As an advisor and coach for tech founders, I’ve observed a common challenge: a reluctance to ease off the gas pedal, even when it’s clear that doing so would benefit both the founder and the company.

The crux of the issue lies in the deeply ingrained belief that constant hustle is the only growth path. Most founders I work with share their fear that slowing down (in reality, moving to a sustainable pace) will jeopardize their company’s stability, which not only causes them to prioritize work over their well-being but also means they overlook the strategic partnerships that are right in front of them—that relationship with their early customers.

These partnerships don’t have to add to a founder’s sense of pressure. They can provide the support and stability needed to transition from sprint mode to a sustainable marathon pace. Here’s how to transform early transactional relationships into productive partnerships that foster long-term success.

Celebrate your firsts.

Founders often hesitate to celebrate landing their second, third and fourth customers out of concern that it signals that they’re small and their capacity is limited.

However, embracing these early wins sends another powerful message: Because you’re small, your company is fully dedicated to delivering exceptional value to its customers. Knowing you’re an early customer means you have the unique opportunity to be the company’s main focus and priority.

Knowing that sets the foundation for a solid and mutually beneficial relationship. For example, CVS Health Ventures has been investing in technology companies in partnership with portfolio companies, accelerators and other venture groups. In these scenarios, all can learn from each other.

Mitigate “what-ifs” with feedback loops.

Founders should look at early customers as more than early traction, and invest in building bilateral feedback loops beyond routine account management. This involves fostering open communication channels where both parties can share insights, identify pain points and co-create value.

Early customers will benefit from tailored solutions and heightened engagement, while as a founder, you gain invaluable market insight and can further refine your product-market fit.

View growth as collaborative.

Founders should aim to grow alongside their customers by thinking about the growth of both parties, exploring new opportunities for collaboration and co-developing solutions that address evolving needs.

By aligning incentives and fostering a spirit of partnership, founders can ensure that both parties continue to thrive as the company scales. Creating a safe space for co-experimentation allows all parties to explore new offerings, business models and market opportunities.

In my experience, this collaborative approach not only drives innovation but also strengthens the bond between founder and early customer, laying the groundwork for long-term success. This has been the strategy between cleantech startups and energy companies. When you’re in a sector where much of the infrastructure and space is still unknown, partnership and experimentation through collaboration can be a more enlightening way forward.

Leverage the safety of strong relationships.

Shifting gears from a sprint mentality to marathon mode requires founders to think differently about where growth opportunities lie. Of course, pursuing more and more customers is always a KPI. Still, founders can (and should!) leverage the psychological safety of a strong relationship with an early customer who is practicing that back with them.

That’s not to say you take your foot off the gas entirely. You can ease on the throttle and be driven less by the potential “unknowns” of competition and focus more on those early customers to grow value, increase efficiency and hire the right people because that mindset will help you go further. Who knows—you might even sleep better at night.