Posted on September 23, 2025
By Pedro Góes, CEO of InEvent
Originally published on LinkedIn.
In the world of early-stage startups, extreme work schedules have a certain allure.
Known as the “9-9-6” model, working from 9 AM to 9 PM, six days a week, this approach promises rapid progress, intense focus, and the potential for fast growth. Many founders believe that dedicating every waking hour to their venture is the fastest way to success.
At first glance, it sounds like the ultimate startup hack: endless energy, zero distractions, and the kind of grind that legendary companies are built on.
But the reality is a lot more complex.
Pedro Góes, CEO of InEvent, experienced the full force of 9-9-6 firsthand. During InEvent’s first two years, he and his team didn’t just work long hours, they lived and slept in the same room, completely immersed in the business.
“For the first two years of InEvent, we worked, slept, and lived in the same room. It got us to $2M ARR quickly,” Pedro recalls.
This intensity allowed the team to move fast and hit ambitious milestones but it also came with costs, both personal and professional. The 9-9-6 model can work under the right conditions, but it’s not without trade-offs, especially as teams grow and founders face new responsibilities.
Rapid Growth Comes at a Cost
In the early days of InEvent, the pressure to grow quickly was immense.
With a small team, no financial cushion, and ambitious revenue targets, every decision felt high-stakes. The 9-9-6 model (working long hours six days a week) wasn’t just a strategy; it was a necessity for survival and scaling in those first critical years.
Pedro reflects on why this extreme schedule was feasible at that stage:
- Age and personal circumstances: At 22, with no kids, no savings, and no safety net, he could sustain grueling hours that would be impossible later in life.
- Risk tolerance: With everything on the line, taking bold, relentless action felt necessary.
- Focused drive: Early revenue goals demanded constant attention, iteration, and execution.
Early-Stage Reality Check
- At 22, no kids, no savings, no safety net → endless grind possible
- Burnout wasn’t immediate, but sustainability was low
- Early-stage friction: personal lives intertwined with work—pets, partners, and daily routines became part of the office ecosystem
While 9-9-6 allowed the team to reach $2M ARR quickly, it came with trade-offs that would later shape InEvent’s approach to sustainable startup growth.
What worked in the early grind couldn’t continue indefinitely without serious consequences; for the team, the product, and personal well-being.
The Cost of Hardcore Work Culture
When Boundaries Disappear, Burnout Arrives
The intensity of 9-9-6 schedules comes at a cost; one that isn’t always obvious in the first months of a startup grind.
Working, sleeping, and living in the same space created proximity that magnified every tension. Small disagreements could escalate quickly, and personal life clashes began to intertwine with business challenges.
Pedro recalls that even trivial issues such as pets, partners, and hygiene habits became sources of conflict. The lack of boundaries made every day feel like a high-stakes pressure cooker.
Furthermore, extreme work schedules carry legal risks, particularly in countries where labor laws limit overtime. In InEvent’s early years, these challenges even led to lawsuits.
Key Lessons Learned:
- Burnout is inevitable without boundaries: No matter how passionate or resilient a founder is, the human body and mind can only sustain so much.
- 9-9-6 may work in the short term, but long-term sustainability is rare. The early grind can accelerate growth, but it often comes at the cost of team cohesion, morale, and personal well-being.
- Labor laws exist for a reason: Even if employees are willing, regulations exist to protect them. Ignoring them can have serious consequences for startups.
While the hardcore work culture enabled rapid progress, it also highlighted the limits of extreme schedules. Founders and teams must strike a balance between dedication and sustainability to grow without sacrificing their health, relationships, or adherence to legal compliance.
Transition to Remote & Sustainable Work
How the Pandemic Forced a Shift
For InEvent, the turning point came, like it did for many companies, in 2020. The pandemic forced a sudden pivot to remote work. At first, it was uncertain terrain. A team that had built itself on proximity and nonstop collaboration now had to operate across screens and time zones.
But something unexpected happened: it worked. Not only did InEvent continue to grow, but the new model helped create a healthier, more sustainable company culture.
“When the pandemic hit, we went remote—and we never looked back,” Pedro says. “It gave us space to breathe, to think, and to focus. We learned that intensity doesn’t have to mean chaos.”
Without the pressure cooker of shared living spaces and 18-hour days, the team found room to reset. Productivity didn’t drop, it improved. Boundaries reappeared, and with them came a better rhythm for creative problem-solving, deeper thinking, and healthier team dynamics.
What Changed:
- Growth without burnout: InEvent hit major milestones post-2020 without relying on unsustainable hours.
- Better boundaries: Personal lives stayed personal, allowing team members to show up more present and focused.
- Remote rhythm: Async work and clear goals replaced constant pressure and micromanagement.
Going remote didn’t mean going soft. It meant being smarter. And for Pedro and the team, it proved that sustainable startup growth wasn’t just possible—it was preferable.
“We didn’t lose our edge. We found our pace,” Pedro reflects.
Reflections and Advice for Founders
When Extreme Work Works and When It Doesn’t
9-9-6 isn’t inherently wrong. It’s not universally right, either. Like any tool, it depends on how and when you use it.
For Pedro, those early years of InEvent proved that extreme work schedules can deliver results but only under specific conditions. Young, hungry, and without personal obligations, he and his team had the stamina and focus to make 9-9-6 work. But that pace wasn’t designed to last.
“Would I do it again in my next startup? 100%,” Pedro says. “But only for the right team and at the right stage.”
Founders should be clear-eyed about what they’re signing up for. There’s a difference between short-term intensity and long-term sustainability. 9-9-6 might help a scrappy team reach MVP or $1M ARR faster, but trying to stretch that energy across years, people, and scaling operations often leads to burnout, turnover, and missed opportunities.
Key Takeaways for Startup Leaders:
1. 9-9-6 works for the right team, at the right time
It’s a tactic, not a philosophy. Use it wisely.
2. Balance drives sustainable growth
Growth that destroys the people building it is a short-lived win.
3. Intensity is a tool, not a lifestyle
Deploy it with purpose, then pivot to systems that protect your people.
“The grind can be powerful, but you can’t grind forever,” Pedro adds. “Eventually, you need structure, clarity, and culture—or the same intensity that built your company will burn it down.”
So the real question for founders isn’t “Should I do 9-9-6?” It’s:
When and for how long does it actually serve the vision?
What do you think? Is 9-9-6 a necessary evil for early-stage startups, or a broken model we should leave behind?
Closing Thoughts
Every founder has to find their own rhythm. For some, that might mean 9-9-6 at least for a season. For others, it might mean building with more balance from the start. Either way, the goal is the same: to build something that lasts without breaking the people who build it.
Pedro’s story is a reminder that early-stage hustle is just one chapter—not the whole book. The teams that last are the ones that evolve, adapt, and protect their own energy for the long run.
At InEvent, that evolution has paid off.
Today, the company helps run events of any size (from Fortune 500 companies to government agencies) for brands such as Sony, the US Government, and Lifewave. And it’s done that not through burnout, but through clarity, reinvention, and focus.
What about you? How are you thinking about your team’s energy, culture, and capacity to grow?
Drop your thoughts. We’d love to hear how you’re navigating the balance between drive and sustainability.
About the Author / Adedoyin
