Look at the evidence
Trace recent opportunities that needed the founder.
Separate discovery, technical credibility, negotiation and authorisation.
Check what a capable colleague could perform with evidence and permission.
A case to think through
A salesperson runs discovery well but waits for founder approval of every proposal. The bottleneck may be commercial authority rather than persuasion skill.
This is a hypothetical operating example, not a client result.Avoid a misleading conclusion
Assuming more sales training fixes every founder dependency can miss pricing, proof or delivery-confidence gaps.
Delivery independence needs evidence from real work, including the exceptions that make the business difficult to run. A process document, quiet holiday or completed checklist is not enough on its own. Check whether another capable and authorised role can maintain the agreed outcome under representative conditions.
Your evidence check
Bring supporting and contrary examples. A self-reported answer is a starting point; these notes do not calculate or validate a score.
| Prompt | Notes from your case |
|---|---|
| Opportunity stage | |
| founder contribution | |
| transferable input | |
| retained authority |
Must the founder stop selling?
No. Decide which involvement is valuable and which unnecessarily limits the team's ability to progress suitable opportunities.
See the wider pattern.
20 questions. An indicative, self-reported result with a five-dimension profile and an optional conversation.
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