Therapist Insights / Executive Mental Health
Tech founder burnout: what the data actually shows.
Founder burnout is measured badly and reported worse. A percentage leaves a survey, loses its sample and its question wording somewhere in a roundup, and arrives in a headline with no collector attached. What follows is the research that can actually be traced back to the organizations that ran it, what those figures cover, and what they do not.
THE QUICK TAKEAWAY
Founder burnout is one of the best documented and worst cited problems in technology. Startup Snapshot's 2023 report The Untold Toll, drawn from more than 400 startup founders worldwide, found that 72 percent reported an impact on their mental health and that 81 percent are not really open about their stress, fears and challenges. Sifted's February 2025 survey of 138 founders found 54 percent had experienced burnout in the previous twelve months and 46 percent rated their mental health as bad or very bad. Concealment, not prevalence, is what keeps tech founders untreated, and concealment is the part a board never sees.
§01 / 09 / Definition
What the founder burnout numbers actually measure.
Founder burnout statistics measure three separate things that get reported as one: how many founders say the work has affected their mental health, how many meet a burnout threshold in a fixed window, and how many have told anyone. CEREVITY treats those as different questions, because tech founders are rarely undercounted on prevalence and almost always undercounted on disclosure.
Three different quantities get quoted interchangeably in almost every article about tech founder burnout. The first is prevalence: the share of founders who say the work has affected their mental health at some point. The second is severity: the share who report burnout specifically, usually self-assessed over a stated window such as the last twelve months. The third is disclosure: the share who have said any of it out loud to a person who could do something about it. Those are not interchangeable, and the gap between the first and the third is the entire clinical story. A roundup that compresses all three into one percentage, drops the sample size, drops the question wording and drops the organization that collected the data has not given the reader a statistic. It has given them a rumour with a decimal point. The traceable research is more useful than the roundups and considerably less dramatic. The startup research platform Startup Snapshot surveyed more than 400 startup founders across the globe for its 2023 report The Untold Toll, produced with Intel Ignite, Econa, Zell Entrepreneurship and Arnoon. The European startup publication Sifted ran its own founder mental health survey and published the results on 26 February 2025, drawing on 138 respondents, roughly two thirds male and just under a third solo founders. Neither is a clinical instrument administered under supervision. Both are self-report surveys of founders who chose to answer, which is worth saying plainly, because a founder trying to work out whether their own exhaustion is normal deserves to know how soft the denominator is before they compare themselves to it.
Six pressures that come with the founder seat
Runway is a clock nobody can stop
Salaried executives operate against quarters. Founders operate against a cash-out date that moves only in one direction unless something is raised or sold. That produces a specific kind of chronic activation, because the deadline is not a project deadline, it is the company's continued existence, and it never leaves the room.
The board is an audience, not a peer group
Board meetings look like collegial problem-solving and function as evaluation. Investors hold the power to replace the founder, and every founder knows it. Startup Snapshot found that only 10 percent of founders talk to their investors about their stressors, which is not evasion so much as an accurate reading of the incentives.
Identity and company share a name
A hired executive can have a bad quarter without it being a verdict on who they are. Founders usually cannot. The company was an idea they had, staffed with people they recruited, funded on a story they told, and a downturn in it reads internally as a downturn in them.
Layoffs land differently when you hired everyone
Cutting a team someone else built is a management decision. Cutting a team you personally recruited, whose partners you have met and whose relocations you approved, is something else. Founders describe the days around a reduction in force as the single worst stretch of the job, and they usually describe them alone.
The role has no floor
Every other seat in a company has a scope. The founder's scope is whatever is currently broken, which means the job expands to fill whatever capacity exists. Sifted's 2025 survey found 67 percent of founders working more than 50 hours a week, and the hours are only the visible part of a load that follows them home.
