I was staring out of my London apartment window, 80% revenue drop, less than three months of runway left, and 140 salaries I couldn’t pay. It was April 2020, COVID-19 had just shattered the travel industry, and our funding round (the one supposed to catapult us forward) had evaporated overnight.
But here’s what still surprises me: I felt calm.
That unexpected peace came from a simple principle I’d encountered in ancient philosophy: focus only on what you can control, and don’t worry about the things you can’t. This 2,000-year-old Stoic concept became the foundation that helped my company not just survive the pandemic, but emerge as Europe’s leading short-term rental management company.
I’m not a philosopher. I’m the CEO of GuestReady and RentalReady, and I’ve spent eight years building companies in one of the most volatile industries imaginable. But Stoicism has become my secret weapon for navigating startup chaos. And if these ancient principles can help a hospitality company survive a global pandemic, they can help any European founder weather their storms.
The control principle: Your North Star in crisis
The most fundamental Stoic concept is the dichotomy of control. Marcus Aurelius wrote, “You have power over your mind, not outside events. Realise this, and you will find strength.”
When facing the potential end of the company’s journey in 2020, I couldn’t control the pandemic, collapsed markets, or travel restrictions. But I could control our response.
Instead of wasting energy on denial (initially refusing to believe London could lock down like Italy), panic (watching 80% booking cancellations), or regret (why build a travel-dependent business?), I channelled everything into execution mode and we acted fast.
We cut costs ruthlessly. Everyone took a salary cut, and as CEO, it was my duty to take the largest cut. We furloughed where possible, unfortunately had to let some team members go, and pivoted into mid-term rentals. These measures convinced existing investors to support us through the crisis. Many of these actions are emotionally complicated to navigate, so I decided to focus my emotions on what mattered most.
The result? We didn’t just survive. We used the crisis to consolidate our market position whilst competitors struggled, ultimately becoming the market leader in Europe.
Turning setbacks into competitive advantages
Seneca wrote, “Disaster is virtue’s opportunity.” This isn’t feel-good philosophy; it’s a practical business strategy. When setbacks hit, Stoics don’t resist reality or waste energy on regret. Instead, they ask: “What can I do now? How can I use this situation?“
During COVID, whilst our competitors were paralysed by crisis, we were actively pursuing acquisitions and partnerships. Companies that might have remained independent were suddenly willing to join forces with us. The pandemic was brutal, but it taught us that market downturns often create the best opportunities for strategic moves. This systematic approach to problem-solving also led us to develop our property management software that automates complex workflows we’d mastered through operational experience.
Strategic pessimism: Anticipating what could go wrong
Founders are eternal optimists, but blind optimism without preparation is dangerous. The Stoic practice of premeditatio malorum (imagining what could go wrong) becomes a competitive advantage.
Early on, we had that classic startup mindset: if large tech giants like Airbnb and Uber could defy regulations, surely we could too. But this mindset changed when my phone rang during a team lunch in Lisbon. Our Singapore country manager, with fear in his voice, told me the Singapore government had changed short-term rental laws overnight. We were no longer compliant.
We shut down the entire market that day. It hurt, but it taught us that regulation is now one of our most important strategic considerations. We constantly monitor regulatory developments because we know rules will change. When Edinburgh later changed its regulations, we were prepared. We’d reduced investment well ahead of time, making the loss manageable instead of catastrophic.
Your startup could die, and you’d be okay
The Stoics practised memento mori (remembering that you will die). For founders, I adapt this to: your startup could die, and you need to be okay with that.
During our COVID crisis, I realised that even if we didn’t survive, our journey would still have been worth it. I’d learned tremendously, met incredible people, and had the opportunity to lead during unprecedented times. This perspective didn’t make me care less about the company’s success; it made me care better. The motivation shifted from fear-based to purpose-based.
Many founders tie their identity to their company. I still identify with GuestReady, but I’ve made a conscious effort to create separation. What’s helped me stay grounded are the other parts of my life: time with my wife and son, family, exercise, nature, and friendships. Self-worth has to come from within.
Building your practical Stoic toolkit
I don’t follow formal Stoic routines like daily journaling. For me, Stoicism is a mental toolbox I reach for when needed. In difficult moments, I ask myself:
- What’s actually in my control here?
- How can I learn from this situation?
- Am I responding thoughtfully or just reacting emotionally?
- Is this worth the energy I’m giving it?
When my mind spins at 3 AM, I ask: “Is there anything I can actually do about it right now?” If yes, I do it – mostly it’s just writing down my thoughts so I don’t forget. If not, I let it go.
Whilst scaling the company, I’ve developed simple habits that keep me grounded: starting the day with a walk, workout, or yoga before sitting at my desk; blocking time on weekends for family and friends; prioritising sleep. These aren’t grand gestures, but they create moments of stability that enable peak performance under pressure.
The reality: It’s harder than it sounds
I’ll be honest: following these principles is much harder in practice than it sounds on paper. I still get worked up emotionally, berate myself for mistakes, and dwell on failures more than I’d like.
But it’s exactly in these moments that reminding myself of these Stoic principles has been most helpful. When I catch myself getting caught up in regret or anxiety, I can step back and ask: “What’s actually in my control here?” It doesn’t magically solve everything, but it helps me get out of the negativity and back into action.
The goal isn’t to become some emotionless robot. It’s to have tools you can reach for when your mind inevitably starts spinning. If you’re facing tough times right now, start small. When you notice yourself worrying about things outside your control, just pause and redirect that energy toward something you can influence.
For founders wanting to explore this further, I recommend Marcus Aurelius’s “Meditations” for insights into how the most powerful man of his time dealt with struggles we all face, William Irvine’s “A Guide to the Good Life” for practical wisdom you can apply immediately, and Ryan Holiday’s “The Obstacle Is the Way” for help turning setbacks into advantages.
Read the orginal article: https://www.eu-startups.com/2025/09/stoic-ceo-what-ancient-philosophy-taught-me-about-leading-through-crisis/
