Situation:
Our client had experienced over 20% growth year-over-year for three consecutive years before engaging Proxxy. As their staff expanded from 25 to 50 employees and beyond, they encountered the typical growing pains associated with scaling. The founder was still wearing multiple hats—managing sales, marketing, operations, HR, and finance—limiting the organization’s ability to continue scaling efficiently. To sustain growth, the company needed to develop and empower new leaders within the organization.
Solution:
Proxxy quickly identified that while the client had hired skilled practitioners, a delegation mindset was not yet in place. To address this, we began by clearly outlining role responsibilities for key business areas, enabling leaders to take over specific functions from the founder. Sales and Marketing were identified as the first departments to transition to new leadership.
To ensure the success of these new leaders, we implemented structured communication and accountability measures. Clear expectations were established regarding responsibilities, and key performance indicators were defined to measure success. Regular one-on-one meetings were scheduled with each leader, with a structured agenda that required leaders to come prepared with questions, concerns, and requests for approvals. These meetings allowed the founder to focus on mentoring, coaching, and empowering the new leaders in their decision-making processes.
Another crucial component was the introduction of a structured briefing process for delegation. Leaders often struggle to delegate effectively when expectations are unclear, leading to delays, misaligned deliverables, and frustration. The briefing process provided a framework ensuring that objectives, timing, documentation, and expected deliverables were clearly outlined. This clarity led to smoother delegation, fostering trust and confidence between the founder and the new leadership team.
Beyond immediate delegation, we also incorporated career goal setting into the leadership development process. The founder envisioned a fully structured leadership team across all business areas. While we started with Sales and Marketing, we developed an accountability chart that outlined leadership roles for additional departments. High-potential employees were identified for future leadership positions, and they were given targeted growth opportunities, including mentorship and skill development, to prepare them for expanded roles.
Outcome:
As a result of these initiatives, the company successfully transitioned from a founder-led structure to a leadership-driven organization. Key outcomes included:
- Empowered Leadership: New department heads took ownership of Sales and Marketing, reducing the founder’s direct involvement and allowing for further business growth.
- Improved Delegation & Efficiency: The structured briefing process led to smoother project handovers, minimizing errors and increasing overall efficiency.
- Stronger Trust & Confidence: The delegation framework built trust between the founder and the leadership team, fostering a culture of accountability and ownership.
- Career Growth & Succession Planning: High-potential employees were identified and developed, ensuring a pipeline of future leaders and sustainable growth.
Over the last next two years, the company has continued to flourish, leveraging a strong leadership team built through deliberate delegation and leadership development. By passing ‘hats’ to capable leaders, the founder positioned the company for continued success and scalability. Now over 100 employees, their revenue growth has continued at the same pace, no small feat as scaling gets tougher with size.
