Founder succession
When the founder becomes the bottleneck
A business can grow around the founder’s knowledge without building a way to share it. Over time, routine decisions queue at one desk.
A practical starting point.
Start by identifying decisions that only the founder can make today. Separate those requiring ownership or board judgement from those a capable leader could own with clear limits.
Succession needs a staged plan: defined roles, decision rights, successor onboarding and a review rhythm. A handover meeting alone cannot create the systems that make independence possible.