When I started my own business seven years ago, I faced a series of myths that seemed like absolute truths. I believed many of them at the beginning; I discovered others along the way. Over time, I learned that entrepreneurship isn’t just about building a business, but also about unlearning erroneous beliefs that can affect decision-making.
In the first part of this series, I spoke of some of these myths: the idea that you are born an entrepreneur, that you need a revolutionary idea, that hard work is enough, that entrepreneurship guarantees absolute independence, and that a good product sells itself.
Now, in this second part, I want to delve into other key aspects of the entrepreneurial process and the real challenges I faced:
6. Needing a lot of money to start a business vs. optimizing resources and seeking opportunities.
One of the most widespread myths about entrepreneurship is that a large initial investment is required to get started. It’s often thought that without capital, there’s no chance of success, and that only those with access to financing can truly build a business. In my experience, this myth is not only false, but can also hold many people back before they even try.
When I started my business, I was in a complete economic crisis. I remember walking from home to work because I didn’t have the money to pay the bus, much less fix the broken family car or even get gas. I had no savings or financial backing, so I looked for an immediate solution: requesting advances from clients to operate.
Given my inexperience, I thought it would be sufficient. However, at the time there was legislation in Cuba that stipulated that only 15% of the contract value could be paid to self-employed workers (TCP) as an advance. That amount wasn’t enough to cover my initial costs, and I soon realized I’d made a serious mistake: the contract I’d agreed upon with my first client had a price that, in practice, wasn’t viable.
I had to go into debt. Many friends lent me money, each according to their means, but it still wasn’t enough. The only alternative I found was to get a second client whose profits would allow me to honor the contract, which was a loss. That’s how I managed to fulfill my commitments and move forward.
The first year, I accumulated significant debts, thousands and even tens of thousands of dollars. But the second year, I managed to pay off each one and reach zero, from where I was finally able to start generating profits and grow my business.
I know that access to financing is limited in Cuba, but I still believe there are ways to start a business if it’s truly your calling. You can start with small businesses that require little investment, generate profits, and reinvest until you reach the business you’re truly passionate about. Creativity and the ability to adapt are essential when resources are scarce.
That’s why, when I hear the saying “you can’t start a business without money,” I know it’s a myth. What really matters isn’t how much you have at the start, but how you leverage what you have. Planning, strategy and the ability to adapt the business to reality are much more decisive than initial capital. Lacking significant resources isn’t a definitive barrier, but rather a challenge that can be overcome with intelligence, strategy, effort and vision.
7. Quitting my job to start a business vs. starting with stability and minimizing risks.
There’s a common misconception that, to be an entrepreneur, you have to take a leap of faith and leave your traditional job immediately. People talk about courage, about taking a complete risk, but in practice, taking that step without planning can lead to failure. In my case, entrepreneurship arose from necessity, but that didn’t mean I couldn’t make impulsive decisions.
When I started a business, I didn’t quit my job at the public enterprise. Although the salary didn’t cover all my needs or those of my family, at least it was a secure income. So when I decided to look for work in the private sector, I did so with a strategy in mind that would allow me to maintain a certain level of stability: initially, I opted for the bar and cafe sector to work night shifts while keeping my salary from the public enterprise. Then, when I got an opportunity at the construction cooperative, I continued to keep my public employment, but working remotely.
At that time, teleworking as such didn’t exist in Cuba; this modality emerged with COVID-19. However, there was an option for remote work under fixed-term contracts. Although open-ended contracts offer more stability, at the time this option allowed me to maintain a degree of financial security while accessing higher pay in the private sector.
Until the arrival of COVID-19, there had been no precedent in Cuba since 1959 for mass terminations of employment contracts. The health crisis revealed the importance of having an open-ended contract, as many people lost job stability due to temporary contracts that were suspended. The crisis also opened up countless opportunities for entrepreneurship. Many of my colleagues started their businesses during COVID-19. In addition, with the pandemic, new strategies such as teleworking and multiple jobs emerged, which opened a window for more people to start their own businesses while maintaining a certain level of financial security.
