On the flight back home, somewhere between the clouds and the uncomfortable seat, I found myself reflecting. Inspiration sneaks in through the small moments—a walk with a friend, an unexpected conversation—and suddenly, new insights rise to the surface.

But then I reminded myself: growth doesn’t come only from answers. It comes from asking sharper, braver questions.

So here are the questions currently keeping me awake at night:

• How do we close the hiring of our clinical lead and the new tech lead as quickly and wisely as possible?
• How do we bring the team closer together, and what exact process do I want the team to experience?
• How do we learn from past decisions to create a clear framework of values and vision that everyone speaks and lives by?
• How do I make sure that every single week we meet with at least one investor or partner who can open doors?
• How should decisions really be made—what belongs to advisors, what to the founding team, what to design partners, and what to me as CEO?
• What can I do tomorrow morning to be better, sharper, and more focused for the success of the company?
• Which muscles should I train most as CEO, and what does each team member need from me right now?
• How do I free up time from tasks that drain me—like legal or administrative processes—so I can focus on what matters most?

These questions are not random—they are checkpoints. Each one is like a signpost along a long trail, reminding me to pause, recalibrate, and make sure we’re still moving in the right direction.

And while the answers will come in time, the practice of asking—openly, honestly, without ego—is itself a leadership skill.

Along this path, I’ve started to apply some practical habits: moving quickly once hiring decisions are clear, shaping team culture with intentional rituals, documenting our vision on one page, locking one weekly slot for investor meetings, setting a clear decision-making matrix, asking myself daily “what can I do 1% better tomorrow?”, choosing two leadership skills to strengthen each quarter, seeking monthly feedback from the team, delegating tasks that drain me, and using flights or walks as reflection time.

Startups often glorify the hustle. But I’m realizing that the real progress comes from the courage to stop, to ask better questions, and to guide the team’s journey around them.

These are my questions for this stage of the journey. I wonder—what are yours?

See you on the next leg of the journey.