John Messer, founder of Copilot Capital, which invests in European software businesses generating €5–15 million annually, argues that scaling a company effectively requires slowing down. This perspective contradicts the widely held belief that rapid expansion is the sole path to growth, especially for early-stage startups.
Founders in the €5–15 million revenue bracket typically depend on speed and intuition to fuel growth. Messer contends, however, that the leadership behaviors effective at this stage often fail when companies target €50 million in revenue. His portfolio companies have proven that stepping back from daily operations creates space for innovation. For instance, SecureFlag launched two AI products after adopting this approach, while Priceshape developed its own AI agent. Messer’s conclusion is clear: slowing down in critical areas builds the foundation for faster, more sustainable growth.
Why Slowing Down Boosts Growth
The idea that scaling demands slowing down has been echoed by Jamie Stewart, founder of Binq. He observes that founders often become trapped in daily operations, leaving little room for strategic planning. “Yes, you must work hard, but clarity is also vital when building a business,” he states. Stewart advises founders to delegate administrative tasks to focus on long-term growth. Without this shift, scaling becomes reactive rather than intentional.
Yann Cramer, a professor of entrepreneurship at ESSEC Business School, describes scaling as a transition from an “amateur sports team” to a professional organization. Early-stage companies operate with founders managing everything, but scaling requires specialization—hiring experts in customer acquisition, product development, and support. The change is not about slowing delivery but about building systems capable of replicating success at scale.
The Reluctance to Relinquish Control
Many founders struggle with relinquishing control. Marco Fiori, managing director at Bamboo, acknowledges this resistance: “If you’re still unsure, do it anyway and see what happens, as you can always take back control if you feel the decision has been taken too early.” The ambiguity of delegation is often more problematic than the change itself. His recommendation is to set clear expectations, coach teams, and remain patient as they adjust. The risk of becoming a bottleneck is far greater than the temporary disruption of delegation.
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Jay Jung, founder of Embarc Advisors, has witnessed this dynamic repeatedly. Bootstrapped companies often stall at the €5 million mark because founders refuse to delegate. The solution involves identifying high-impact roles, hiring for them, and accepting that the transition may temporarily slow growth. Once those positions are filled, founders can refocus on strategy while operations run smoothly.
Alex Goryachev, an AI advisor and author of Fearless Innovation, reinforces this point. Founder instinct drives early success, but scaling requires stepping back. At Cisco, where he led innovation centers across 14 countries, he observed the same pattern: the founder is always the bottleneck. His advice is to delegate decision-making, build a team stronger in weak areas, and eventually use AI to automate routine tasks. The initial slowdown, lasting a quarter or two, is followed by sustainable acceleration.
Pivoting After a Strategic Pause
A cybersecurity firm that had grown through aggressive cold outreach found its leads drying up as competitors copied its tactics. Instead of scaling outreach further, the company paused to rebuild its value proposition around AI-driven threat detection. The pivot took six months, during which revenue dipped by 12%. By the time the new messaging launched, however, the company secured contracts from three Fortune 500 clients within three months, a result unattainable under its previous, faster-but-less-targeted approach.
Balancing Speed and Deliberation: Expert Perspectives
When founders hesitate to relinquish control, Cramer advises trusting the experience of countless owners who have successfully delegated. He reminds them that a single individual cannot cover every task within 24 hours. Hiring additional hours and assigning only uniquely valuable work to the founder maximizes impact.
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