Fundraising rewards the performance of certainty
The behaviour that raises a round, unshakeable conviction delivered without hedging, is close to the opposite of the behaviour that gets a person help. Founders rehearse certainty for months at a time and then find they cannot switch it off in a room where honesty would be useful.
▶ Research
The single most useful number in the founder mental health literature is not a prevalence figure at all. Startup Snapshot's 2023 survey of more than 400 founders found that 81 percent are not really open about their stress, fears and challenges, that 77 percent do not get professional help, and that 50 percent perceive a negative stigma around seeking it. Set that against the general population: the National Institute of Mental Health reports that among United States adults who had a major depressive episode in 2021, 61 percent received treatment for it that year. Founders are not notably more affected than other high-pressure groups. They are notably less likely to do anything about it, and that is a solvable problem in a way that the pressure itself is not.1
What the disclosure gap actually costs
Untreated burnout gets expensive before it gets visible
The first casualties are not obvious to anyone reading a dashboard. Judgment narrows, the tolerance for ambiguity drops, and decisions start getting made to end the discomfort of deciding rather than because the evidence has changed. By the time output visibly falls, a founder has usually been running impaired for two or three quarters, and several of the decisions made in that window are already load-bearing.
Concealment is rational, which is why advice to open up fails
Telling a founder to be vulnerable with their board ignores what the board is for. Investors are fiduciaries to their own limited partners and hold the power to change the chief executive. A founder who reads disclosure as a risk to control, to the next round and to their team's confidence is reading the situation correctly, and the answer is not to argue them out of it but to give them somewhere the risk does not apply. Sifted found 56 percent of founders had received no mental health support of any kind from their investors, which is part of why some firms now build leadership mental health support for venture-backed startups in at the portfolio level rather than leaving each founder to solve it privately.
The people around the founder absorb what is not said
Silence does not contain a problem, it redistributes it. The spouse who gets the unedited version at eleven at night, the cofounder who fields the mood without ever being told what it is about, the second-line leaders who start filtering bad news upward: all of them are already carrying the burnout that has officially not been disclosed to anyone.
Who is actually holding this with you
Founder burnout is described as a private problem and is almost never contained to one person. The Startup Snapshot data on where founders take their stress is unusually clear about who absorbs it: 76 percent turn to a spouse or family, 49 percent to a cofounder, and 10 percent to investors. That distribution tells you where the weight lands, and it explains a great deal about why the seat gets lonelier the higher it goes.
Your cofounder
The one person who understands the problem in full detail is also the person who is exposed to it in full detail. Half of founders name a cofounder as a primary support, which works until both are depleted at the same time, at which point the relationship that was holding the company starts absorbing the strain instead of relieving it.
Your spouse or partner
Three quarters of founders take it home, which makes a partner the de facto clinician in most startups. Partners carry the unfiltered version of the runway maths, the board dynamics and the sleeplessness, usually with no ability to act on any of it and no one to hand it to.
Your early leadership team
The first ten hires read the founder's state constantly and adjust to it, whether or not anything is said. A founder who believes they are concealing exhaustion well is usually being managed around by people who noticed months ago and decided not to raise it.
§02 / 09 / Telehealth
What the traceable research shows.
Three data sets can be traced to the organizations that collected them: Startup Snapshot's 2023 survey of more than 400 founders worldwide, Sifted's February 2025 survey of 138 founders, and Freeman and colleagues' 2019 study of 242 entrepreneurs. Together they show high strain among founders and very low disclosure, measured in different ways on different samples.
Prevalence is high and reported consistently
Startup Snapshot's 2023 report The Untold Toll surveyed more than 400 startup founders across the globe and found that 72 percent reported an impact on their mental health. Broken down, 44 percent reported high stress, 37 percent anxiety, 36 percent burnout, 13 percent depression and 10 percent panic attacks, and 54 percent said they were very stressed about the future of their startup. The report was produced with Intel Ignite, Econa, Zell Entrepreneurship and Arnoon. It is self-report from a self-selected sample, and it is the largest founder-specific data set of its kind with a named collector attached.
