Three moments, and the one you are in
You spend the year running the business. Then a moment arrives that has nothing to do with running it, and you have had no practice at it, because nobody gets practice at these. Pick the one that sounds like you.
It works, and now it needs to work differently.
Bigger scale, a new market, a different ownership model, or an acquisition. All of them get harder the more the business still depends on you.
Growth changes your structure whether you plan it or not. A new market usually means a new entity. An acquisition changes who owns which parts of the group. An employee share scheme changes it permanently and is very hard to unwind. Each of those has a consequence years later, at the point someone is valuing the business, and by then it is a fact rather than a choice.
Strategy and business modelling
What the next version of the business actually looks like, with the numbers that support it.
Market entry and globalisation
Which market should you prioritise to achieve the best outcome.
Mergers and acquisitions
Buying well, and integrating it without breaking what is already working.
Franchise models
Turning how you do it into something other people can run.
Employee share schemes
Giving the people who built it a real share, and what that changes.
AI and automation
The work that could be done through rules and agents so your team has time to be present for customers or do the high value thinking.
Where you are on the clock: Grow
Questions owners ask about grow
Through a share scheme built around the job you want it to do, whether that is holding key people, rewarding what has already been built, or bringing in future owners. Each one points at a different structure, and the structure is very hard to unwind once it is in. Decide the purpose first and the shape follows.
How this usually starts
A conversation with no decision attached to it. Someone wants to know whether the idea they keep coming back to is worth doing something about, and what that would involve.
Start a conversation