What does that term actually mean? How does a founder know that they've become the bottleneck without even realizing it?

So the book was born out of me wanting to try and be methodical with what I was learning ad hoc.

As I was working with individual clients in a fractional capacity, I realized that there's a specific repetitive framework that needs to be built in order for founders to start scaling outside of their own ability.

The same problems usually show up, right? It's founder fatigue.

It's they're jumping into problems that really they shouldn't be.

Sometimes it's time management.

Founders will sacrifice time with their family, time with their hobbies.

So let's talk about when when marketing like meets operations like where where you and I might overlap sort of why does aggressive marketing growth so often trigger these operational breakdowns? And so what should leaders actually understand about that before they put more fuel on the fire?