Building a Business That Survives Its Founder’s Absence
If the business stops when you take two weeks off, you own a job with unusually high risk attached.
If the business stops when you take two weeks off, you own a job with unusually high risk attached.
The advice is usually true for the person giving it and untested everywhere else.
A client who provides half your revenue is not a client. They are a controlling stake in your business.
Support is where a company learns what is actually wrong with its product. Most treat it as an expense to minimise.
Funding is treated as validation. It is a specific commitment with terms that suit the investor.
A profitable business can fail. An unprofitable one with cash can survive for years. Only one of these is widely understood.
Culture is not a document. It is the behaviour of the first ten people, and it hardens quickly.
Cost-plus pricing is the most common approach and almost always leaves money on the table.
Funding is covered obsessively. The far larger number of businesses built without it get almost no attention.
Founders worry about competitors. The things that actually kill companies are considerably less dramatic.