I Got Fired From My Own Startup
Hi, I’m Olli. I quit a comfortable, well-paying job as an engineering manager to chase my dream of starting a business. A year later, I was fired from my own startup because my co-founders couldn’t stand each other.
I had always dreamed of being an entrepreneur, but I decided to let others pay for my learning first. Years went by, and I grew comfortable in my engineering career.
Then two big things happened: I got married, and my daughter was born.
During our honeymoon in the Seychelles, staying at a five-star resort, I got a taste of luxury my current income couldn’t sustain. More importantly, I realized I didn’t want to tell my daughter someday that I had dreamed of being an entrepreneur but never had the courage to try.
So just before she was born, I quit my job. I didn’t have a solid plan—just a few vague ideas of what I wanted to do.
Joining Antler
Shortly after my daughter was born, I was unemployed, and my wife was on parental leave. Spending time with our baby was amazing, but after a couple of months, I joined the first Antler cohort in Finland, as suggested by an old colleague.
Through Antler, I met our CEO. I really enjoyed working with him, and we researched about thirty ideas before landing on project management software for the legal industry. The problem was clear, but selling was a challenge. Thankfully, the CEO brought in a CMO to handle sales and marketing.
The CMO nailed the pitch at the investment committee, and we secured funding. Our startup was ready to take off—or so we thought.
The Grind Begins
Summer was slow in Finland, so I spent a lot of time with my daughter. After the holidays, the real grind began. We set up our office at Maria01, and our CMO booked sales meetings non-stop. However, we faced a problem: our product was too vague. Customers saw potential but weren’t sold.
Looking back, I should have been more proactive in interviewing users, but other "busy work" often felt more urgent. We were also slowed down by lacking clear short-term goals. Still, I chalked it up to the learning process of building something new.
Pivoting to AI-Assisted Timekeeping
After months of feedback, we pivoted to AI-assisted timekeeping software for lawyers. Billable hours were a major pain point, and our solution clicked with customers. The long-term vision was to evolve into a law firm management platform powered by AI.
While the pivot brought clarity to our product, cracks in the team became more apparent. Heated arguments dragged on without actionable outcomes. I focused on product development to avoid the conflict or tried to mediate by setting clear goals, but underlying tensions remained.
The Issues
Balancing startup life and family life was tough. My wife wanted to return to work, but we weren’t ready to send our daughter to daycare. We came up with a plan: in a couple of months, I would take care of her two days a week while my wife worked, and I’d focus on the startup outside those hours.
However, the real problems were within the team:
The CEO’s Role: The CEO lacked focus and avoided unpleasant tasks, like reaching out to investors. His hesitation hurt our funding efforts.
The CMO’s Frustration: The CMO wasn’t passionate about the project or the CEO. She struggled with his habit of dismissing input, which I should have addressed earlier.
Team Tensions: Conflicts between the CEO and CMO escalated, undermining collaboration and productivity.
The Breakup
At Slush, doubts about the startup came to a head. The CMO told me she wanted to quit. I tried to convince her to stay by suggesting the CEO step down, but her mind was made up.
After the CMO left, I questioned whether I should stay. Our investor convinced me to keep going, but I got sick shortly after and was bed ridden for a week. During that time, the CEO made it clear: I needed to be “100% in or out.” Suddenly, the part-time parental leave arrangement—something everyone had been fine with earlier—was no longer an option.
With my wife’s return-to-work agreed with her employer and no daycare lined up, I had to choose between my family and the company. I also knew the CEO’s struggles would resurface. So, I was fired from my own startup—for prioritizing my daughter.
Lessons Learned
Focus on SLC, Not MVP: Our MVP had too many features. In hindsight, we should have focused on building a Simple, Lovable, Complete product.
Customer Conversations Matter: We didn’t do enough user interviews or act quickly enough on feedback.
Team Dynamics Are Critical: We avoided tough conversations instead of addressing issues head-on. Open communication is essential for success.
Family First: Startups demand full commitment, but young children grow up fast. I wouldn’t pursue a VC-backed startup again while raising a baby.
Though my first startup failed, it taught me invaluable lessons about entrepreneurship, leadership, and resilience. I’m more deliberate now about who I work with and the opportunities I pursue. And I wouldn’t trade the time I’ve spent with my daughter for anything.
