Most small teams work because everyone knows everything. That stops being true at a predictable point, and the businesses that plan for it keep their speed.
Write down who decides what
Ambiguous ownership slows decisions more than a lack of skill does. A short list of decision rights per role removes a surprising amount of friction.
Separate doing from managing
Promoting your best practitioner into management without support loses you a practitioner and gains an uncertain manager. Plan the transition deliberately.
Review structure annually
The right structure for this year's revenue is rarely right for next year's. Treat it as a planning item, not a reaction to a problem.
The information provided on this website is for general guidance only and does not constitute financial, legal or accounting advice, nor a guarantee of any particular business outcome. Results depend on individual circumstances, market conditions and how recommendations are implemented. Professional advice should be obtained where appropriate.
