So let’s talk about the real cost of deferring profitability and why “later” might not come unless you build with discipline now.

Why “We’ll Figure It Out Later” Is Not a Plan

Founders often assume that profitability is just a milestone you hit once growth kicks in.

But you must ask yourself:

• Is profit built into my model?
• Or are you just assuming it’ll show up someday?

It’s easy to defer the hard questions when capital is still in the bank and top-line growth looks good. But profit doesn’t magically appear at scale. It’s the result of intentional design.

If your current model loses money on every customer, adding more customers will not fix the problem. It will just accelerate the loss.

There’s a difference between strategic investment and unsustainable losses. One fuels growth. The other fuels delusion.

And in today’s market, where capital is more selective and valuations are under pressure “we’ll figure out profit later” just sounds unprepared.

Profit Isn’t a Buzzkill

This brings us to the mindset that gets us here.

Somewhere along the way, startup culture has made profitability feel like the enemy of ambition.

But here’s the truth: profit isn’t anti-growth. It’s what makes growth sustainable.

No one’s saying you need to be profitable from day one.

But you do need to know if and how you’ll get there.

Too many founders fly blind: raising, spending, showing top-line growth, assuming another round is always around the corner. Until it’s not.

So stop and think:

• If fundraising stopped tomorrow, what’s your plan?
• Can you get to breakeven?
• Have you modelled that version of the business at all?

If not, you're building on hope, not strategy.

Profit Isn’t Just About Safety. It’s About Leverage

So, how do we bring a shift in this mindset? We need to think of profit differently.

Getting to break-even, or even close, changes the entire dynamic of how you operate.

It’s not about playing it safe. It’s about having options.

When you’re profitable, you:

• Control your timeline – You’re not raising because you have to. You’re raising because it makes strategic sense.
• Negotiate from strength – Profitability gives you leverage with investors, acquirers, and even vendors. You’re not chasing money. You’re choosing partners.
• Hire with confidence – You’re not gambling on headcount, hoping for a raise next quarter.
• Ride out market dips – Downturns don’t feel like existential threats. They’re just part of the cycle.
• Reinvest in what’s working – You can double down on traction instead of constantly chasing the next short-term win.

Profit doesn’t kill ambition. It funds independence. And for a founder, that’s power.

What This Looks Like in Practice

Here’s how to start making profitability less of a vague aspiration and more of a concrete part of your thinking:

Build a path:

Even if it’s 18 months out, show how profit happens. Not just revenue growth—real, efficient profitability.