During this process, I also became a university professor at the Faculty of Civil Engineering at the José Antonio Echeverría Technological University (CUJAE). For three years, I had to balance three jobs, my life and my family: I worked as a draftswoman for a public enterprise, as a university professor, and first as an employee in the private sector until finally running my own business.
Over time, I had to face a harsh reality: maintaining three jobs and family life was an immense overload. Although I loved my work as a teacher and draftswoman, it was time to prioritize my health, my emotional stability and that of my family. With great pain, I closed my contracts at the public enterprise and at the university and dedicated myself completely to my venture.
That’s why, when I hear that “you have to quit your job to start a business,” I know it’s a myth. It’s not about impulsive courage, but rather about strategy and planning. In many cases, the smartest path is to start small, validate the business, and then make calculated decisions to minimize risks.
8. Failure means the end vs. learning from every mistake and strengthening the business.
One of the most damaging myths about entrepreneurship is the idea that failure marks the end of the road. It’s often believed that if a business faces difficulties, it means the person isn’t cut out for entrepreneurship and that there’s no turning back. But the reality is completely different.
In my case, I’ve made mistakes that have tested my resolve. There have been days when I’ve wondered if it was really worth it, moments when I’ve considered closing the business, liquidating assets and liabilities, or even returning to a traditional job. The possibility of emigrating from Cuba has always been on my mind, to the point that I believe, even today, that at some point it will become my reality. But I’ve never stopped recognizing the value of all the effort invested.
I remember three very severe moments of crisis that marked my entrepreneurship. The first, in the early days, when debts were piling up and every decision was a huge risk. Then, in 2022, when we strategically understood that working with public enterprise clients was no longer viable, due to arbitrary audits, chains of non-payments and the cash shortage that reached critical levels at the end of that year, when public enterprises could only pay by bank transfer (before the forced and unconditional bancarization). The third crisis is the one I’m currently experiencing, due to a complex and difficult factor, which I’m not yet in a position to comment on, but which I will be able to share one day, when it’s possible.
However, in each of these stages, I reinvented myself and, with it, my business. I got out of debt at the end of the first year. I managed to transform my client portfolio in 2022. These were difficult processes, as is the situation I face today, both personally and as a business.
All these mistakes, combined with the extreme context of starting a business in Cuba amidst an unprecedented systemic structural polycrisis, have helped me grow. Not only as an entrepreneur, but also as a person and businesswoman. Today I know that if I ever close my business, it will be a grieving process. But I also know that I can start over, with more experience and more clarity, although perhaps in another country, far from the land I love so much.
That’s why, when I hear that “failing is the end,” I know it’s a myth. Entrepreneurship is a process of constant adaptation, learning and resilience. Every obstacle is an opportunity to evolve, and every failure can be the beginning of something new and stronger.
9. Doing everything alone vs. relying on support, strategic alliances and cooperation.
There is a belief that entrepreneurs must be self-sufficient in everything, that if they have enough determination, they can run their business without help. Much is said about personal effort, sacrifice and tireless work, but the importance of teamwork, networking and business cooperation is rarely emphasized.
In Cuba, where access to financing is limited or almost nonexistent, entrepreneurs often have to start alone. It is a stage where they become “octopuses,” doing absolutely everything within their business. In the first few months, there isn’t enough time for networking or building alliances, because the focus is on survival.
When I started, I was the owner, but also the engineer, the economist, the person in charge of communications and much more. I was the entire business in one person, supported only by a team of construction workers. But as I grew, and even though I was in debt, the same growth forced me to hire staff. I brought on technical staff, an economist, legal services, human resources, communications and other key professionals.
Also, without realizing it, I began networking. Whenever I had time, I attended any entrepreneurship event or free training that was available. Later, when I had the resources, I invested in more strategic and specialized events.
Alliances and networking were another aspect I built almost without realizing it. I always recorded every phone number, shared my contact information and began developing personal, professional and business relationships. I went from being an introvert to an extrovert, out of necessity and through learning. I completely rebuilt myself.
