Many successful owner-led businesses eventually face the same challenge: the owner wants to step back from the day-to-day sales role but isn’t sure how. A recent conversation with a business owner of a 20-year-old company with around 100 staff highlighted why “replacing yourself” is often the wrong approach.
The initial idea was simple: hire a salesperson to take over the owner’s role. But after discussing the reasoning, it became clear that finding someone to do exactly what the owner does is nearly impossible. Their knowledge, client relationships, and unique experience are the product of years of hands-on work—something that simply cannot be replicated.
Instead, we explored a more strategic approach:
Document Every Step: Map out the sales process in detail, from identifying prospects to closing contracts and handing over to other divisions.
Identify Enjoyable vs. Laborious Tasks: Recognize which aspects of the role the owner enjoys and which tasks feel repetitive or time-consuming.
Delegate or Hire Accordingly: Assign the lower-skill, higher-volume tasks to a new hire who finds these tasks challenging and fulfilling.
Focus on High-Value Activities: Free the owner to spend time on strategic, high-skill interactions and ambassadorial work with clients.
This approach creates a win-win scenario: the owner remains active in areas they are passionate about, while new team members are empowered to learn, grow, and take on meaningful responsibilities. Over time, this gradual transition allows the business to scale without losing the owner’s expertise or client relationships.
For owners thinking about stepping back from sales: rather than looking for a “replacement,” consider documenting processes, delegating wisely, and focusing your energy where it matters most. You may not be replaceable—but you can be supported.