You’ve hired more people. Added structure. Worked harder. And somehow you're more involved, not less. Because this is not primarily a people problem or a strategy problem. It is a structural one. I call it Founder Gravity: the structural pull that routes critical decisions back to the founder. As businesses grow, authority often fails to scale with complexity. Decisions collapse upward. Leaders escalate instead of own. Execution slows. The founder becomes the bottleneck. At $20M, that execution drag quietly burns $1.6M–$3M in productive capacity every year before it shows up on the P&L. Founder Gravity is not an effort problem. It is an architecture problem. Brynn built a profitable business at Gardex, but it still ran through him. Early starts. Site calls before breakfast. Time away created backlog, not freedom. In 90 days we promoted key operational leadership, installed delivery SOPs, and transferred budget authority to his PMs. Result: Gardex hit $960K in a single month, set a path to $5M annual revenue, and Brynn spent a week largely offline while the business kept moving. He did not just grow the business. He stopped being owned by it. I work with founder-led service and operational businesses between $5M and $20M, where decisions still run through the founder and leaders escalate instead of owning. I redesign decision architecture, reassign authority across the business, and govern the structural changes required to remove the founder as the execution bottleneck. By day 90, the business should sustain a week without your direct involvement. If it cannot, the architecture is not finished. 20 years as an operator. COO across three markets. Full P&L ownership. 2,000+ hours with founders at the complexity of scale. ICF-certified. Certified Chair. Book a complimentary Founder Gravity Diagnostic: 30 minutes, leave with a clear view of the constraint and the next steps to solve it.