The Mawo Beach Experience: The Importance of Purpose and Values in Business

A few months ago, we embarked on an ambitious venture—Mawo Beach, a hospitality enterprise featuring a private beach. From the outset, this project was driven by a clear purpose and anchored by a strong framework of values. We aimed at creating a new place, creating a new beach experience for groups of friends and families. We spotted a gap, and took a deep dive in.

In Mawo Beach, I had a passive partner who owned the contract to the beach, while I took on the mandate of building the whole business. Over a span of just two months after the launch, we achieved remarkable milestones. We had recruited over 40 talented individuals, created a compelling new brand, and established Mawo Beach as a new go-to destination. Our efforts attracted new customers and even persuaded others to switch from their usual beach getaways.

We meticulously reorganized the kitchen, curated new menus, and established ourselves as the premier destination for paella (some of you have tested it, and by all means are invited to comment ??).

By developing stringent processes and quality criteria, we ensured that we not only met but exceeded customer expectations. Drawing on 20 years of experience in management and operations across various industries, we transposed the best practices from each to create a unique hospitality experience. This strategy of transposition, one of the most powerful innovation techniques and among my favorites , set us apart in the market.

Our commitment to excellence extended beyond the operational aspects. We hired artists, co-organized events, and in just two months, successfully hosted 13 events. This approach allowed us to cross the seven-figure revenue mark at the beginning of the second month, with all financial KPIs in the green.

However, as the business began to flourish, my passive partner became more active, and not in a good way. A divergence in vision soon became apparent—while I was focused on creating a notable brand with a unique customer experience, my partner was driven by the desire for short-term gains. This misalignment led to a toxic environment, affecting our operations and team morale.

Faced with a critical decision, I turned to some foundations of decision-making which seemed fit for the situation, such as causal loops and the effects of emotions on risk perception and economic decisions, drawn from the teachings of Dr. Sterman and Dr. Lerner. After a thorough assessment of all options and scenarios, I made the hardest decision: to exit the venture.

Exiting Mawo Beach was not easy. We were at the peak of our revenue outlook, with several large bookings and events planned for the busy season. Significant financial investments had been made, and a deep emotional connection had formed with the venture. However, I realized that sustaining a business requires more than financial success—it demands a commitment to purpose and values, which I was not willing to give up.

A sustainable business is driven by a clear purpose, with customers at its core. We have talked about this extensively in previous issues of this newsletter.        

It aims to deliver value and exceptional experiences, rather than merely generating cash. It thrives on trust and integrity within the entire ecosystem—from partnering brands to artists who see our venue as a performance platform, to our suppliers.

To ensure that your business story aligns with your vision, it is crucial to adhere to your values and purpose. Avoid the seduction of short-term gains and the distraction of ego-driven decisions. Stay focused on your path, each milestone adding value and building upon what has already been achieved.

Most failures come from being distracted at the pit stop rather than adjusting the mechanics and re-entering the race.

Reflecting on Mawo Beach, I recognize a critical oversight: I failed to thoroughly assess the partnership. Assuming that a passive partner was equivalent to being alone was a mistake.

Here, two keys to success kept ringing hard in my head: avoiding to be driven by the sunk cost (mostly an emotional perspective, as financially we already had a good return) and pivoting quickly when necessary.

Exiting Mawo Beach is not an end, but a pivot. This experience has expanded my networks, deepened my understanding of the hospitality industry, and forged lasting connections with customers who will likely join me in future ventures. This exit is a double win.

Being an entrepreneur is an ongoing journey, one that evolves through grey states and takes various paths all enlightened by purpose and values. And soon, you shall hear about the next stop in this journey.