The founder cannot become the company

Before being a CEO, I am a wife, daughter, sister, friend, woman and human being. And there was a time when I almost completely forgot that.

Everyone sees the numbers, the customers and the growth, but very few people see the emotional burden that exists behind building a company.

I've had moments where I feel I can handle everything and others where I feel everything can break.

But the hardest part hasn't been the pressure or the uncertainty.

The hardest part has been understanding how, without realizing it, you start to mix your value as a person with the state of your company.

If the company grows, you feel good. If something goes wrong, you feel like you failed as a person.

I lived it and it's exhausting.

Until I understood something that changed everything: the founder cannot become the company.

The hardest part is constant uncertainty.

Entrepreneurship is making decisions without having all the answers, while managing pressure, anxiety and fear, often all at the same time.

And on top of that there's the pressure to always appear strong.

But I've learned things that have helped me, and I believe they can help you too:

1. Separate your identity from the company

Your company can have a bad moment and that doesn't mean you're worth less as a person.

2. Take care of yourself intentionally

For me it has been key to have fixed times for exercise, reading, meditating, going to therapy and disconnecting.

3. Learn to identify your emotions

Feeling fear, anxiety or frustration doesn't mean you're doing things wrong. But the key is learning to manage them.

4. Build and nurture your support network

Entrepreneurship can be very lonely, and having people to talk to honestly changes everything.

5. Understand that emotional work is also part of the CEO role

You don't just lead strategies and teams, you also lead the energy with which you face difficult moments.

Behind every growing company is a person who is also building themselves.

Today I understand that the most important work I do as a CEO is invisible to everyone.

It's not in the metrics, or in the customers, or in the results.

It's in continuing to be myself while I build everything else.