By Stefan Niederauer

When people talk about launching a startup, there’s often this unspoken assumption: to be successful, you have to go all in. Quit your job, burn the bridges behind you, and commit every waking hour to the new venture. That story makes for great headlines — but it’s not the only path.

Before we formally founded Freyya, I was already treating it like a full-time commitment. During my graduate work, I spent time with women who were navigating the lifelong physical and mental consequences of pelvic dysfunction. Those conversations left a mark. They lit the fire that drove me to take action, first by writing grants in my spare time, then by building a team and a vision around the technology that could genuinely help. At the time, I was working full-time at another startup that fully supported my goals. That kind of understanding is rare, and it made it possible for me to move forward without sacrificing everything else in my life.

Managing dual roles at Freyya and Rebel Medicine hasn’t been easy, but it’s entirely possible with structure and intention. I’ve found that the only way to make real progress is to carve out long, focused blocks of time — four hours or more — to avoid the trap of constant context-switching. Having both teams based at Altitude Labs has also been a huge time-saver, making collaboration more seamless and eliminating the friction of being in two places at once.

Of course, time management isn’t the only challenge. One of the most persistent obstacles in building Freyya has been raising awareness about pelvic floor disorders. These are deeply personal issues, and societal stigma still keeps many women from speaking openly about them. That silence can lead to misunderstandings, even among decision-makers. We’ve had to be more thoughtful about how we communicate, making the issue more real and relatable for people who have never gone through it. And slowly, that effort is paying off.

There have been sacrifices, too. I’ve missed social events, turned down weekend plans, and reprioritized time with family and friends. But I don’t see those decisions as losses. I’ve been fortunate to have a community that supports what I’m building, and for me, that understanding has made all the difference.

If there’s one thing I underestimated going into this, it was how much time I’d spend outside of product development. Fundraising, operations, compliance, admin — it turns out building the idea is just one part of building the company. Shifting into a leadership mindset has been its own challenge, and one I’m still learning from every day.

What’s been reassuring is that our investors haven’t seen my dual role as a red flag. If anything, they’re encouraged by our ability to move fast and hit milestones while juggling multiple demands. In their eyes, it’s not about how many hours I spend — it’s about what we deliver.

Freyya is developing a discreet, intra-vaginal biofeedback system that gives women real-time insight into their pelvic floor training. At Rebel, we’re advancing a long-acting injectable for post-op pain that aims to replace opioids. Different missions, same goal: improve quality of life through smarter, patient-centered care.

Starting a company doesn’t mean giving up everything else. With the right people around you, clarity of purpose, and a commitment to the work, you can build something meaningful — and still be whole while doing it.