The 2025 numbers point the same direction
Sifted published a founder mental health survey on 26 February 2025 based on 138 respondents. It found 54 percent had experienced burnout in the previous twelve months, 46 percent rated their mental health as bad or very bad, 75 percent had experienced anxiety and 83 percent high stress, while only 6 percent reported no mental health issues at all. It also found that 56 percent had received no mental health support of any kind from their investors. The sample is small and skews European, so it is best read as a direction of travel rather than a national estimate.
The clinical prevalence research is older, narrower and widely miscited
Freeman and colleagues published a study in Small Business Economics in 2019 comparing 242 entrepreneurs against 93 comparison participants. They reported that mental health differences directly or indirectly affected 72 percent of the entrepreneurs in the sample, comprising 49 percent with a personal mental health history and 23 percent with a family history among the asymptomatic entrepreneurs. Rates of depression reached 30 percent, ADHD 29 percent, substance use 12 percent and bipolar disorder 11 percent. That 72 percent is routinely quoted as though it meant 72 percent of entrepreneurs have a mental illness, which is not what the paper says and not what it measured. It is also a study of entrepreneurs generally, not tech founders specifically.
§03 / 09 / Mechanism
Why founders keep it off the record.
Concealment among tech founders is close to universal and it is not primarily about shame. Disclosure carries a real and calculable cost to control, valuation, hiring and the confidence of a team, so founders route the problem to a spouse or nowhere. Startup Snapshot found only 10 percent discuss stressors with investors.
Ask a founder why they have not told anyone and the first answer is usually about time. The second answer, if the conversation goes on long enough, is about consequence. Every audience a founder has is an audience with a stake. Investors can replace them. Employees take their emotional weather from them and will start updating their own resumes if it turns. Customers renew on the assumption that the company is stable. Cofounders are the closest thing to a peer and are also the person most damaged if the founder stops functioning. There is no low-stakes listener anywhere in the org chart, and the standard advice to be more open with the board asks a founder to hand a vulnerability to a group whose job includes acting on it.
The second reason is that the job actively rewards the concealment. Fundraising is a months-long exercise in projecting certainty without visible hedging, and founders get good at it because it works. Recruiting senior people requires the same performance. So does keeping a team together through a bad quarter. A founder practices unflappability for several years, is rewarded for it every time, and then discovers that the skill does not have an off switch. Sitting in a room where the useful move is to say plainly that they have not slept properly since the last board meeting is not a skill the job has ever asked them to develop. That is a large part of the difference between healthy pressure and anxiety that starts costing you sleep: one is a state that passes when the event does, the other has quietly become the baseline.
The third reason is the most avoidable. Many founders do not think what they have is a clinical problem, because it does not look like the picture they hold of one. Output has not collapsed. They are still shipping, still raising, still on stage. The World Health Organization's ICD-11 classification is useful here precisely because it is unglamorous: burn-out is defined as a syndrome resulting from chronic workplace stress that has not been successfully managed, characterised by energy depletion or exhaustion, increased mental distance from one's job or cynicism about it, and reduced professional efficacy. Nothing in that definition requires a person to stop working. A founder who has become quietly contemptuous of the company they built, and who is getting through the week on activation rather than interest, meets the description while still hitting the numbers. This is the presentation that responds well to the kind of anxiety and depression work that does not ask you to stop performing first.
