How to Scale: Stop Operating, Start Owning. Systems & Mindset shift.

I run 3 companies, sit on boards and investment committees, advise companies, invest, coach, travel every month, and I'm a mum of two. And I still find time for myself. The secret: systems & mindset

Hi friends and founder friends,

How many still feel like slaves to their own business?

I have been now for 1 month in the Dominican Republic. And our company is running… without me. And I am the CEO.

How?

Today in this premium edition, I will share

A -🔍 The Founder’s Due Diligence Process to Figure Out How to Scale Effectively

💼 B — The Breakdown: Systems & Agencies I Use to Scale, Increase Revenue & Impact

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As a founder, think of yourself as an owner, not an operator.
You should be able to take (long) holidays, step away, and still see the business run smoothly.

The moment your company can operate without you, it also becomes far more attractive - to investors (if you're looking to raise) - or to a bigger company that might want to acquire you.

A business that relies too heavily on its founder(s) can be too risky - not attractive.
If something happens to you, or you decide to step back, the whole thing could collapse. Right?

So for your own sake, and for the sake of your business, start thinking like an owner, not like an operator.

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After experiencing 4 burnouts in the past 20 years (last one was in 2020), I am never going back to hustle culture.

It’s not necessary.
It’s a trap.

And business scales when we aim to work smart - not hard.

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A year ago, I met a founder while I was taking some time off in Granada, Spain. I have a radar for spotting other founders.

This guy owns a logistics and transportation company in Europe. He was traveling around, enjoying his time in Spain.

Me: “It seems like you have a lot of people, countries, and vehicles to manage. When did you start? How do you do it all?”
Him: “I started 7 years ago, and from day 1, my goal was to own, not to manage. Your job as a founder is to own, not to operate, even if it means making less by sharing with others.”

I couldn’t agree more.

Too many of us founders end up becoming slaves to our companies, working non-stop, embracing hustle, as if there were no other option.

At that time, while I had already been focused on delegating, outsourcing, and prioritizing high-impact activities - the 20% that generates 80% - I was still very much an operator, keeping an eye on almost everything.

Since our chat, my mindset shifted even more.

Now my goal is to build companies, products and services that don´t “need” me. One after the other.

It has not always been like that (I am expert in having burnouts), it took due diligence (on tasks and teams), a mindset shift (operating vs owning) and discipline to get there.

Most importantly, you need to get clear on how you want to live your life and the kind of company and future you want to build.

To begin with, before we look into The Founder’s Due Diligence Process to Figure Out How to Scale Effectively & The Breakdown: Systems & Agencies I Use to Scale, Increase Revenue & Impact

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