Many times I didn’t even have a physical business card because there weren’t enough resources to print them, but I looked for alternatives: QR codes or simply exchanging phone numbers. If I had to start over, I would probably do it with partners and not alone, because choosing good partners who share your vision and values is key to the future of the business. Even if they’re not with you all the time, even if they leave due to mistakes and disagreements, it’s important to build strong relationships and close business cycles positively. Close well! It’s not just where you end up that matters, but how you got there.
Creating a team in Cuba isn’t easy. The migration crisis, amid the ongoing polycrisis we’re experiencing, makes retaining staff a huge challenge. In an attempt to strengthen the team, I raised salaries at one point, but it wasn’t enough. It reached the point in which taking on more costs by raising salaries was affecting the company’s competitiveness, because solvent demand in the country was increasingly declining with the polycrisis.
That’s when the time came for EMOTIONAL SALARY. A motivated team not only needs good compensation but also a creative, collaborative, cooperative and healthy work environment. To achieve this, the team must feel part of the company, be heard, see that their opinions are valued and that their actions impact decision-making. In this, the leadership of the business owner plays a fundamental role.
Later, we realized that even with a committed team, financial hardship continued to be a significant issue. That’s when we pivoted to a “micro-enterprise within the company” strategy. Today, each person on our team not only works with us but also generates income through other means: some are employed by fellow entrepreneurs, others manage their own ventures on the side.
Still, we know it’s not enough. The Cuban context is very aggressive, and for many emigration remains the most viable option. This reality led us to understand something key: when a team member leaves, their relationship with the company shouldn’t end. Even outside of Cuba, collaborators can remain strategic allies, brand ambassadors, and even international collaborators.
Another aspect that is often misunderstood in Cuba is competition. I understand the reasons why many view it with suspicion, but I personally don’t share that view. From my experience, in Cuba demand far exceeds supply, making competition in its traditional form practically nonexistent. Perhaps we can talk about competition within solvent demand, but even there, the real challenge is not competing, but developing effective strategies to access that demand.
For me, COOPERATION has been essential. Instead of seeing other entrepreneurs as rivals, I’ve found great value in cooperating with the “competition,” sharing knowledge and growing together. Supporting each other, learning from each other and building collaborative networks has been a strategy that has yielded results. In the Cuban context, the key isn’t fierce competition, but rather forging alliances that strengthen the entrepreneurial ecosystem.
That’s why when I hear that “entrepreneurs must do everything alone” or that “you have to beat the competition,” I know it’s a myth. The true strength of a business lies in its ability to build a solid team, generate strategic alliances and surround itself with people who add value. Cooperation is essential, and although it may seem difficult at first, in the long term, it’s what truly allows a business to consolidate.
1️0. Copying what works vs. building an identity and a unique value proposition.
One of the most common mistakes when starting a business is thinking that it’s enough to replicate successful business models. It’s often believed that copying what works guarantees the same results, but the reality is that every business needs to develop its own identity and unique value proposition.
When I started, I literally copied the business model of a construction cooperative and adapted it to my Self-Employment (TCP). It was what I knew, and it seemed the most viable option at the time. Obviously, I made changes, adjusting it to my scale and what my experience allowed me to manage.
But from day one, even without knowing concepts like “value proposition” or “differentiation,” I understood that I couldn’t replicate the mistakes I had detected in my short time with the cooperative. Without knowing it, I was already working on differentiation.
Often, a revolutionary idea isn’t necessary to start a business, but it is essential to differentiate yourself and build a clear value proposition. Over time, I realized that both have been key to my entrepreneurial development and the consolidation of the company. I’m always looking for new ways to add more value and improve our market position.
Even today, when I see colleagues replicating aspects of my personal brand or our value propositions, I feel proud. I started that way too, and I still do, observing existing models, learning from them and then finding my own path. Entrepreneurial evolution is a continuous process of mistakes, learning, improvement and identity-building.
That’s why when I hear that “it’s best to copy what works,” I know it’s a myth. To grow and consolidate, a business needs authenticity, differentiation and a solid value proposition that connects with its target public. The key is not just to follow trends, but to transform the knowledge acquired into a unique identity that will allow the business to evolve and strengthen.
Continue reading the series:
My journey as a Cuban entrepreneur. Breaking myths (I)
