The Power of Working on, Not in, Your Business

Have you ever thought that knowing too much about your product or service could actually work against you? It sounds counterintuitive, but sometimes not being a technical expert can help you sidestep a common pitfall many founders face.

Take Carrie Kelsch, founder of A Plus Garage Doors. When she started her company in 2005, she had zero experience in garage door repair. Instead of seeing that as a handicap, she turned it into a superpower. Carrie focused on growth, leadership, and building a high-performing team instead of getting mired in the technical side of the business.

“I didn’t, and I still don’t, know how to fix a garage door,” she admits. Instead, Carrie relied on her team to handle operations while she channeled her energy into marketing and expansion. This approach perfectly echoes Michael Gerber’s advice in The E-Myth Revisited: work on your business, not in it.

Why Avoiding the Technical Details Can Be an Advantage

When you’re too involved in the day-to-day technical work, it’s easy to lose sight of the bigger picture. Founders who immerse themselves in operations often struggle to grow because they’re stuck in the weeds. Instead of spending their time strategizing and leading, they’re troubleshooting.

Here’s why stepping back from the technical side can benefit you:

• More Time for Strategic Growth: More Time for Strategic Growth: Delegating technical tasks frees up your time to focus on growing the business.
• Team Empowerment: Trusting your employees to handle operations boosts their confidence and accountability.
• Scalability: Scaling a business requires systems and processes, not just personal expertise. By stepping back, you can focus on creating scalable models. Delegating technical tasks frees up your time to focus on growing the business.
• Team Empowerment: Trusting your employees to handle operations boosts their confidence and accountability.
• Scalability: Scaling a business requires systems and processes, not just personal expertise. By stepping back, you can focus on creating scalable models.

But how do you avoid common traps, like being taken advantage of by employees or vendors, while still focusing on growth?

Practical Steps to Build a Business Without Getting Bogged Down

Here are actionable steps to help you work on your business rather than in it:

• Build a Strong Leadership Team

o??People who complement your weaknesses: Look for those with technical expertise to handle areas where you lack experience.

o?? Delegate Authority, Not Just Tasks: Empower your team to make decisions. This ensures you’re not the bottleneck for every operational issue.

• ?Document and Automate Processes

o?? Create SOPs (Standard Operating Procedures): Clearly document the steps for all critical tasks. This minimizes dependency on any one person and ensures consistency.

o?? Leverage Technology: Use tools like project management software, CRM systems, and accounting platforms to streamline operations and reduce manual work.

• Align Incentives with Business Goals

o?? Implement Phantom Equity or Profit Sharing: Tie compensation to long-term business performance. This motivates employees to think and act like owners.

o?? Set Clear KPIs (Key Performance Indicators): Measure performance based on metrics tied to growth, profitability, and efficiency.

• Educate Yourself Without Getting Lost in the Details

o?? Focus on Business Metrics: Learn the key numbers that drive your business—revenue, margins, customer acquisition costs, and lifetime value. Understanding these metrics helps you make informed decisions without needing to be a technical expert.

o?? Hire Advisors: Bring in consultants, accountants, or business coaches to guide you on complex decisions and keep you accountable.

• Foster a Culture of Ownership

o?? Reward Loyalty and Performance: Provide recognition, bonuses, and non-financial incentives to employees who go above and beyond.

o?? Communicate the Vision: Regularly share your business goals and vision with your team. When employees understand where the company is headed, they’ll feel more connected to its success.

Case Study: Carrie Kelsch’s $70 Million Exit

Carrie Kelsch followed these principles to build a business that could thrive without her technical expertise. She focused on leadership, systems, and alignment, rewarding her loyal team with phantom shares to ensure they felt like owners. Her team handled operations while she focused on marketing and growth.

In 2024, Carrie sold a majority stake in A Plus Garage Doors to Guild Garage Group, a private equity-backed roll-up in the home services sector. The business was valued at approximately $70 million, thanks to the strong foundation she had built. The deal allowed Carrie to take significant capital off the table while retaining a stake in the company’s future growth.

From Day-to-Day Operator to Strategic Leader

Carrie’s story proves that you don’t need to be a technical expert to build a thriving business. Here’s how you can replicate her success:

• Focus on growing the business instead of handling every detail.
• Empower your team and align their incentives with the company’s success.
• Build a scalable system that doesn’t depend on your daily involvement.

Ready to Take Action?

Your business is more than the product or service it offers—it’s a system, a brand, and a valuable asset. Sometimes, knowing less about how the sausage is made can be an advantage.

If you’re ready to prepare for a successful exit, schedule a time with me to discuss how I can help you turn your business into a sellable, high-value asset.

I help entrepreneurs buy and sell remarkable businesses as well as help them plan their exits. If you would like to learn more about how much your company is worth and/or how to maximize the value of your business at exit, Click Here? to schedule an introductory call with me or feel free to email me dave.godwin@cbiteam.com.? I will help you discover how to find out if it’s the right time to exit and help you ask a higher selling price for your business.? All information is managed in the strictest of confidentiality.