The Curse of Control
How founders become the bottleneck without realizing it.
The habits that help you build a company are often the ones that stop it from growing.
0 → 1.
Do everything yourself.
1 → 10.
You jump into sales, hiring, product, support, and fundraising.
Speed matters more than structure.
The company succeeds because you're involved in almost everything.
10 → 100.
Those same habits become liabilities.
If you're involved in every decision, the company slows down.
If you're involved in none of them, standards drift.
The challenge isn't doing less.
It's deciding where your involvement matters most.
Every company has a handful of decisions that shape everything else.
Who gets hired.
What quality looks like.
How customers are treated.
Which problems deserve attention first.
Those decisions deserve your attention.
Everything else should happen without you.
0 → 10.
The company depends on you making decisions.
10 → 100.
It depends on everyone else making the right ones.
Early on, your job is to make decisions.
Later, your job is to build a company that can make them without you.