Legacy, Value Creation and Role of Governance : A founder’s inner compass drives success and happiness

Every founder starts with a vision to create something meaningful, to solve a problem, to make a dent in the universe. But somewhere along the journey, one question becomes pivotal: Are we building for “valuation” or for “legacy”? And in answering that, another often-overlooked pillar emerges ”governance”.

A conscious mindset is grounded in purpose, values, and impact. These founders don’t just build fast they build right. They see governance not as a checkbox, but as culture. They welcome tough questions from the board, respect feedback from advisors, and treat auditors as partners in building something credible and enduring. For them, accounting is empowering, not threatening. This framework focuses on value creation for all stakeholders

In contrast, a compulsive mindset is often driven by optics for e.g valuations, media visibility, investor FOMO. As the pressure builds, governance starts becoming transactional. Some founders, even those who started with the right intentions, gradually move from purpose to posturing, start cutting corners, overlooking red flags, or controlling narratives to maintain momentum.

We’ve seen public examples of corporate governance failures in the startup world, but for every one in the spotlight, many remain hidden in the shadows. Cap tables are manipulated, related-party transactions go unchecked, boards are kept passive, and critical voices are silenced. These are not just compliance failures but they’re signs of a deeper disconnection from the founder’s original values.

True governance must be a reflection of the founder’s inner compass. It’s not about appeasing regulators or investors, it’s about being at peace with how you’re building. A conscious founder invites transparency, stays open to hard questions, and leads with humility.

In my humble opinion, startups chasing valuation without values may grow, but not thrive. Legacy is built when impact, integrity, and governance are aligned. Corporate governance must rise from the inside out not just to impress others, but to stay true to oneself.

May 2025