When I started Aepiphanni in 2005, my vision was to create a company that could support purpose-driven business owners who excel at what they do.

Working with business owners and guiding them through various growth phases was incredibly rewarding. I helped them discover opportunities they hadn’t considered and build organizational structures that enabled them to expand. While not every business leader was ready—or even interested—in building a larger company, they all shared a desire to build companies they could truly love.

The Shift

Over time, I became more adept at identifying the types of companies and leaders that aligned with our work and those naturally drawn to us. I eventually realized that delivering consulting services wasn’t enough; building a team that could execute plans across client organizations was essential. This meant I needed more people—more teams.

As a result, my role shifted from consulting directly with clients to hiring, training, leading, and managing a dedicated staff that enabled us to support our clients.

In Real Life

In conversations with Lance Cottrell and Allen Terrell Gregory on the Relentless Pursuit of Winning podcast, we discussed the importance of addressing these dynamics within a growing firm.

Lance shared his journey as a technical founder who started and grew an ID protection company. We talked about growth challenges that aren’t uncommon in business. Eventually, Lance recognized that his strengths didn’t lie in running a company. He decided to find someone who could, tapping into his network and ultimately identifying the right person to lead his business.

Similarly, Allen, who works with founders looking to sell their companies, emphasized the value of having a functional company structure. Sometimes, a founder’s expertise alone isn’t enough for the business to thrive; the company may need a new leader to realize its full potential. This sometimes requires difficult conversations, as founders may need to step aside for a new CEO or leader.

Build a Company You Can Love

As a technical founder, if your goal is to build a company you can love, it’s essential to clarify your vision for the business. Even if executing that vision isn’t your primary skill, documenting and communicating it is crucial. You may need to bring in complementary talent, whether it’s a CEO, a consultant, or a fractional leader who can provide the leadership your company needs without requiring a full-time hire.

Consider the following:

• What is your unique contribution to the company? What do you do exceptionally well that no one else can replicate?
• Are you spending most of your time on this work? If not, and if you want to be, consider what an alternative approach might look like.
• Who can handle the tasks that don’t align with your strengths or aren’t the best use of your time?
• Who can help you move your company toward the vision of a business you love?

Conclusion

Above all, don’t stand still. Change won’t happen simply by hoping for it or doing the same thing over and over. To bring your vision to life, you need a clear goal, the right people by your side, and the commitment to take action.

FAQs

Q: What is the key to building a company you can love?

A: Clarifying your vision for the business and identifying the right people to help you execute it.

Q: What if I’m not good at running a company?

A: That’s okay! You don’t have to be. Consider bringing in a CEO or fractional leader who can provide the leadership your company needs.

Q: How can I ensure my company’s success after I step aside?

A: Document and communicate your vision, and ensure that your team understands their roles and responsibilities. This will help your company continue to thrive even after you’re no longer at the helm.