When founders with deep expertise scale, they hit a wall. The expert explains which signals mean you need management layers: operational strain, leadership gaps, and the moment you can't project capacity anymore.
But I'm sure they see the same thing sort of operationally and from their leadership ability and their ability to sort of project manage and sort of recruit, hire, and train. Tell us a little bit about some of the challenges you see leaders go through when they bring, you know, all this deep domain expertise into founding a company, and then that company grows. You know, what are some of the signals that you see that are sort of signaling like it's time to build some management layers? And then where are some of the places that it starts to break down? What are some of the roadblocks that you see?
How Can You Maximize Your Business Value Before Selling? with Randy Katz Video
