I stopped being the source of every good idea, and that’s when the growth actually took off. We find the right people, give them real goals and KPIs, and then step back and let them create. The owner who insists on generating every idea caps the company at the speed of one brain. Empower a building full of them and it compounds.

There was a point in our company where we didn't need more growth. We needed to catch up with the growth that we had already experienced. The funny thing about companies is systems that worked at one level, oftentimes break or need to be modified at a different level. We ran through this many times and still do today. Tribal knowledge begins to break down. Decisions get bottlenecked around a few key people that have to make every decision. All of these things are important to watch as your company grows. You want to make sure that you have your eye on where are things breaking, where are things that worked before not going to work at this next level. It's sometimes hard to see these things, and oftentimes you'll have to break it in order to figure out that it can't sustain. And that's okay, but the key is when you're watching that, you see it break and then you're able to make a fix pretty darn quickly. The key as your company grows is watch for variants. You have same people doing the same job getting two wildly different results. Why is that? That's where the system is broke. That's what needs to be addressed and fixed before you can move to that next level.