One of my core responsibilities as a founder is to speak honestly and directly with the team. Not to sugarcoat things or create artificial comfort, but to keep everyone grounded in reality. In a startup environment, this approach may not always be popular at face value, but it is necessary. My responsibility is to run the organization, protect its long-term health, and ensure that we all have a clear understanding of where we truly stand.
At the end of the day, a company exists to serve its customers and stakeholders. The progress of the company depends on how well it solves real customer problems and whether customers are willing to pay for that value. Everything else,”titles, narratives, recognition, or perks”, comes later and is a consequence, not a cause.
This is why I believe in putting bad news on the table early. Transparency is essential. Real progress, whether in a company or in a country, comes from facing facts early rather than hiding behind optimism. This applies internally with employees and externally with customers. Avoiding reality only delays correction.
It is also important to be clear that no individual is above the organization. There should be no special treatment based on labels such as high performer or exceptional talent. Everyone is here for the same reason: to move the organization forward and deliver more value and satisfaction to our customers.
Strong performance does not give anyone the right to push personal demands or ways of working that compromise the overall well-being of the organization. Even good or high-performing employees cannot be allowed to influence decisions in ways that weaken long-term stability. Performance matters, but alignment, discipline, and fairness matter just as much.
In the end, companies are not built on individual brilliance alone. They are built when customers genuinely value the product enough to pay for it, and when the organization remains honest, aligned, and focused on what truly matters.