People and leadership for founder led lower-middle market companies

This page is for founder led lower-middle market companies with 5 to 50 million in annual revenue. The goal is a clear leadership shape, confident hiring, real delegation, and steady manager development.

Questions and short answers

What leadership roles should exist by 10 million and by 30 million

Around ten million. CEO, sales lead, operations lead, delivery or service lead, controller, and a marketing generalist. Around thirty million. Add a CFO, a sales leader with managers, a marketing leader, a people leader, and either a product or programme leader and a light PMO. Keep spans of control near five to seven.
Map leadership roles by revenue

How do I hire my first senior executive without overbuilding

Write a simple scorecard with three outcomes, key skills, and cultural must haves. Decide what success looks like in ninety days and in one year. Favour builders who can operate now and scale later. Consider fractional as a bridge. Reference for similar stage wins, not brand names alone. Tie pay to clear outcomes.
Hire your first senior executive

How do I delegate decisions and keep control of outcomes

Define who decides what with a short decision rights chart and clear dollar thresholds. Set three company outcomes and link team goals to them. Use a weekly review of metrics and a short risk list. Step in on exceptions. Coach on the decision process, not just the result.
Delegate with control

How do I coach managers who were promoted from within

Give a starter toolkit. One on one agenda, feedback model, and a simple plan for goals and reviews. Shadow their first tough conversations. Pair them with a peer coach. Hold a monthly managers circle to share wins and fixes. Measure team health and delivery so coaching is anchored in results.
Coach new managers

What is a simple performance review process that works

Run monthly one on ones and a quarterly review. Each quarter capture outcomes, what helped or blocked them, and the plan for the next quarter. Once a year align pay and growth paths. Keep forms light. Two pages at most. Use the same few measures across teams so comparisons are fair.
Run simple performance reviews

Related links

  • /strategy-and-growth

  • /sales-engine

  • /marketing-and-demand

Last updated: August 27, 2025

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