Giorgia Paccione

Seeking founders, CEOs, executive coaches, organizational psychologists, leadership consultants, former founders who scaled businesses from 10 to 200+ employees, and private equity operating partners. I am looking for firsthand insights on why business owners struggle to stop being indispensable to their companies. What behaviors, habits, decision-making patterns or organizational structures keep founders trapped in day-to-day operations even after they attempt to delegate? Please share specific examples, lessons learned, warning signs, metrics, or turning points that helped leaders move from being the center of every decision to building a scalable organization. Interested in real experiences and observations from companies that have successfully scaled. Not seeking generic leadership advice, motivational quotes, AI-generated responses, or theoretical commentary without practical examples.