Why the Best Entrepreneurs Aren’t Experts in What Their Business Does
The most successful entrepreneurs I know aren’t experts in what their business does.
And yet, their companies are thriving, with multi-million pound revenue streams, loyal staff, raving customers and – best of all - freedom to take time off as and when they want to.
Why is this?
It’s because they are bloody good building and running businesses.
The Dangerous Myth of the ‘Expert-Founder’
There’s a persistent and dangerous myth that to succeed in business, you must be the top technician. That the best hairdresser builds the best salon. That the top lawyer runs the top law firm. That if you’re not doing the work, you’re not doing your job.
This is where Michael E. Gerber’s The E-Myth hits home.
Gerber famously identifies three characters inside every entrepreneur: the Technician, the Manager, and the Entrepreneur.
Most people who start businesses are Technicians, brilliant at the craft, passionate about the work. But they assume that being great at the work automatically means they’ll be great at running a business that does that work.
They couldn’t be more wrong.
The Founder Trap
When you lead with your Technician self, your business becomes an extension of your job. You’re on the tools. Delivering the service. Stuck in the weeds.
You never truly become a business owner. You become self-employed, often overworked, underpaid, and increasingly disillusioned.
To escape this trap, you have to step into the other two personas: the Manager (who builds systems) and the Entrepreneur (who sets the vision).
That means stepping back from the “doing” and stepping up to lead.
Real Fulfilment Comes from Building, Not Doing
In my role as a business growth coach, I’ve worked with lots of founders, and so feel well-qualified to say that the ones who feel energised, fulfilled, and financially secure are not the ones still doing all the delivery.
They’re the ones building something bigger than themselves.
They’re shaping strategy, nurturing talent, designing systems, and scaling impact.
They’ve discovered something profound: that the real joy in business doesn’t come from perfecting the work, it comes from building the business.
The Numbers Don’t Lie
In the UK, we’re in the middle of a business-building boom. In the first half of 2024 alone, over 459,000 businesses were registered. That’s more than 100 every hour.
These aren’t all experts launching passion projects. Many are generalists, visionaries, or commercial operators spotting market gaps and backing themselves to build.
They’re not trying to master the work. They’re mastering the art of business.
Three Real-World Stories That Prove the Point
The Yoga Brand Owner – She doesn’t teach yoga. She’s never done a teacher training course. But she’s built one of the most respected wellness brands in the UK by focusing on community, experience design, and operational brilliance.
The Landscaping Magnate – Doesn’t mow lawns. Couldn’t plant a hedge to save his life. But he understands brand-building, logistics, and team dynamics. His franchise model now employs over 150 staff across five regions.
The Tech Founder – Can’t code. But built a £20M software company by hiring exceptional talent, securing smart partnerships, and relentlessly focusing on solving one customer problem better than anyone else.
They’re not experts in the product. They’re experts in the business.
Why Running a Business Is Creative Work
Too many founders think stepping away from the doing is boring or bureaucratic. That becoming a ‘manager’ means losing the spark.
In truth, business building is one of the most creative things you can do.
You’re orchestrating people, designing processes, crafting positioning. You’re creating value out of thin air.
That’s artistry.
It’s jazz, not classical. Strategy, not paint-by-numbers. And the best founders fall in love with the creative act of building something that works without them.
What You Should Actually Be Doing as a Founder
Here’s what real business ownership looks like:
Articulate the Vision – Why does this business exist? What is it here to change?
Build the Machine – Create systems, rhythms, and a structure that scales.
Hire and Empower – Bring in brilliant people and give them space to shine.
Lead the Culture – Set the tone. Define the standards. Live the values.
Drive Commercial Performance – Understand numbers, pricing, and positioning.
Hold the Mirror Up – Constantly ask: “Where am I in the way?”
That’s your job. Not fixing client problems. Not proofreading the newsletter. Not doing every sales call.
But What If I Love the Work?
Loving the craft is fine. But building a business means being willing to let go.
You don’t have to abandon the work. But you must not be essential to it.
Make your business your canvas, not your cage.
You don’t need to be great at what your business does. You need to be great at owning and running the business, because that’s a profession in itself. It demands creativity, courage, leadership, and systems thinking.
So if you’re exhausted, stuck, or feeling underused, maybe it’s time to stop being the Technician.
Become the Entrepreneur.
And make business-building your real art form.
Inspired to make that shift? The Good Growth Advisory helps founders let go of the doing and step up to lead. Subscribe for insights or book a FREE discovery call with Stephen to explore how coaching could transform your business (and your life).