Reflections on Two Years at EA Germany
I'm stepping down this week after two years as co-director of EA Germany. While I deeply valued the team and helped build successful structures, I stayed too long when my core values and personal fit no longer aligned.
When I joined EAD, I approached it like the other organisations I’ve worked with, planning on staying 5-10 years to create stability during growth and change. My co-director, Sarah, and I aimed to grow EAD quickly and sustainably. But the FTX collapse hit just as I started in November 2022, and the dream of expanding the team disappeared.
This wasn’t the only challenge. I treated EAD as a single organisation rather than part of a global ecosystem where impact shouldn’t be geographically contained. I slipped into a “soldier mindset,” focused on proving EAD’s local value instead of prioritising international scalability or considering where I could provide the most impact.
By the end of my first year, I could see that I’d reached the end of what I was best at and passionate about. The organisation was running well, and my full-time input wasn’t needed anymore. But I stayed—because I felt so good with the team, because of my long-term commitment, and because I hoped we’d find a path to grow the organisation within Germany.
Meanwhile, I started consulting for Claire Boine at Successif. When she secured new funding to expand, I joined her team part-time. Instead of using this as a chance to leave EAD, I tried to balance both roles—while still running my company, serving as a trustee at EV UK, and mentoring on the side.
Looking back, this was my biggest mistake: I didn’t recognise that my counterfactual impact at EAD had become the lowest of all my commitments. Instead of staying true to my value of helping solve the most pressing problems as effectively as possible, I acted out of connection and obligation.
This experience has taught me to recognise when to step back and refocus on where my skills, passion, and