When the Startup Becomes the System: Knowing When to Move On

It’s been just over nine years since I left Stupid Cancer. Some days, it feels like a lifetime ago. Other days, like yesterday.

There’s a moment in every startup or early-stage nonprofit when the chaos starts to calm. When whiteboards become roadmaps, Slack turns into org charts, and the gritty, figure-it-out hustle gives way to polished processes and official departments.

For some, it’s a long-awaited relief. For others—people like me—it’s a sign.

I joined Stupid Cancer (fka i[2]y - I’m Too Young For This! Cancer Foundation) when it was scrappy. Our ideas outpaced our resources, our passion outran our capacity, and we thrived in the unknown. I wore every hat, from operations and events to tech and merchandise. One month I was leading a 10-city road trip; the next I was negotiating vendor contracts or troubleshooting a donation form at midnight. It was unpredictable, unscalable—and I loved it.

But as we grew, something shifted. We built structure. We added roles and layers. Things that used to be a quick chat became committee decisions. Processes got cleaner—but also slower. We were doing the right things for a maturing organization. And I was proud of that growth. I had helped build it.

Still, I started to feel it in my gut: this wasn't the same work anymore.

I realized I was more comfortable in the ambiguity. I thrived when we were making it up as we went, when the mission and the hustle were inseparable. I was energized by building, solving, and stretching. But in the newly formalized environment, I felt like I was maintaining, not creating. There was less space for improvisation. Less mess to clean up. Less adrenaline.

That’s when I knew it was time.

Leaving wasn’t easy. Stupid Cancer was family. It shaped who I was as a professional and as a person. But staying would have meant resisting the very progress we had worked so hard to achieve.

I find purpose in uncertainty, in figuring it out before it’s figured out. And that’s not something to fight—it’s something to follow.

So, I stepped away. Not because I didn’t believe in the mission anymore, but because I had helped bring it to a place where someone else—someone better suited to stability—could take it further.

Nine years later, that decision still feels right.

P.S. No matter where I go or what I build next, I will always carry a deep love for Stupid Cancer. It’s in my DNA. The mission, the people, the memories—they travel with me. Always. Make a donation, here.

Kenny Kane

Kenny Kane is an entrepreneur, writer, and nonprofit innovator with 15+ years of experience leading organizations at the intersection of business, technology, and social impact. He is the CEO of Firmspace, CEO of the Testicular Cancer Foundation, and CTO/co-founder of Gryt Health.

A co-founder of Stupid Cancer, Kenny has built national awareness campaigns and scaled teams across nonprofits, health tech, and real estate. As an author, he writes about leadership, resilience, and building mission-driven organizations.

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How I Became Co-Founder of Stupid Cancer

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Lessons from the Field: My Hands-On Experience as a Field Marketer