Businesses usually outgrow their organisation before they outgrow their market. The constraint is rarely demand. It is that every decision of consequence still routes through one person, and that person now has a calendar rather than a job.
Sort the decisions, not the people
The useful exercise is not an org chart. It is a list of every recurring decision the founder currently makes, sorted on two axes: how reversible it is, and how much it depends on judgement that only the founder holds.
Decisions that are reversible and rule-based — pricing within a band, trade schemes within a budget, hiring below a level, vendor selection from an approved list — should leave the founder's desk first. They consume disproportionate time and carry limited downside.
Decisions that are irreversible and judgement-heavy — entering a category, taking on debt, the shape of the brand — can stay, for now. The mistake is not keeping them. The mistake is keeping everything.
Transfer with a guardrail, not a speech
A decision does not move because it was announced in a meeting. It moves when three things exist: a stated boundary, a named owner and a review rhythm. The boundary says what the owner may decide without asking. The review says when the founder sees the result.
Founders who do this well are not less involved. They are involved in fewer things, later, and with better information. That is what capacity actually looks like.