Hire for leverage, not just capacity. It’s easy to hire because the business feels stretched, but the real unlock is bringing in people who have the skills to build systems, raise the standard, and help the company scale beyond you as founder. Use AI to help you stay lean, and use saved budget to hire more senior talents into the team.
You have to keep investing in the things that do not always pay back immediately, but become your advantage over time. At Jude, that means things like science, brand, community, and trust. These things can feel harder to prioritise when you are focused on short-term growth, but they are often the reason a business can scale properly.
Be clear on your priorities. Founder headspace is so important. Some of the most important decisions do not come from being in back-to-back meetings. They come from having enough space to reflect, think clearly, and see what is coming next.
Be adaptable with your operating model. A lot of founders underestimate how often the operating model has to change as you scale. There are famous thresholds - 7, 17, 70 people - where what worked before starts to break. We are seeing that ourselves at Jude, having reached the 17 to 20 person mark. The structure, communication, and decision-making that worked in earlier phases no longer work in the same way. We’re having to change the whole structure of our team, hiring senior leaders to shift founder-led everything to functional ownership. The key is knowing that those breaking points are coming. If you anticipate them, you can redesign the systems, rhythms, and people structure ahead of time, instead of waiting until the business feels chaotic."