Tactical insights for first-time founders to outsmart the burn, the churn & the breakdown.

Hey Founder,

Let’s be honest. You don’t hate goal setting, you just think it doesn’t apply to you.

“I trust my gut.”

“Structure slows me down.”

Your instinct got you here. But at some point, winging it stops working.

Our brains crave freedom and chaos (mine definitely does).

But every founder I know who’s grown something real?

They have some kind of structure, just enough to stay focused without killing momentum.

So this week, I’m talking about the stuff we usually ignore:

Clear goals.

Simple OKRs.

Rhythms that actually help you think and lead better.

You know the story: Masayoshi Son invested $20M in Alibaba without a product, business plan, or model. Just... a feeling. He said Jack Ma had a “sparkle in his eyes.” That gut call turned into one of the biggest wins in VC history: over $100B.

But the same instinct led him to pour over $10B into WeWork - no clear direction, no constraints, constant pivots.

We all know how that played out.

Gut can build billion-dollar companies.

It can also set them on fire.

And unless you’ve got SoftBank’s war chest… you can’t afford to rely on instinct alone.

Now compare that to a firm like SignalFire, every investment tied to clear goals, operating cadence, real-time signals. They use OKRs before they even sign a term sheet. It’s structured. Measured. Not flashy, but it works.

There’s no “right” way.

But here’s my take:

If you lead with instinct, make sure you’ve built systems to keep it in check.

If you lead with structure, don’t lose your gut in the process.

Both matter.

But only one keeps you grounded when things get real. 

It’s probably not that you hate setting goals.

You just don’t stick with them, because your brain is wired to chase the next big thing. The harder, shinier, more exciting idea.

I get it. I’ve done it too.

In The Bear, there’s this moment where Carmy rewrites the entire menu overnight.

Why? “So they can see what we’re capable of,” he says.

He does it for the high, the chaos, the need to prove something, and the quiet craving for validation. 

And honestly? Founders do the same thing.

We change course not because it’s strategic, but because we’re chasing a feeling.

Momentum. Novelty. External validation.

So quick gut check:

Is the goal you’re setting actually for the company?

Or is it just your brain looking for its next hit?

Here’s what I see come up most often (and I’ve felt all of these myself):

👉 You fear trade-offs.

Committing to one goal means letting others go. Sometimes it even means letting go of a version of yourself. That’s not easy. And it’s why we keep things vague.

👉 Your gut feels right but isn’t always right.

Our instincts are loud. Especially when they’re familiar. But familiar doesn’t mean true. And it’s easy to mistake comfort for clarity.

👉 You’ve been burned by structure.

Maybe OKRs turned into corporate theater. Maybe EOS felt like meetings for the sake of meetings. So now anything structured feels like it’s just getting in the way

1. Use a Strategy Pyramid to zoom in on what matters now

Let’s strip it back:

→ Mission: One sentence: why do we even exist? Make it long-term and rooted in purpose.

→ Vision: 3–5 years from now, what does success actually look like? Choose 1 measurable outcome.

→ Values: What are your team’s non-negotiables, especially under pressure?

→ Strategic Objectives: From there, set just 3 quarterly priorities. No “nice to haves.” No distractions.

✳️ Pro tip: Use the One Thing principle. From long-term vision → break it down to “what has to move this week?”

2. Assign owners + track weekly

You’ve probably heard this before, but most teams still skip it:

→ Give each of those 3 goals a clear owner. If everyone owns it, no one owns it.

→ Create a dead-simple scorecard (5–10 metrics tops).

→ Track progress weekly. Use whatever works — Notion, Sheets, a whiteboard in the office. Keep it visible.

3. Turn your goals into testable bets

Don’t just set goals. Make them testable:

→ For each big goal, write down 1–2 hypotheses.

Example: “If we onboard 50 customers this month, NRR improves by 10%.”

→ Run 3 customer interviews this week. Just ask. Don’t assume.

→ Log outcomes. Track it monthly. Adjust fast.

4. Block one weekly “Focus & Eliminate” session

This one saves teams hours:

→ Once a week, block 30 minutes with your leads. Ask:

“What are we working on that’s not tied to one of our 3 priorities?”

→ Create a “Stop Doing” list. Use Notion or Trello. Kill what’s not moving the needle. Seriously. Just stop.

5. Tie goals to visible, short-term rewards

People don’t need huge bonuses — they need feedback, fast.

→ Link short-term wins to small team-defined rewards.

→ Share progress publicly. Humans crave recognition.

→ Don’t wait. Celebrate momentum early and often. That’s how habits stick (BJ Fogg’s research backs it).

Someone wrote in recently:

If you’re in that spot… first, you’re not alone. I’ve walked through this with several founders, and here’s the process I’ve seen work:

-> Start by humanizing them

This is probably someone close - maybe a friend, family member, or someone who sacrificed a lot to build with you. So lead with empathy, not blame.

You can care deeply about someone and still hold them accountable.

Try:

“I value our relationship and everything you’ve put in, but we need to talk about what’s not working.”

-> Get radically honest - with yourself first

Is this a skills gap (which can be coached)?

Or a values gap (which usually can’t)?

Write it down. Be specific. Missed deliverables, unclear communication, energy shifts—name the patterns, not just the symptoms.

-> Check your side of the street

Have you actually given clear, documented feedback?

Not hints. Not hopeful nudges. Clear expectations and follow-ups.

-> Set a final bar, with a clock

If you’re not ready to part ways, that’s okay. But set a boundary:

-> Be honest that a split is on the table

Get clear on what has to change (specific goals, behavior, timelines)

Write it down. Share it. Offer support if it still makes sense (coaching, clarity, resources)

Plan for both outcomes

If nothing shifts, move quickly.

Team morale and momentum can’t wait.

-> If it comes to a split:

Review the paperwork (vesting, founder agreements, etc.)

Communicate clearly, not reactively

Offer a soft landing if you can—intros, references, dignity

Because real kindness?

It’s not avoiding the hard conversations.

It’s having them - with clarity, care, and respect.

Send it my way, just hit reply.

If goal setting feels overwhelming, here are three frameworks I’ve used (and seen work) across early-stage chaos and scaling teams:

🔹 OKRs – Clean, focused, great for alignment

🔹 EOS – Super helpful when things feel messy

🔹 Scaling Up – Solid for fast growth and multiple priorities

I pulled together a quick cheat sheet so you can pick what fits your stage.

👉 Grab it here

Before you go…

These frameworks aren’t meant to box you in. They’re not handcuffs, they’re more like an exoskeleton. You can bend them, break them, make them yours.

And no, using structure doesn’t mean you’ve lost your edge.

It just frees up your brain, so your team isn’t pinging you for every decision.

That kind of independence?

That’s your moat.

See you next Thursday,

—Mariya

Hit reply and let me know. I read every single one (for real).

Hey, I’m Mariya, a startup CFO and founder of FounderFirst. After 10 years working alongside founders at early and growth-stage startups, I know how tough it is to make the right calls when resources are tight and the stakes are high. I started this newsletter to share the practical playbook I wish every founder had from day one, packed with lessons I’ve learned (and mistakes I’ve made) helping teams scale.

Mariya Valeva

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