CEO Freedom
Remove the founder as an operational dependency and establish a business that runs through clear ownership, decision rights and execution. This is not a discussion exercise. It is a structural shift.
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Part 1 — Founder dependency map
Identify every area where the business still depends on the founder. Which decisions still go through them? Where does work slow without them? What requires their approval?
| Area | What depends on the founder | What happens without them |
|---|
Part 2 — Delegation audit
List current founder activities and categorise each one. Only me means it requires founder authority or unique capability. Delegate means someone else can do it 80% as well. Stop means it is no longer required. The rule: if someone else can do it 80% as well, it should not sit with the founder.
| Activity | Category | Transfer to |
|---|
Part 3 — Ownership transfer plan
Transfer ownership of all execution activities from the founder to the GLT. One owner per area, no shared ownership, and no default fallback to the founder.
| Area of the business | New owner | Transfer complete by |
|---|
Part 4 — Decision rights and escalation
If decision rights are unclear, everything defaults back to the founder.
Part 5 — Founder extraction test
Run a controlled test of independence. The founder steps back from operational decisions for a defined period, and the team tracks what happens.
Parts 6 and 7 — CEO operating rhythm and final decisions
Define how the founder spends time going forward. If strategic time is overridden, delegation is incomplete. Then define what changes immediately.
