The current startup climate is unforgiving, demanding that only the most adaptable and innovative teams survive. While founders may know their own business well, there are a whole set of other skills and techniques they need to master to achieve true startup success. That’s where executive coach Noa Urbach comes in.

We talked to Noa about the key differences between working in a corporate versus a startup setting and the ways she guides founders through their toughest challenges.

Walk us through your background and how you work with companies and founders today.

I started my career in strategy and finance at large corporations, beginning with financial institutions (Barclays UK, PwC) and later leading a partnerships team at Google UK. Once I gained leadership and strategic thinking skills, I transitioned to the startup world to build from scratch and led business development efforts at Hibob, MyHeritage, and other startups.

Working in early-stage startups, I realized that founders, especially first-time founders, face numerous challenges other than strategy and business development —developing leadership and communication skills, handling stress and anxiety, building culture and teams, and maintaining focus amid constant distractions.

After studying coaching, I discovered I had the right combination of tools and experience to assist founders on their challenging journey, directly impacting their success and the well-being of everyone in their startups.

What motivated you to work with founders, and what do you find rewarding about it?

Working in early-stage startups, I realized that founders, especially first-time founders, face numerous challenges that are not only related to strategy and business development – such as developing leadership and communication skills, handling stress and anxiety, building culture and teams, and maintaining focus amid constant distractions.

After studying coaching, I discovered I had the right combination of tools and experience to assist founders on their challenging journey, directly impacting their success and the well-being of everyone in their startups.

What are the primary differences between working at Google and working with founders launching or trying to scale businesses? Are there similarities in how you’ve advised these businesses and their leaders?

I observed two main differences. The strong brand and clearly defined products you have at Google to support you are missing at early-stage startups. There’s also a difference in the level of chaos you navigate. At Google, you’re piloting a cruise ship through well-charted waters. In startups, you’re surfing a tsunami on a handmade board.

Most startups fail due to this tightrope walk. People sometimes forget that these challenges also make founding a startup mentally taxing. In terms of similarities, in both environments, you need to move fast, accept failure, and learn from it quickly.

The fundraising and venture capital market has cooled considerably. What advice can you give, or are you giving, to founders you work with on how to move forward and stay positive? 

It is a tough environment, especially for startups that are just launching. The U.S. has recently reported that the rate of startup bankruptcies is nine times higher in Q1 2024 compared to 2019. This environment is creating a “survival of the fittest” scenario where only the most adaptable teams and truly innovative ideas will thrive. It’s painful, but it’s purging the ecosystem of “copycat” startups and pushing founders to address real, pressing problems.

My advice to startups? Embrace the “cockroach” mentality. It’s not glamorous, but it’s nearly indestructible. Focus on becoming cash-flow positive, even if it means pivoting your entire business model. One founder I work with transformed their B2C app into a B2B SaaS product, sacrificing rapid growth for sustainability. They’re not just surviving; they’re building a foundation for long-term success.

If you’re caught in the funding cycle and can’t escape, cut costs to gain more time to let the market improve. If you need to pursue a funding round soon, be relentless and hyper-focused on what will attract investors – specific models to incorporate (like AI), building a sustainable growth engine, demonstrating real progress with limited resources, or reducing costs with a plan for profitability. Big dreams and visions aren’t enough these days to secure funding.

How is the weakening fundraising environment altering go-to-market and growth strategies for founders right now? 

The era of “growth at all costs” is over. Founders are now adopting deliberate, controlled growth that prioritizes profitability over rapid expansion. This means hyper-focusing on a niche market, perfecting the product for that small group, refining their monetization strategy, and only then considering expansion. It’s a slower approach, but it builds a loyal customer base and a strong foundation that can weather any storm.

What are some tools that you find most effective in managing and overcoming challenges?

One tool I recommend, and practice with my founders, is “scenario role-playing” – acting out worst-case scenarios, from losing key team members to significant product failures, as well as tough conversations like layoffs and board meetings. This not only prepares them mentally but often reveals innovative solutions they wouldn’t have considered otherwise. It turns abstract fears into concrete, manageable challenges.

Although it may seem counterintuitive for builders, practicing mindfulness or meditation for even 10 minutes a day can significantly enhance your ability to handle challenging situations. Regular yoga practice enhances your ability to maintain focus and clarity under stress. It helps cultivate a mind that thrives under pressure.