We sat in the boardroom with an idea we knew was good. We had the numbers. We had the plan. We walked the room through every line of it. Heads nodded. People agreed it had legs. And then came the sentence that decides a career if you let it.
“Maybe next year.”
Not no. Not yet. Maybe next year. The corporate way of telling an ambitious woman to wait her turn while someone else decides whether her idea is convenient for them.
We did not wait. We left and built two consulting firms. Then we sold them. Both in less than 20 years. Financial freedom for our families including the nine kids between us, raised through all of it.
If you are a VP or above and you have started reading articles like this one, you already know the “maybe next year” feeling. Here is what nobody tells you on your way out the door. You are not starting from zero. You already have most of what it takes. You just have to add a few things you were never allowed to use inside the building.
What You Already Have
You already have a Kitchen Cabinet
Twenty years in financial services means you know people. The banker who tells you the truth. The lawyer who does not flinch. The operator who has already done the thing you are about to attempt. We call that handpicked group your Kitchen Cabinet, and yours is already built. You assembled it one good working relationship at a time, and most of those people would take your call tomorrow.
You already know the financials
This is the part most first-time founders fake, and you do not have to. You can read a P&L in your sleep. You know the difference between revenue and margin, between a number that looks good and a number that is good. The most common way new businesses die is running out of cash, and you are already fluent in the thing that kills them. That is not a small edge. That is most of the game.
You already know how to fail
You have lost the pitch. Missed the number. Survived the reorg that was not your fault. Corporate trained you to take a hit in front of people and show up the next morning anyway. Entrepreneurship is that, on repeat. The skill was never avoiding the fall. It is getting up, brushing yourself off, and going again. You have done that more times than you can count.
What You Need to Adopt
Now the harder part. Three things the corporate building actively trained out of you.
Make peace with uncertainty
A salary is certainty. A title is certainty. A roadmap someone hands you is certainty. You are about to trade all of it for a question mark, and the discomfort is real. Sit in it. The founders who make it are not the ones who feel certain. They are the ones who can act while feeling uncertain. That tolerance is a muscle, and you can start building it now, before you give notice.
Ship the MVP, not the finished product
Corporate taught you to polish. Nothing leaves the building until it is perfect, vetted, and signed off by six people. That instinct will sink you as a founder. Your first version is supposed to be rough. Get the minimum viable version into the market, let real customers tell you what is wrong, and fix it in the open. Done and learning beats perfect and theoretical every time.
Actually use your Kitchen Cabinet
Here is the twist. Having the cabinet is the asset. Using it is the skill, and it is the one senior women resist most. You spent two decades being the person with the answers. Now you have to be the person who asks. Call them to troubleshoot the problem you cannot crack alone. Call them to connect you to the client you cannot reach. Call them on the bad day, just to be reminded you are not crazy for trying. The people are already there. Your only job is to be willing to pick up the phone.
So Here is the Math
The corporate ceiling is real. The Fortune 500 only reached 11 percent women CEOs in 2025, the first time the number crossed 10 percent in the list’s 71-year history. You can wait another 71 years for someone to tell you it is finally your turn. Or you can stop waiting for the room to approve the idea you already know is good.
That boardroom told us “maybe next year.” We decided next year was ours, not theirs.
What is the idea you have been waiting for permission to build?
By: Beth Mazza and Victoria Sivrais are the co-authors of Entrepreneur Like a Mother (Wiley, September 2026). They previously built and sold two consulting firms, Ashton Partners and Clermont Partners, while raising nine children between them.
(Guest Contribution: The opinions and views of guest contributions are not necessarily those of theglasshammer.com)
