Suggested questions

1When your own company grew quickly and then hit the ceiling, what were the first signs that the way it was running wasn’t going to keep working?

2You’ve said it wasn’t one dramatic breaking moment but a build-up over time. What does that slow pressure look like for founders who are inside it?

3As a business grows, how do founders unknowingly train their team to bring everything back to them?

4You talk a lot about founders becoming bottlenecks without realising it. Why is that so hard to see when you’re the one inside the business?

5In your experience, what usually breaks first when a business outgrows the way it’s being run — the people, the systems, or the founder?

6You’ve worked in high-pressure environments outside of business. What did those experiences teach you about decision-making that most founders don’t learn early enough?

7Many owners believe working harder is the only way through a growth plateau. Why does effort often stop being the solution at a certain stage?

8When founders try to “step back” and it fails, what’s usually missing beneath the surface?

9You’ve said a lot of business owners were never taught how to actually run a company — only how to be good at the work. Where does that gap show up most clearly?

10Looking back, what do you think you misunderstood about growth when your own company first started scaling?