Exiting a Start-up: The Decision Dilemma
Exiting a business you’ve helped build from the ground up is a mixed bag of emotions. Some days, I feel confident we made the right call on exiting SIRONA (to GoodGlamm for approx $60 Million). The investors saw returns, the team was rewarded, and my family now enjoys a better life at a time when it truly matters. It’s hard to argue with that. Sure, we could have stayed for another 10 years, and maybe seen 10x growth, but let’s be honest – who can really predict the future? Sometimes, it’s about seizing the present and making the best decision for the moment.
But it’s not always that simple. There are tough days, and then there are really tough days.
As a founder, deeply invested in the mission, there’s always a lingering question – did we exit too soon? Was there more left to accomplish? Could we have scaled further, grown the brand bigger, and solved more of the problem we set out to tackle? These questions often creep in, especially when you’ve poured so much of your heart and energy into something.
There’s also the personal side of it. After the exit, there’s an undeniable void. I miss my team – the people I worked side by side with, who understood the vision and fought every battle together. It’s strange to no longer be in the trenches with them, navigating the ups and downs. The camaraderie you build in a start-up is hard to replicate, and when that’s gone, it leaves a certain emptiness. The connection to the mission, the day-to-day hustle, the excitement of what’s next – those things linger long after the deal is done.
On those tougher days, the “what ifs” can feel heavier. What if we could have made it bigger? What if we could have scaled more? What if I had waited just a little longer? There’s no manual for this, and no amount of advice can prepare you for the emotional rollercoaster that follows a decision like this. And honestly, hindsight being 20–20 doesn’t make it any easier.
That said, I do believe the decision was right for that moment. We exited into a larger setup, and the business now has the potential to grow beyond what we could have done alone. At the time, it felt like the best choice for everyone involved – for the business, for the team, for my family. And I hold onto that.
But like anything in life, there’s vulnerability in admitting you don’t have all the answers. I think as founders, we often feel like we need to project certainty, but the truth is, there’s always a balance between trusting your gut and wrestling with doubt. The doubts are real. The second-guessing is real. And that’s okay.
Maybe it’s time to embrace the belief that when one door closes, two more open. Perhaps the next chapter is just around the corner, waiting to unfold in ways I can’t even imagine right now. That’s what keeps me moving forward – the belief that there’s more to come.
For any founders out there facing tough decisions, know that it’s okay to question, to doubt, to feel vulnerable. It’s all part of the process. In the end, it’s not about having all the answers, but about making the best decision with what you know at the time – and trusting that the future will prove you right, in ways you can’t always see yet.
