Mark Osborne explains how the systems and processes you build differ depending on whether you're scaling a company to run forever or to eventually sell it. The two paths require different trade-offs in how you structure operations, hire, and invest.
I'm gonna pick up on some of those bits and pieces because you said a couple things that are really interesting. And the first is, you know, sort of this experience of growing and scaling and that, you know, that you really felt like you started to hit your stride as you got systems and processes in place. And then, you know, going through that experience of an exit and now, you know, working with other companies, both helping them grow and scale as well as helping them prepare for exit. As you think about those systems and processes that, that help companies, how do you think about the different approaches for those that are trying to grow and scale on a long-term horizon of, I'm going to run this for a while, versus when companies are starting to prepare for some sort of transition, whether that's a recapitalization or maybe it's even a founder exit? Are there different approaches, different things that you see be more valuable or less valuable in those different contexts?
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