The life of an entrepreneur is not for the faint-hearted. It’s one I know all too well. It is a divergent path, often misunderstood and solitary, where the rewards are rarely immediate, and the risks loom large. For every Jeff Bezos who started Amazon in a garage, there are thousands of entrepreneurs grappling with the weight of unmet expectations and the fear of failure. Yet, in the crucible of misunderstanding lies the potential for greatness — a potential that is more likely to be realised with a bit of prudence and insight.

So many founders battle in the maelstrom that is the world of business alone. Yet, as we all do battle, for distinct armies, it is important to know that there are some that ‘get it’, in a world of many who don’t. This too is okay, because variety and diversity are the baselines for any community. What you soon come to find out is, irrespective of the size of a business, we are all facing challenges — some larger than others — but challenges nonetheless. And in a very real sense, these challenges are hard to relate to for those not facing them. I hope that this article helps foster a bit of understanding, as much as it gives founders peace of mind to know that it’s okay to be misunderstood.

The Numbers Behind the Journey

According to the Global Entrepreneurship Monitor (GEM) report, approximately 300 million people globally are actively trying to start a business at any given time. However, the odds of survival are daunting: in the US, only about 80 per cent of small businesses make it to their second year, and fewer than 50 per cent last five years. In the United Kingdom, about 60 per cent of small businesses fail within three years.

In India, a growing entrepreneurial hub, only 10 per cent of start-ups are considered successful. Compare these numbers to the billions of people in the global workforce, and it becomes clear — entrepreneurship is an outlier’s game. Only a small fraction of people take the leap, and an even smaller fraction succeed. In Jamaica, the Companies Office of Jamaica reports that between January and August 2022, 3,277 companies were incorporated, and 9,943 new business names were added to the registry. Yet, like global trends, many of these ventures face significant challenges, highlighting the high-risk, high-reward nature of building a business. Data on how many of these 3,277 companies remain active beyond the two-year period would be insightful.

Embracing the Imbalance

Founders must embrace imbalance in the early years of their ventures. The journey often demands long hours, limited social engagement, and personal sacrifice. I’ve often been told by friends, partners and family members that ‘I work too much’. This is something many founders experience. It is the anathema of the reality of many. The truth is great achievements are seldom separated from great sacrifice.

As Elon Musk famously said, “Being an entrepreneur is like eating glass and staring into the abyss of death.” Yet, this imbalance is not a flaw — it’s a necessity. Building something from nothing (outside of one’s ingenuity and grit) requires relentless focus, delayed gratification, and an almost obsessive commitment to a vision that others may not yet see. Andrew Grove, in his seminal book Only the Paranoid Survive, highlights the concept of “strategic inflection points” — pivotal moments where businesses must adapt to survive and thrive. Entrepreneurs who remain vigilant and paranoid in their pursuit of success are more likely to anticipate shifts in the market and pivot effectively. Grove asserts, “Success breeds complacency. Complacency breeds failure. Only the paranoid survives.”

For example, consider Netflix’s evolution from a DVD rental service to a global streaming giant. Reed Hastings and his team recognised the impending shift in consumer behaviour early on, embracing the inflection point that would ultimately disrupt the entertainment industry. Entrepreneurs must similarly stay attuned to external changes and be prepared to make bold, unconventional moves.

On one hand, we balance the need to swiftly respond to disruption, on the other, we need to be patient. Additionally, psychologists argue that embracing delayed gratification — the ability to resist short-term rewards in favour of long-term gains — is a key predictor of success. A study published in the Proceedings of the National Academy of Sciences found that individuals who practised delayed gratification were more likely to achieve higher educational and professional outcomes. For entrepreneurs, this might mean driving an old car, foregoing vacations, or reinvesting profits back into the business rather than enjoying immediate luxuries.

Why Misunderstanding Is a Badge of Honour

To the outside world, an entrepreneur’s decisions can seem irrational. Why leave a stable job for an uncertain future? Why work 80-hour weeks for years without guarantees of success? But as Steve Jobs once said: “The people who are crazy enough to think they can change the world are the ones who do.”

Misunderstanding often arises from the entrepreneur’s singular focus on their vision. While friends might see risk, the entrepreneur sees opportunity. While society values conformity, the founder values innovation. This divergence is not only acceptable but essential. After all, innovation seldom comes from those who play by conventional rules.

So wear the badge proudly, and remember it takes a decade to become an overnight success.

Practical Tips for Founders

It is critical for entrepreneurs to develop habits and mindsets that foster resilience and adaptability.

Firstly, accept solitude as part of the journey: Building something unique often means walking a path that others cannot fully understand. Surround yourself with mentors and supportive peers, but be prepared to face critical decisions alone. For example, Sara Blakely, founder of Spanx, worked in secrecy for years before launching her product.

Secondly, practise frugality to preserve resources: Keep personal and business expenses low during the start-up phase. For instance, Airbnb’s founders famously funded their start-up by selling cereal boxes, showing that creativity and frugality often go hand in hand. Warren Buffet’s mantra, “Do not save what is left after spending, but spend what is left after saving,” applies equally to businesses as to personal finance.

Thirdly, seek education and resources that bolster your skills and decision-making: Books like The Lean Startup by Eric Ries and Shoe Dog by Phil Knight can provide valuable insights. Globally available organisations like SCORE, the International Council for Small Business (ICSB), and online platforms like Coursera’s entrepreneurship courses offer practical guidance for founders.

Fourthly, embrace feedback but learn to filter it: Not all advice will align with your vision or circumstances. Jack Ma, the founder of Alibaba, faced repeated criticism but stayed true to his belief in e-commerce, even when it was a novel idea in China.

Finally, celebrate small wins to maintain momentum: Whether it’s landing your first client or reaching a funding milestone, recognising progress can fuel the energy to keep going.

The Dos and Don’ts of Effective Founders

As a founder, it’s important to follow principles that align with long-term success while avoiding common pitfalls. Here are some practical do’s and don’ts:

Do: Focus on solving real problems. Airbnb succeeded because it addressed a global need for affordable and unique accommodations. Build a strong network of supporters who can provide guidance and encouragement. Maintain resilience in the face of setbacks — Howard Schultz faced numerous rejections before transforming Starbucks into a global brand.

Don’t: Chase trends without a clear strategy. Many start-ups fail because they focus on fads rather than solving enduring problems. Overextending financially in the early stages; running out of cash is one of the most common reasons businesses fail. Let fear of being misunderstood deter you from pursuing your vision. Oprah Winfrey’s journey from local TV host to global media mogul was filled with doubters, but her persistence paid off.

Conclusion: Normalising the Anomaly

In a world that often prizes conformity, being an entrepreneur means embracing your inner anomaly. It’s about thriving in the discomfort of being different, believing in your vision when others do not, and persisting through the challenges that deter most. While the path is not for everyone, for those willing to accept the trade-offs and embrace being misunderstood, the rewards — both personal and professional — can be extraordinary.

As 2025 unfolds, let’s normalise the entrepreneurial journey — the sacrifices, the loneliness, and the triumphs. Founders are the lifeblood of innovation and progress. So, here’s to the misunderstood, the outliers, the dreamers who dare to do. The world wouldn’t move forward without you.

Don’t aim to be understood; aim to go beyond your fears.

About Kemal Brown

Kemal Brown is the founder and CEO of Digita Global Group, a forward-thinking conglomerate established in 2018. With subsidiaries across communications, real estate, venture capital and technology, Kemal leads the Group in delivering innovative, value-driven solutions. Known for his visionary leadership, he has positioned Digita Global Group as a catalyst for transformative change, driving growth and addressing the evolving needs of businesses and communities worldwide.