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I was probably off the beat, but you have to do what you enjoy.
Mycoskie realized that a desire to sustain hypergrowth had pushed the company away from its mission.
During my months away, I did a lot of thinking about my personal “why.” I knew why I had started the company, and why people joined me in the early days.
And I still believed in our mission and the impact we were making.
My days were monotonous, and I had lost my connection to many of the executives who were running daily operations.
What had once been my reason for being now felt like a job.
In the six years since I’d founded TOMS, it had grown from a start-up based in my Venice, California, apartment to a global company with more than 0 million in revenue.
He traveled to conferences around the country to learn from experts in social enterprise and international development.
But I was no longer sure why I wanted—or even if I did want—to continue driving the business forward.
Eventually I came to a surprising conclusion: I felt lost because TOMS had become more focused on process than on purpose.
" In the fall of 2012 the author decided he needed to do some soul-searching.
The start-up he’d founded six years earlier had grown into a global company with more than 0 million in revenue, and it was still delivering on its promise to donate a pair of shoes for every pair sold, but Mycoskie felt disillusioned.It was not your typical travel-the-world sabbatical.