Building to Last: A Sustainable New Year’s Goal for Founders

The start of a new year often brings a familiar mix of reflection and pressure. We’re encouraged to set resolutions, overhaul routines, and promise ourselves that this year will be different. But for founders already operating at full capacity, sweeping change isn’t always realistic or sustainable.

Sometimes, the most meaningful goal isn’t doing more. It’s creating space to think differently.

As part of the 2025 Pitch Competition prize package, all finalists received a complimentary coaching session with executive coach Sarah Bellendaine, who specializes in working with founders and senior leaders.

Across her conversations with the finalists, Sarah noticed a recurring theme.

“Many founders are operating at full capacity but struggle to maintain a strategic mindset amid constant demands and future uncertainty,” Sarah said. “The tension between building a company and managing life outside of it is significant, especially the invisible mental load of carrying everything at once.” Check out Sarah’s guest blog post “Executive Resilience Framework: Seven Steps to Prevent Burnout.”

For Palita Sriratana, founder of Pink Salt Kitchens, one simple shift helped reframe her approach to execution.

“This is where Sarah helped me shift my mindset: carving out one hour each week for strategic planning so execution can happen in real time without hesitation,” Palita said. “She also helped me identify where I’m acting as my own bottleneck and translate those challenges into BOH and FOH systems - thinking about execution the same way I think about plating: timing, balance, and assembly.”

Here are three simple ways founders can reduce cognitive overload:

o   time-blocking

o   outsourcing where possible

o   leveraging systems that free up mental bandwidth

This perspective was echoed by Carolina Lopez, founder of BEJOU, who reflected on how unsustainable an always-on approach can be. For Carolina, the shift moving forward is intentional: clearer systems, fewer stress points, better delegation, and protected time for herself.

“This is my strategy,” Carolina shared. “Not because I’m stepping back—but because building BEJOU well means I have to last.”

Bottom Line: Rather than approaching the new year with a list of resolutions, how about setting aside one hour each week for strategic thinking, allowing execution to happen in real time without hesitation? Sometimes, the most impactful shift isn’t doing more. It’s finally making space to think and building in a way that allows founders to last.