The last two things I refuse to do in any of my businesses

Happy Tuesday!

Last week I shared two things I’ve deliberately removed myself from across all of my businesses:

1. Customer calls

2. And employee issues

Today I’m covering two more.

These are more operational in nature, but they’re just as important for the same reason: every time you do them yourself, you become the ceiling your business can’t grow past.

Zack bought a $2.1M accounting firm remotely (living in California, business in Virginia) after joining Acquisition Ace.

He closed in just 5 months… and he’s not even an accountant!

👉 Want transparent guidance that shows you exactly what to do to close your first deal? Book a call with our team here.

I don’t manage vendor relationships on a daily basis

Ordering supplies, managing inventory, handling routine contract conversations…

All of that runs through my teams.

I do maintain a small number of strategic vendor relationships that create value across multiple businesses.

But the operational back-and-forth doesn’t come to me.

Here’s why this matters: when vendors can reach the owner directly for every minor issue, they will.

And every time they do, you’ve created another dependency on yourself that bypasses the systems you’ve built.

Over time, that dependency becomes the norm, and the norm becomes very hard to unwind.

The fix is to never let it start.

Vendors should know from the beginning who handles day-to-day communication, and that person shouldn’t be you.

(Inside Acquisition Ace, members learn how to evaluate whether a business already has these structures in place before making an offer, because it significantly affects how smooth the transition will be. To see how our community can help you on your path to business ownership, book a call with our team here.)

I don’t do operational work

Quality checks, equipment maintenance, scheduling, inventory management - I structure every deal specifically so I won’t be the person responsible for any of it.

Before I close on anything, I need to know who is handling these functions and whether they can handle them without me.

If the answer is unclear, that’s a deal structure problem to solve before closing.

One of the most important things I evaluate during due diligence is whether a business can stay profitable without the previous owner, and without me personally filling the gaps they leave behind.

What all four of these have in common

1. Customer calls

2. Employee issues

3. Vendor relationships

4. Operational work

Each one represents a different way an owner can become the ceiling of their own business.

And each one is a category of work that, when properly delegated, strengthens a business.

When the right people are handling the right things, the business becomes more consistent, more scalable, and significantly more valuable if you ever want to sell.

Your job as an owner is to think clearly about where the business is going and make the decisions that actually require you.

Everything else should be handled by people who are better positioned to handle it than you are.

If you’d like to build toward this kind of ownership structure from your very first deal, the Acquisition Ace community is where thousands of members are learning exactly how to do that.

To see if it’s a good fit…

👉 Book a call with my team here.