Mark Osborne walks through why founder-controlled companies hit a wall around $30M to $100M in revenue. He shares stories of micromanagement, like needing owner approval for a monitor, and explains what founders have to do differently to scale past that point.
I've worked at a number of businesses that were sort of founder-driven, some of them while I was there, some of them before I got there. But it's always interesting when you come to a company where the founder is a person who does everything from just define the specs on a product to authorize you buying a pencil so you can do your work. Yeah. And I actually did work at a company where I showed up and I had one monitor on my desk. I'm like, I need a second monitor. You know, what is this? Right. And the, the owner of the company, and this was, you know, what, $80 million a year company, the owner of the company had to approve that I could, for me to get a second monitor because he controlled everything that tightly. Um, and, you know, look, those guys, they, they, they know what they know. They've learned a bunch. But when they go to, to, to certain phases of business, as you hit the $30 million, $100 million, you hit these different levels, suddenly you can't control everything. You have to have a team of people. You have to hire guys like me.
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