When I founded my company, I never imagined the day I'd have to say goodbye. Yet, after years of nurturing and growing my business, that moment arrived. It's a common narrative in the entrepreneurial world, but one that's rarely discussed openly.

Throughout my journey, I've met countless founders, and I've come to realize that the decision to leave or sell one's company is seldom a completely voluntary choice. For some, the well of inspiration runs dry. Others find themselves frustrated by the sluggishness of a growing organization. In my case, it was a clash with new shareholders that led to my departure.

The process was painful. Leaving felt like abandoning my family and my own children. The FreedomLab campus and organization was truly unique - a living laboratory where we experimented with various management, organizational design, and leadership models. From Semco-style management to Design Thinking and Systems Thinking, we tried it all. It became a platform that made a real impact on community members, partners, and clients alike. Every day was a learning experience.

Our journey wasn't easy, but it was incredible. We grew from a tiny 30m² office in the heart of Amsterdam to a sprawling 3000m² campus opposite the zoo. It was our playground, our home.

However, the time came when I had to leave. My passion for social entrepreneurship had grown immensely, and FreedomLab's unique philosophy had become almost a way of life. My identity had become completely intertwined with the company.

Enter the new private equity partner. In hindsight, their behavior was typical of such investors. Before the deal, everything was an opportunity for growth. Afterwards, everything became a risk. Initially, they praised our unique approach. Later, all they cared about was benchmarking against the average.

They saw commercial potential if we became less of a social enterprise and more like McKinsey. That hurt. I found myself constantly fighting internal battles, watching our principles erode. I tried to make one last push, to make the company so large and different that it would be uncontrollable for a Private Equity firm. But I failed. I couldn't even get my own team on board anymore.

It was time to leave my own organization, my own brainchild.

This experience taught me valuable lessons about the realities of entrepreneurship and the challenges of maintaining a company's vision and values in the face of external pressures. While it was a difficult decision, it has opened new doors and allowed me to reflect on my journey as a founder.

To fellow entrepreneurs out there: cherish your journey, stay true to your values, but also be prepared for the day when you might need to let go. It's not an easy path, but it's one that can lead to growth, both personally and professionally.