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. I noticed a common theme in how they ran their businesses: while these owners were highly skilled, nuances within their companies often kept them from guiding their organizations to reach their full potential. These challenges included trying to do everything themselves, setting unrealistic growth plans, or struggling to hire effectively.
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.
Initially, I tried to work with anyone and everyone, believing that my skills and experiences could benefit all. As you can imagine that approach didn’t always work, leading to some disappointments but also valuable lessons. Like my clients, I wanted to build a company I could love, one that involved working with clients I could genuinely help.
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.
The benefit of this transition was that ideas no longer originated solely from me; I had a team to hold me accountable, and our capacity to serve clients grew. We could expand, open additional companies, and offer more services. Our clients trusted us to manage critical aspects of their growth, and because we understood their businesses, engagements became more efficient for everyone involved.
However, the challenge was that managing and leading took so much of my time that I had fewer opportunities to focus on the consulting work I loved. Like my clients, I was passionate about my work and less interested in tasks others could handle better. While I built the company I had envisioned—a suite of companies that simplified and supported our clients’ growth—I found myself in a role that no longer aligned with my personal mission.
It wasn’t a question of capability; rather, I knew I was drifting from my mission: to educate, equip, and inspire people to pursue extraordinary goals. Leading a team was rewarding, but it distanced me from the hands-on work I enjoyed most.
I remember telling a friend that I wanted to do something different. I no longer loved the company. He looked at me in disbelief, knowing all that I had worked for and accomplished, and didn’t say anything. If anything was going to change—and I knew this already—it was up to me.
Today, while my purpose and vision remain the same, my approach has evolved. I’ve closed most of my companies to focus on fractional work, writing, and teaching. I’m no longer interested in building the kind of company I once pursued, but I still have a team and a company I genuinely love.
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.
In Allen’s experience, many founders are the “face” of the company. Their knowledge, skills, and experience define the brand, so if they leave, the company’s value can diminish. The CEO’s role in these cases includes ensuring that knowledge is documented and transferrable so the business isn’t entirely dependent on the founder.
In both discussions, a key point was clear: although the founder may not serve as CEO, they remain the company’s leader and owner. The CEO is responsible for driving the founder’s vision, creating a collaborative partnership that’s essential for growth. Clear roles, defined responsibilities, and accountability are critical to this relationship.
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?
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.
If you’re interested in building a company you can love, we can help. Learn more about our services at Aepiphanni.com or schedule a complimentary discovery session through Coffee and a Consult. For additional insights, including videos, articles, and podcasts, explore our BizOps Insider, where you can also subscribe for updates or contribute to our expanding content library.
Aepiphanni is a Strategy and Operations-focused Business Consultancy dedicated to providing Fractional Growth Leadership, Management Consulting, and Business Transformation to business leaders and entrepreneurs looking to elevate their companies. As trusted advisors, we specialize in delivering forward-thinking operational and strategic solutions to help our clients navigate and overcome growth challenges.