► Standard advice vs. CEREVITY's approach
Standard therapy
"Wait until output drops before treating it as real"
CEREVITY
"Treat sustained cynicism and exhaustion as the signal, whatever the metrics say"
Standard therapy
"Take a two-week holiday and expect it to reset the baseline"
CEREVITY
"Notice whether the exhaustion returns within days of coming back, which is diagnostic"
Standard therapy
"Disclose to the board because an article said transparency helps"
CEREVITY
"Get clinical support somewhere the disclosure carries no governance consequence"
| Standard insurance-based therapy | CEREVITY's specialized approach |
|---|---|
| "Wait until output drops before treating it as real" | "Treat sustained cynicism and exhaustion as the signal, whatever the metrics say" |
| "Take a two-week holiday and expect it to reset the baseline" | "Notice whether the exhaustion returns within days of coming back, which is diagnostic" |
| "Disclose to the board because an article said transparency helps" | "Get clinical support somewhere the disclosure carries no governance consequence" |
A break from the page
Nobody on the cap table needs to know.
Care that sits outside your company's insurance, your investors' visibility and your team's awareness removes the single largest reason founders wait. CEREVITY is a nationwide network of independent licensed clinicians working private-pay, with no claim submitted and no diagnosis written onto a payer record, and with clinical work built specifically around the founder seat. If the calculation has been about exposure rather than need, start with a private inquiry.
§04 / 09 / Cases
Common challenges we address.
The founder who is still shipping
The patternSomeone whose company is performing, whose last board meeting went fine, and who has not enjoyed a single day of it in eight months. Sleep has been poor for long enough that they have stopped describing it as a problem. They are irritable in a way that surprises them, they have started avoiding one-to-ones, and they privately suspect the company would be better run by someone else. Nothing in the metrics supports any of this, which is exactly why they have not raised it.
What we addressThe work begins by separating the exhaustion from the conclusions it has been generating, because chronic depletion produces reliable and false beliefs about competence. Where the pattern has hardened into persistent low mood and dread rather than situational fatigue, treatment follows the burnout literature directly and runs as clinical work on executive burnout rather than as coaching about time management.
The founder after the exit or the shutdown
The patternA founder six weeks past an acquisition, a wind-down or a departure they did not choose, who expected relief and got something closer to free fall. The structure that organized every hour is gone, the identity that came with it is gone, and in the case of a shutdown there is a layer of shame that has nowhere to go because the outcome was public. Outwardly this person is fine and frequently congratulated.
What we addressThe task is rebuilding a self-concept that does not depend on a company existing to hold it up, and treating whatever the last two years actually did rather than what the outcome says they should feel. Where the crash arrives with insomnia, dread and an inability to make even trivial decisions, the sequencing matters, and therapy for decision fatigue often has to come before anything more exploratory can get traction.
§05 / 09 / Methods
Evidence-based treatment approaches.
CEREVITY clinicians match the approach to what the strain has actually produced in a founder, whether that is a depressive episode underneath continued output, an anxiety pattern locked to board and fundraising cycles, sleep that stopped working two years ago, or the more ordinary work of rebuilding an identity that does not require a company to hold it up.
Cognitive behavioral therapy
The most tested talking therapy, targeting the link between a thought, the feeling that follows and the behaviour that follows that, through structured exercises and tasks between sessions. For founders it is usually pointed at the catastrophic forecasting that runs alongside a fundraise, and at the beliefs about competence that chronic exhaustion manufactures and then presents as evidence.
Acceptance and commitment therapy
A behavioural approach that works on the relationship to difficult internal experience rather than on its content, organized around values and committed action. It suits founders who have already tried to argue themselves out of the dread and found it did not move, and who need a way to keep operating in genuine uncertainty without treating every unresolved question as a threat that has to be neutralised first.
Behavioral activation
A structured approach that rebuilds engagement with activity before waiting for motivation to return, which is the correct order when depression has flattened everything. It is frequently the first thing used after an exit or a shutdown, when the calendar that was doing all the structural work has vanished overnight and nothing has replaced it.
Sleep-focused cognitive behavioral work
Insomnia is treated as its own target rather than as a symptom that will resolve when the stress does, because in founders it very often does not. Sleep is usually where the burnout picture is most tractable and most immediately consequential, since almost every cognitive complaint a depleted founder brings, memory, patience, judgment under ambiguity, degrades further without it.
