As an entrepreneur, starting a company is like giving birth to a child.

The sense of ownership and responsibility that comes with being a founder is unparalleled.

We pour our heart, soul, and countless hours into nurturing our brainchild, watching it grow from an idea into a fully functioning entity. However, along this journey, I have come to realize that as the founder of HubCare, I am more than my company, and my company is more than me.

The early days of founding HubCare were a whirlwind of excitement, ambition, and relentless pursuit of success. I was consumed by the vision of revolutionizing the healthcare industry, bringing about positive change, and creating a lasting impact on people’s lives. It was exhilarating to see the team come together, the product take shape, and the first customers embrace our solution. But as time went on, I started to see the dangers of blurring the lines between my identity and the company I founded.

One of the first lessons I learned was the importance of separating my self-worth from the success or failure of HubCare. It is all too easy for founders to tie their personal value to the performance of their venture. When the company thrives, we feel a sense of accomplishment and validation. Conversely, when it faces challenges or setbacks, it can take an emotional toll and lead to self-doubt. I realized that my self-worth should not be solely dependent on the company’s outcomes. I am more than just a founder; I have my own unique skills, experiences, and passions that exist outside of HubCare.

Another significant realization was understanding that HubCare, as a company, is more than just me. It is a collective effort fueled by the dedication and hard work of a diverse team. The success we achieve is a result of the combined contributions of every co-founder, employee, investor, and stakeholder involved. As the founder, I have the privilege of leading this incredible group of individuals, but I am not the sole determinant of our success. Recognizing and embracing the talents of others within the organization has been crucial in fostering a collaborative and empowered environment.

Moreover, realizing that the company is a separate entity from myself has helped me make more objective decisions. It is easy to fall into the trap of becoming emotionally attached to every aspect of the business, making it difficult to see the bigger picture. By acknowledging that HubCare has its own identity and trajectory, I can detach myself from personal biases and make decisions that are in the best interest of the company as a whole. This detachment allows for more strategic and forward-thinking choices, even if they may challenge my initial beliefs.

As a founder, it is important to strike a balance between passion and objectivity, between dedication and detachment. Recognizing that I am more than my company and that my company is more than me has been a transformative realization. It has allowed me to lead with a clearer perspective, nurture a healthy work-life balance, and cultivate a stronger sense of self beyond my role as a founder.

In conclusion, being a founder comes with an attachment to the company we founded. However, it is essential to remember that we are more than our companies, and our companies are more than us. Separating our self-worth from the success or failure of our ventures allows us to maintain a healthy perspective and make objective decisions. Embracing the collective efforts of our teams and acknowledging the company’s separate identity enables us to lead more effectively. As founders, let us celebrate the journey, learn from our experiences, and grow both personally and professionally, knowing that our worth extends far beyond the boundaries of our companies.