I've always been the type of entrepreneur who enjoys diving right into the nitty-gritty of building a business. In the 1990s, you'd find me wearing every hat imaginable, knee-high in code, and solving internal problems.

The transition from a practical entrepreneur for a strategic CEO it was hardly a walk in the park. Early on, being totally engaged in everything seemed normal and exciting. After all, when you manage a small team, you have direct control and immediate feedback. This hands-on approach was absolutely crucial in those early stages of our company's life. But as we got older, I realized that being deeply involved in every detail was not sustainable. I had to shift gears from doing to leading.

Many entrepreneurs don't realize that turning a five-person company into a fifty-person company by being too hands-on can be taxing and counterproductive. This is where a lot of people stumble – crossing that chasm, as I like to call it. I'm not going to lie, and it took me years to cross that chasm, because it's really important to find top executives who are competent, who I can trust, and who understand my business. This process does not happen overnight. It takes years to cross that chasm – from discovering things and learning to delegate for the development of the right approach to employment.

Related: To stop burning out, you need to learn how to delegate and let go

Investing in people, not just positions

Building a strong C-suite is like building the foundation of a house. I had to bring in people with the right skills and find individuals who could absorb and apply the wealth of knowledge and experience I have accumulated over the years. As I moved into a more strategic role, I needed to focus on effectively transferring this knowledge. More than just finding someone to fill a position, I focused more on investing in people who could grow with the company and take on significant responsibilities in the long term.

I have seven executives who report to me now, and it took time to bring each of them up to speed. While some companies have the financial resources to hire many people almost immediately, in reality, it is still a lot to transfer knowledge. I made it a priority to make sure they understood their specific roles and how their work fit into the broader mission of our innovative medical software solutions.

Related: 3 Strategies for customer loyalty and sustainable growth

Fostering a culture of mentoring for collective success

As we grew from 110 to 200 employees, the leadership challenges evolved. Our executives are now responsible for hiring and managing their teams, which introduced new layers of complexity. They must now knowledge transfer loosen the reins on their people, allowing them to learn and be able to rely on them as well. This continuous cycle of growth required our leaders to embrace delegation and trust, reinforcing the idea that leadership is an ever-evolving process. It also shows that leaders are always challenged to the next level.

Even now, some of my managers sometimes come to me for advice. For example, one of our executives who manages a team of 40 often seeks my input on strategic decisions or processes. This type open communication it is a healthy part of leadership and helps maintain organizational cohesion. It is rewarding to see our leaders grow more confident in their roles and this highlights the importance of ongoing mentoring and support.

In addition, we recently completed a three-month search to fill The role of the CFOa key position on our executive team. This is a big moment for RXNT as we deepen our commitment to strategic financial management during a period of significant growth and change. This role is essential to maintaining our financial health and supporting our ambitions to innovate, expand and deliver exceptional value to our customers. Although the process takes a significant amount of time, we made sure we were bringing in someone who brings sharp financial expertise and a strong understanding of the healthcare technology field. Being a team player was also an essential item we had to tick off the checklist as I wanted to maintain excellent skills. dynamics of the team.

Cultivating leadership and innovation

Building a capable executive team is a rewarding journey that requires thoughtful investment. It will develop your ability to trust others and force you to step up and focus on strategic initiatives, especially in a dynamic field like medical software solutions. It is truly an opportunity for the leadership team to grow personally and professionally as they continue to empower others to take the reins and lead the company's success hand in hand.

As we move forward, I am confident that my C-suite offerings and innovative solutions will continue to drive success in our organization and significantly impact the industry as a whole.