This year, our company crossed an important threshold — we moved into the “one to ten million” revenue cohort. It still feels a little unreal when I say it out loud. Two and a half years of experiments, mistakes, and bold steps later, we are finally here. And looking ahead, in the next 3-4 years, we’re planning to hit $10M in revenue.
Reflecting on this journey, I’ve realised that real growth has less to do with strategy or structure and far more to do with personal transformation. A company grows only as fast as its founder is willing to grow
Stage 1: learning to take risks
The first stage, from zero to about $300K, is all about learning to take risks. You stop waiting for perfect timing and start acting even when the path ahead isn’t clear. It’s the moment when courage becomes your main business skill.
Stage 2: learning to sell
From $300K to $1M, the challenge changes completely. You have to learn how to sell — not what you want to offer, but what the market actually needs. It’s humbling and uncomfortable because you realise your best ideas aren’t always the ones people are ready to pay for. Many founders struggle here, trying to convince the world that their way is the right way. But to reach the first million, you must learn to sell value, not vision.
Stage 3: learning to delegate
The next chapter, from $1M to $10M, is no longer about courage or sales — it’s about trust. At this stage, speed comes not from doing things yourself, but from building systems where others can move faster than you. It means learning to delegate, accepting mistakes, and creating structures that reward ownership rather than control. Real growth begins when you trust your team enough to act without your constant input — when you build momentum that doesn’t depend on you alone.
Stage 4: learning to let go of meaning
Then comes what I call the “cosmic stage”. It’s when the company begins to scale beyond your personal vision, and you realise it no longer belongs entirely to you. True leadership here means delegating not just execution, but also meaning — letting others contribute their own understanding, direction, and purpose. That’s how an organisation turns into something bigger than one person’s ambition.
Where we are now
Right now, we’re somewhere in the middle of that journey — in the $1–10M stage. Our main challenge is trust: building a team I can fully rely on and learning to let go a bit more each time.
So that’s my goal for the next year — to trust more, delegate faster, and give space for others to take ownership of what we’ve built together. Because growth isn’t just about scaling a company — it’s about expanding yourself enough to make room for that growth to happen.