Sixteen years in: my lessons from building tèn company
In early 2009 we hit “go” on tèn company in the middle of a financial storm. I came fresh out of my corporate career. I remember thinking: "will anyone hire us?". But that very uncertainty became one of our greatest sources of strength. Within weeks after our start, we received our first requests for guidance. At the time, the world looked very different. The financial crisis was, in hindsight, at its deepest point. I still remember a conversation with a trusted relationship at Unilever who said to me: “Perhaps this is a very good time, because it makes you creative.” It turned out that he was right. It worked out well. Although I wasn't so sure about that at the time! These past sixteen years have been nothing short of transformational for me.
You learn to open your mind. To adapt. To focus. We navigated the ups and downs of global markets. The COVID years, and I believe we came out stronger. Looking back, starting tèn company was one of the best professional decisions I’ve ever made.
In the first quarter of 2020, when COVID hit and impacted each and every one of us, our entire pipeline of missions for the rest of the year dried up almost overnight. At some point we were facing the possibility of losing more than 50% of our revenue. Those were sobering days.
But adversity also forces creativity. By quickly moving part of our work online and by investing more resources into our Ikigai project, we were able to compensate —at least partly— for the sudden losses in our regular business. It wasn’t perfect, but it showed me once again: when circumstances change, you have to change faster.
Our services portfolio has remained recognizable over the years, but the balance has shifted. What started with a lot of one-on-one work with executives has evolved into guiding businesses and NGOs on strategy, execution, and performance of their leadership teams — while still supporting the personal growth and effectiveness of its leaders. We now work much more holistically with our clients.
One lesson stands out for me: you can reinvent yourself. But I also want to stress: entrepreneurship is not the only holy grail! A corporate journey can be deeply meaningful. As you read this, we're partnering with some really great organisations where senior leadership roles are very interesting. However, going independent made sense for me after my corporate career at a Fortune 500 company. But it was for my specific situation. I truly wouldn’t recommend it to everyone. The real work, I think, is to invest in knowing yourself. What truly works for you? How much risk are you willing to take? What feels genuinely risky — and where could you do more mitigation? Because moving forward always has some element of risk in it.
As we look to the future, I feel the weight and the privilege of working so closely with leadership teams as they build what’s next. In a very insecure world, companies today face huge challenges. They have to integrate AI, building climate resilience and compete for talent. And... juggling the short-term urgencies that so often overtake their long-term priorities. Leaders have to keep their focus. Not getting trapped in the daily whirlwind. All of this while honoring their commitments to their stakeholders and shareholders. This is the work that truly matters!
It's an honor to contribute to the success of companies and executive teams these past sixteen years. And my hope is to continue for many more years — moving the needle together in partnership.
If there’s one thing I’ve learned, it’s this: reinvention is always possible.
Whether you lead a company, a team, or yourself—pause, reflect, and ask: Am I building the future I want?
Hope this inspires.
Paul Donkers
Paul P.J. Donkers is a global business coach and consultant. He and his partners work with leadership teams to unlock growth and value.
Find out more at www.tencompany.org or www.ikigaicoachinginstitute.com.
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