As a Founder or Executive, are you still working on the business, or just in it?
As companies grow, leaders often shift from building the strategy to managing the day-to-day. But when that happens, critical risks start slipping through unnoticed. Every business leader eventually runs into the « so called » silent risks, not because they did anything wrong, but because things change faster than structures do.
Ask yourself:
- Are we scaling based on systems, or just good habits that haven’t broken yet?
- Have I recently challenged the assumptions behind our partners, or structure or even the contracts?
- If a crisis hit tomorrow, are we set up to respond fast or react late?
Here are 3 quick reminders we often give to founders and leadership teams:
Pressure-test your structure once a year.
Boards, roles, decision rights, ownership splits, they all need to evolve with the company.
Keep control over the narrative in key agreements.
Your contracts should reflect where you’re going, not just where you started. Review them like they’re strategy tools, because they are.
Prioritize clarity before speed.
Fast growth is great, until unclear roles, outdated shareholder terms, or vague founder agreements catch up with you.
Staying in control doesn’t mean doing everything, it means seeing everything that matters…early.