Most founders don’t struggle with letting go after a sale. They struggle with staying gone. The intention is usually healthy. You want continuity. You care about the team. You don’t want to abandon what you …
My first exit didn’t give me answers. It gave me space. Space to breathe.Space to reflect.Space to realize that selling a company doesn’t end the founder journey—it reshapes it. At the time, I thought the …
Your first exit does one thing immediately. It removes constraints. Suddenly, capital isn’t the limiting factor. Time isn’t either. The pressure that shaped every decision for years is gone—or at least reduced enough that you …
Early in my career, I thought culture fit was a nice-to-have. Valuation mattered more.Structure mattered more.Speed mattered more. Culture was something you talked about in management meetings—not something you let influence a transaction. That belief …
One of the most dangerous assumptions founders make is that success in one industry guarantees success in another. It doesn’t. What does travel are principles—how value is created, how risk is perceived, and how buyers …
By the time a founder is building their second, third, or fourth company, something fundamental has changed. It’s not ambition.It’s not capability.It’s perspective. Repeat founders don’t build the same way first-time founders do. They don’t …
When I tell founders that I approach every company with an exit framework, I often see the same reaction. A pause.A raised eyebrow.Sometimes resistance. They assume it means I’m building to sell as fast as …