questions that are hard to interpret as anything other than

When financial data stops supporting you In the beginning, everything was simple. Revenue. Costs. Cash in the bank account. A few metrics that everyone knew and understood. When the numbers moved in the right direction — you knew things were good. When they went the other way — you knew where to respond. Over time,

When chaos stops being creative As your business grows, everything multiplies. There are more threads, meetings, decisions, communication channels. What used to be a quick “let’s figure it out” now requires broader alignment. Once again, you’re answering the same questions over and over. Once again, you’re losing valuable hours searching for answers that should be

When it’s no longer like it used to be At some point, you start hearing it more and more often: “This isn’t the same startup it was at the beginning.”“In the good old days, it was different.”“Soon we’ll be a total corporation.” The team grows. Meetings multiply. Processes that seemed completely unnecessary not long ago

You’re increasingly stepping into the mediator role At first, the situation seems harmless. Just two leaders differing in their approach to a topic. Someone raises their voice in a meeting. Someone else stops speaking up. Comments appear like “he’s always difficult” or “she’s blocking the project again.” You think it’s a difference of opinion. Or

When you should know but you don’t There are moments when your team looks at you and waits. Not because you’re the only person who can make the decision. But because you have the broadest context. You know the most about the financial situation, about the status of the investor talks, about the strategic direction.

Failure that is an orphan You look at your team and you see engagement. People are active. They complete tasks. They participate in meetings. They come up with ideas. They get involved in projects. When something happens, there’s always someone to help. At first glance, everything seems to be working. The company is moving forward.

You delegate and your task list only gets longer You delegate a task. Short, specific, no fluff. You know what you expect. For you, it’s obvious. A few hours later… it comes back. “Quick question.” Nothing major. Actually quick. But then… another one comes back. And one more, “just in case,” “to make sure.” Each

When your company seems to be growing faster than you At the start, everything works because of you. You close deals. You negotiate with key clients. You build the product, settle team disputes, put out operational fires. You make decisions instantly, connecting the dots, and taking responsibility for the outcome. The company grows because you