The most important transition in a founder's career is rarely discussed in public. It is the moment at which they stop being an operator with executive responsibilities and start being an executive leader who must delegate operations.
That transition redefines almost everything: how time is spent, how decisions are made, how executive teams are composed, and how boards are engaged. Founders who make it thrive at scale. Founders who resist it plateau, or worse.
Institutional executive leadership is a distinct discipline. It can be taught, structured, and practised, but only if founders are willing to shed the identity that got them here.
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