All Up In Your Business with Kareen
Oct 6, 2026 · 11 min · 9 segments
Going back to a full-time job after seven years of entrepreneurship can feel like admitting the business failed, but sometimes it’s the breathing room a founder needs to rebuild without breaking…
And the risk to your existing business on the role you play in your business now.
So here are the things to think about, because I know we're not going to have the full answers now, but I want to suggest a method of approach for you to assess what's best for you.
Which is first to understand in your current execution plan of your business to get to profitability, what is the level of effort on your part staying in that ownership role, right? Because it sounds like you don't want to be an operator in it.
But making sure that you... figure out capacity required to keep it stable if you are going to augment your time to another opportunity to get financial stability.
I also would want to look at what's the difference of any of these jobs you choose to take for some cash injection, trying to find the opportunity that's the most flexible and easy for you to exit When your business starts to take off and you do want to pay attention to more.
Because
if you start to get engaged as a responsible person and you get engaged in another full time opportunity where that's now your job and that's how you're getting paid, you slowly will start to abandon your business in a way that because that takes priority because that is right now what's paying the bills.
The second thing I would want to do in parallel is understand your profitability and forecasting to ensure that what you are actually building in your business will pay you what you need.
and making sure that your pricing is right, the way you're investing your money out into attraction is correct.
Because what I don't wanna see happen for you is you're making this like financial trade-off and a time trade-off just to find relief internally, which totally makes sense and I understand that, but you still have this entity set up that needs to run.
So if you're not involved fully there, and you're separating your time now to do something else, I just want to understand the true financial trade-offs for doing that.
But if we know that your business model is super sound and profitable with the right actions that you do choose to put into it, and you get there faster, That I think is worth giving you a little bit also mental relief of like, what am I in this for? Why do I keep doing it if I can't even pay myself? And is this an actual viable business that I still want to build and maintain? Yeah.
That part I never questioned.
It's just we just got hit.
Yeah.
a financial piece.
Yeah.
And honestly, like I shared in our last session, a lot of those people I probably should have fired a long time ago and it could have prevented me from getting into this place.
And the risk to your existing business on the role you play in your business now.
So here are the things to think about, because I know we're not going to have the full answers now, but I want to suggest a method of approach for you to assess what's best for you.
Which is first to understand in your current execution plan of your business to get to profitability, what is the level of effort on your part staying in that ownership role, right? Because it sounds like you don't want to be an operator in it.
But making sure that you... figure out capacity required to keep it stable if you are going to augment your time to another opportunity to get financial stability.
I also would want to look at what's the difference of any of these jobs you choose to take for some cash injection, trying to find the opportunity that's the most flexible and easy for you to exit When your business starts to take off and you do want to pay attention to more.
Because
if you start to get engaged as a responsible person and you get engaged in another full time opportunity where that's now your job and that's how you're getting paid, you slowly will start to abandon your business in a way that because that takes priority because that is right now what's paying the bills.
The second thing I would want to do in parallel is understand your profitability and forecasting to ensure that what you are actually building in your business will pay you what you need.
and making sure that your pricing is right, the way you're investing your money out into attraction is correct.
Because what I don't wanna see happen for you is you're making this like financial trade-off and a time trade-off just to find relief internally, which totally makes sense and I understand that, but you still have this entity set up that needs to run.
So if you're not involved fully there, and you're separating your time now to do something else, I just want to understand the true financial trade-offs for doing that.
But if we know that your business model is super sound and profitable with the right actions that you do choose to put into it, and you get there faster, That I think is worth giving you a little bit also mental relief of like, what am I in this for? Why do I keep doing it if I can't even pay myself? And is this an actual viable business that I still want to build and maintain? Yeah.
That part I never questioned.
It's just we just got hit.
Yeah.
a financial piece.
Yeah.
And honestly, like I shared in our last session, a lot of those people I probably should have fired a long time ago and it could have prevented me from getting into this place.
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