Schema-informed and psychodynamic work
Longer-horizon work on the patterns that predate the company: the relationship to achievement, the belief that rest has to be earned, the difficulty of being known by anyone who is not evaluating you. This is where founders tend to end up once the acute picture has settled, and it is the part that changes whether the next company reproduces the same conditions.
§06 / 09 / Investment
Understanding the investment in private-pay care.
Private-pay, nationwide, and built around a founder's calendar
At CEREVITY, our online individual therapy sessions are structured as a direct investment in your mental agility and overall well-being. The investment includes:
- Licensed mental health professional specializing in confidential therapy for startup founders
- Evidence-based, one-on-one approaches proven effective for burnout, anxiety, and depression
- Flexible online scheduling including evenings and weekends
- Complete privacy with no insurance involvement or red tape
- Tech founders expertise and understanding
- Outcome tracking and progress measurement
The cost of founder burnout going unaddressed
Consider what is at stake when founder burnout goes unaddressed:
What private-pay actually removes
Working outside of insurance means no claim submitted, no diagnosis written onto a payer record, no utilization review deciding whether care should continue, and no benefits administrator who also happens to sit inside a portfolio company. For founders, the exposure question is usually the deciding one, and private-pay answers it structurally rather than with a promise. View our current rates here: cerevity.com/our-pricing-for-therapy/.
Session formats that survive a founder's week
Care is delivered by secure telehealth nationwide across all 50 states, which matters when the week includes three cities. Ongoing work usually sits inside what fits inside a standard 50-minute session. Where a founder has months of material and keeps running out of room, extended appointments help, and when an hour keeps ending mid-thought is the usual signal that the format is wrong rather than the work. For founders whose calendars make a reliable weekly slot fictional, what happens in three hours that cannot happen in fifty minutes is worth reading before assuming therapy will not fit.
§07 / 09 / Evidence
What the research shows.
The honest summary of the founder mental health evidence is that it is real, consistent in direction, and thinner than the confident percentages suggest. Startup Snapshot's 2023 report remains the largest founder-specific data set with a named collector: more than 400 founders globally, 72 percent reporting an impact on their mental health, 81 percent not really open about it, 77 percent not getting professional help. Sifted's February 2025 survey of 138 founders found 54 percent burned out in the previous year and 46 percent rating their mental health as bad or very bad, which points the same way on a much smaller sample. Freeman and colleagues' 2019 paper in Small Business Economics supplies the clinical texture, with 49 percent of 242 entrepreneurs reporting a personal mental health history against a 93-person comparison group. None of these are nationally representative, all of them are self-report, and every one of them is more informative than the aggregated figures that circulate without them.
► What the traceable surveys report
of startup founders say they are not really open about their stress, fears and challenges.
Startup Snapshot, The Untold Toll, 2023 (400+ founders)
of founders had experienced burnout in the previous twelve months.
Sifted founder mental health survey, 2025 (138 founders)
of entrepreneurs reported a personal mental health history, against a comparison group.
Freeman et al., Small Business Economics, 2019 (242 entrepreneurs)
A word about attribution is warranted, because this topic is unusually badly served by it. Founder burnout percentages travel between blogs at high speed and lose their origin quickly, and several of the figures now widely repeated cannot be traced to any organization that collected data. The Freeman research is the clearest example: its 72 percent describes entrepreneurs affected directly or indirectly, including family history among people with no symptoms themselves, and it is routinely reprinted as though it meant 72 percent of entrepreneurs have a mental illness. CEREVITY cites the collector rather than the outlet throughout this article, states the sample beside every figure, and leaves out numbers that cannot be traced back to someone who ran a survey, including several that would have made a more dramatic case than the ones printed here. Burnout itself sits outside the diagnostic manuals: the World Health Organization classifies burn-out in ICD-11 as an occupational phenomenon rather than a medical condition, and it is not a DSM-5-TR diagnosis, which is why any figure claiming a burnout rate is describing a self-report threshold rather than a clinical one.
