I’ve been wrestling with something lately. I’m in this weird middle space — not the early “do everything yourself” stage, but not fully in the “let other people run with it and scale this thing like a real company” stage either. It’s like I’m standing on a cliff with one foot on solid ground and the other foot hovering over the edge. I know I need to step off if I want to build something big. But that step requires trust, and trust requires letting go of the belief that the only person who can do it “right” is me. And honestly… that’s been hard. For a long time, I thought the biggest bottleneck in my business was more leads, more clients, more jobs. Turns out the bottleneck was me. My hands. My perfectionism. My fear that if I loosen my grip, everything will fall apart and make me look stupid. The franchising conversation has forced me to face that head-on. The moment someone else wants to operate inside my systems, I start questioning everything: “Is this dialed in enough?” “Is this repeatable enough?” “What if they don’t execute the way I would?” “What if it reflects badly on me?” “What if I’m not ready?” But here’s the crazy thing I’m finally realizing: Maybe ‘good enough’ is actually good enough. Not sloppy. Not careless. Not lazy. But good enough to ship. Good enough to start. Good enough to grow real legs under it. Most operators wait for “perfect,” and perfect never comes. Systems get refined through real people running them, not me obsessing over them in a Google Doc at 1 a.m. I’m starting to accept that scale doesn’t come from total control — it comes from creating a machine that other people can actually run. Even if they run it at 85% of how I would… that 85% across multiple markets beats 100% of me doing everything in one. And honestly, there’s a freedom in that mindset shift. I’m realizing that the next level isn’t more effort from me. It’s less dependency on me. This is me documenting the transition in real time — not from a place of having it all figured out, but from a place of finally being willing to trust the process, trust the people, and trust that scaling something meaningful requires letting go of the idea that I have to be involved in every detail.