@patrick_oshag love your podcast. Do you have an episode that focuses on the transition a founder makes from being involved heavily in operations to being a chairman that can focus on strategy and only those parts of the business they totally enjoy?
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(A thought on an idea implicitl in your question to Poshag...) If you want to hold on to strategy (and I’d guess vision too) but lose ops, it sounds like what you want is not to be chairman — it’s to hire a real COO — as your only direct report. Anyway, good topic suggestion!
I’ve thought quite a bit about this. In a tough competitive industry where the business has not hit maturity, I don’t think ita wise to hire a ceo or coo until they have built amazing systems a role organization chart. Throwing a coo or ceo into the fire without that is dangerous
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That said, agree with you. My tentative plan is: Systems Some more automation CFO Coo Ceo maybe...
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Cool. I’ve done it three times now (fourth is starting without me as CEO at all) so happy to help if you ever want it. I learned a great deal.
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