§§ / 09 / Recap
Key takeaways.
Five things to remember
- Check the collector before you trust the percentage Founder burnout figures are recirculated constantly and lose their sample, their question wording and their origin along the way. A number worth acting on names the organization that ran the survey, how many people answered and what they were asked.
- Disclosure is the gap, not prevalence Roughly seven in ten founders report a mental health impact and roughly eight in ten say they are not open about it. The strain is broadly comparable to other high-pressure groups; the silence is not, and the silence is the part that is actually fixable.
- Continued output is not evidence against burnout The ICD-11 description of burn-out requires exhaustion, cynicism and reduced efficacy, none of which require a founder to stop shipping. Waiting for performance to collapse before treating it means treating it two or three quarters late.
- Remove the exposure and the decision gets easier Most founders are not refusing help, they are managing risk. Care with no claim, no payer record and no connection to the board changes the calculation without requiring anyone to be braver than the situation warrants.
- CEREVITY provides this through online individual therapy nationwide, with full privacy through its private-pay concierge network and no insurance involvement.
§08 / 09 / FAQ
Frequently asked questions.
What are the symptoms of founder burnout?
Founder burnout follows the three dimensions the World Health Organization uses to describe burn-out in ICD-11: energy depletion or exhaustion, increased mental distance from the job along with cynicism about it, and reduced professional efficacy. In founders that usually presents as sleep that stopped working months ago, irritability that surprises them, avoidance of one-to-ones and investor updates, a private contempt for a company they used to be excited by, and decisions made to end the discomfort of deciding. Output frequently holds up throughout, which is why it goes unaddressed. Sifted's 2025 survey of 138 founders found 75 percent reporting anxiety and 83 percent high stress alongside the burnout figure.
How common is burnout among startup founders?
Startup Snapshot's 2023 survey of more than 400 startup founders worldwide found 36 percent reporting burnout specifically and 72 percent reporting some impact on their mental health, with 44 percent reporting high stress and 37 percent anxiety. Sifted's smaller February 2025 survey of 138 founders found 54 percent had experienced burnout in the previous twelve months and only 6 percent reported no mental health issues at all. Both are self-report surveys of founders who chose to respond, so they are best read as a strong and consistent direction rather than a precise population rate for tech founders.
How do you recover from founder burnout?
Recovery for founders rarely starts with rest, because the exhaustion has usually stopped responding to it. Clinical work generally begins by separating the depletion from the conclusions it has generated about competence and about the company, then addresses sleep as its own target rather than waiting for it to resolve on its own. From there the approach depends on what the strain produced: cognitive behavioral therapy where catastrophic forecasting dominates, behavioral activation where mood has flattened, acceptance and commitment work where the uncertainty itself is the problem. A holiday that fixes it for four days and loses it by the second week back is useful information rather than a failure.
How do you prevent founder burnout while scaling?
Prevention for founders is mostly structural rather than motivational. The measures that hold up are the ones that survive a bad quarter: a defined scope for the role so it stops expanding into whatever is broken, at least one relationship outside the cap table where honesty carries no governance consequence, protected sleep treated as an operating constraint rather than an aspiration, and a decision-making rhythm that does not require the founder to be the final arbiter of everything. Advice to be vulnerable with the board tends not to survive contact with the incentives, which is why founders who scale without collapsing usually build the outlet somewhere else.
Is burnout worse for solo founders?
Solo founders lose the single most used support channel in the data. Startup Snapshot found that 49 percent of founders name a cofounder as someone they turn to, second only to a spouse or family at 76 percent, so a solo founder is operating without the one peer who understands the problem in full detail and carries the same exposure. The pressure itself is not necessarily higher, but the distribution of it is narrower, which typically pushes more of the load onto a partner or onto nobody. For solo founders the case for a clinical relationship outside the company is correspondingly stronger.
