Make the dependence visible.
We identify the decisions, approvals, customer relationships and knowledge that still sit with you. Some can move now. Others need a clearer process, better information or someone developed to take them on.
Build the conditions for delegation.
The work can include decision limits, account handovers, management responsibilities, financial controls and a review process that gives you confidence without requiring your involvement in every detail.
Measure what changes.
Useful measures include decisions resolved without escalation, key accounts with more than one relationship, management cover and the owner's time spent in routine operations.
A business that depends less on one person has more options for growth, succession and a future sale. The first benefit may simply be having more choice about how you spend your week.