The core message for late-stage founders is that hiring executives and creating management layers can disconnect you from the day-to-day operations of your company.

As a startup grows, the founder must transition from focusing solely on the product to also managing the company, which requires different skills.

When scaling a company, it's important to prepare for challenges and adapt mechanisms that work as the organization grows from a small team to a large enterprise.

When scaling from 10 to 100 customers, it's vital to transition from founder-led sales to hiring your first sales team to prove the business can grow beyond the founder's efforts.

Today, the main challenge is scaling the company while managing tight deadlines and ensuring focus on the right opportunities.

Investors often advise late-stage founders to hire a large management team and delegate responsibilities, which can lead to a loss of direct involvement in the company's operations.

As a company grows, the role of the founder changes significantly. You start by doing everything yourself, but eventually, you need to hire people, managers, and executives while maintaining the company culture.

As your company grows, your main job shifts from building a great product to building a great company, which is a significant transition for founders.

The hiring process changes as a company scales; founders must trust others to hire well and systematize onboarding for new employees. As you scale, it's crucial to rethink your hiring process to ensure it remains efficient and scalable, from sourcing to integrating new employees.