Is founder burnout the same as depression?
Burnout and depression overlap heavily and are not the same thing. The World Health Organization classifies burn-out in ICD-11 as an occupational phenomenon tied specifically to chronic workplace stress, and states it should not be used to describe experiences in other areas of life; it is not a DSM-5-TR diagnosis. Depression is a clinical diagnosis that is not confined to work and does not lift when the work does. The practical distinction founders care about is whether the flatness follows them into things that have nothing to do with the company, and that question is what an assessment answers. Startup Snapshot found 13 percent of founders reporting depression alongside the 36 percent reporting burnout.
Will my board or investors find out that I am in therapy?
Private-pay care generates no insurance claim, which is the mechanism by which this information usually travels. CEREVITY clinicians work outside of insurance, so there is no claim submitted, no diagnosis recorded on a payer file and no utilization review attached to a plan that a portfolio company or a benefits administrator could see. Clinical records are protected and are not disclosed to a board, an investor or an employer without written authorization. For founders, this is generally the decisive question rather than a secondary one, and it is worth asking directly of any clinician before beginning.
How does your private-pay pricing structure work?
As a private-pay concierge network, we offer structured investments in your mental health without the restrictions or privacy risks of insurance. You can review our full fee schedule and specific session lengths directly on our website. While this costs more than insurance copays, it provides the flexibility, total privacy, and highly specialized care that standard options cannot offer. View our current rates here.
How do you protect my privacy?
Privacy is foundational to our network. As a private-pay network, your sessions never appear on insurance records or EOBs that could be seen by employers, boards, or family members. We use HIPAA-compliant nationwide telehealth platforms, and you can attend sessions from anywhere with a private internet connection.
§09 / 09 / Begin
The numbers are not the problem. The silence is.
If you have spent longer weighing what disclosure would cost than working out what is actually wrong, that is the ordinary founder calculation. CEREVITY is a nationwide network of independent licensed clinicians providing confidential, private-pay care across all 50 states. Call (562) 295-6650 or send a private inquiry.
Available by appointment 7 days a week, 8 AM to 8 PM (PST)§§ / Author
About Trevor Grossman, PhD.
Trevor Grossman, PhD
Dr. Grossman is a Licensed Psychologist with more than 15 years of clinical experience working with entrepreneurs, founders, senior executives, and high-responsibility professionals navigating burnout, anxiety, and depression. His work integrates cognitive behavioral therapy, acceptance and commitment therapy, behavioral activation, and schema-informed approaches calibrated to the working week his clients are actually living in. He sees clients via CEREVITY's nationwide telehealth network. View full bio →
§§ / Sources
References.
- Startup Snapshot. The Untold Toll: The Impact of Stress on the Well-being of Startup Founders and CEOs. 2023. startupsnapshot.com
- Sifted. More than half of founders experienced burnout last year. 2025. sifted.eu
- Small Business Economics. The prevalence and co-occurrence of psychiatric conditions among entrepreneurs and their families. 2019. link.springer.com
- World Health Organization. Burn-out an occupational phenomenon: International Classification of Diseases. 2019. who.int
- National Institute of Mental Health. Major Depression. 2023. nimh.nih.gov
- CEREVITY. Decision fatigue therapy. cerevity.com/decision-fatigue-therapy
- CEREVITY. High-functioning anxiety and depression therapy. cerevity.com/anxiety-and-depression-therapy
- CEREVITY. High-stakes anxiety therapy. cerevity.com/high-stakes-anxiety-therapy
⚠ Crisis resources
If you are experiencing a mental health crisis or having thoughts of suicide, please reach out immediately. 988 Suicide & Crisis Lifeline · Call or text 988 Crisis Text Line · Text HOME to 741741 National Alliance on Mental Illness · 1-800-950-NAMI (6264)
