I’ve seen promising ideas fall apart, not because they were bad, but because the people behind them believed too much, too soon. I’ve watched startups with beautiful branding, early funding, and plenty of Twitter hype disappear within 18 months.
What took them down wasn’t laziness or lack of vision. It was something quieter, more human. They misjudged how long things would take. They underestimated the cost, and they didn’t see how fast policies or market rules could change beneath them. And like me, they put too much faith in the numbers on their pitch decks.
In 2017, I started a side hustle offering a digital service. Clients came in faster than I expected. It felt exciting, like I was finally onto something. So I went all in. I used up my savings, drew up a plan, and gave it a name.
But here’s what I didn’t realise: I was treating the business more like a passion than a project. I had projections, sure, but they were built on optimism, not data. I didn’t leave room for delays. I didn’t cushion my costs. I didn’t prepare for clients who paid late, internet outages, or how exchange rates could blow up my expenses.
By the third or fourth year, things got rough. I still had clients, but my cash flow dried up. I had overcommitted, too fast, with no safety net. I almost had to shut it all down.
And I know I’m not the only one.
Across Nigeria and in many parts of Africa, we’ve built a strong wave of excitement around tech. But often, we skip the boring but important parts: things like how long projects really take, how money will flow in and out, or what could go wrong if policies change. We cheer for startups when they launch or raise money, but we don’t talk enough about what happens in between — that gap between your big idea and your first profitable year.
That’s where many startups run into trouble: not because the idea was bad, but because there wasn’t enough planning, and people were too confident too early.
This mix of hope and poor planning is dangerous. You tell yourself, “I’ve tested this. Others have done it. I’ve done the numbers.” But sometimes what we call “testing” is just looking for proof that supports what we already believe. We don’t question our assumptions enough.
The problem, therefore, is not poor planning, but planning driven by emotion, ego, or wishful thinking. And when things go wrong, it’s usually not because the founder didn’t know what they were doing. It’s because they were human, and humans make decisions based on feelings more than we admit.
So what should we do instead? Treat your idea like a project, not like a prediction. That means:
Buffer Your Timelines By 50%
If you believe a project will take six months, plan for nine. Not that you’re trying to be lazy, but because life will interrupt you. You might fall sick. A team member might quit. Your tools or suppliers might fail you. It happens. Even Apple had to delay the launch of its Vision Pro headset several times. Why? Because real projects always take longer than expected. Planning extra time doesn’t mean you’re lazy. It means you’re smart.
Add Margin To Your Costs
Many businesses crash early because they don’t charge enough. You want to be affordable, and that’s great. But you also need to survive. Add a margin that covers the unexpected: late deliveries, currency changes, weird client demands. Netflix started by mailing DVDs. It wasn’t flashy, but they made sure every cost — shipping, packaging, damaged discs — was included in their pricing. That’s how they stayed alive long enough to grow.
Run Small Pilots Before Full Commitment
Don’t launch your product to everyone right away. Start with 10 real users who’ll give you honest feedback. A small test can show you problems early, before they cost you big. Even Amazon tests new TV shows with small focus groups first. If a show flops, they cancel early. If it works, they invest more. That’s how they found hits like The Boys. Your pilot is your first safety check. Don’t skip it.
Challenge Your Optimism. Be Honest About What Could Go Wrong
It’s easy to fall in love with your idea. But that love can stop you from seeing the risks. The smartest founders pressure-test their own assumptions. by asking questions such as:
- What would make this plan fall?
- What if nobody signs up?
- What if the tech doesn’t scale?
At Y Combinator, they teach founders to stop defending their dreams and start testing their weak points. Canva did it — their first idea flopped, but they listened to tough feedback and rebuilt. That honesty is what made them succeed.
Conclusion
You don’t have to give up on your dream. You just need to stay realistic about what it takes to make it work. And planning for problems doesn’t mean you’re being negative. It means you care enough about your idea to protect it.
My business turns eight this November 2025, and I’m grateful for how far I’ve come. Although I made mistakes, I am happy I learned from them. One of the things I learnt was how to plan with my head, not just my heart.
So if you’re building something now, and you feel like you need to move faster, stop for a moment. Double-check your assumptions. Leave some room for things to go wrong. Most ideas don’t fail because they’re bad. They fail because we didn’t plan for the hard parts.
If you want your idea to survive, give it a stronger foundation. Plan better. You’ll thank yourself later.
