The first exercise you should do is to draw the flow of your business areas.

It is necessary to be clear about which are the essential areas for the company and where they are interconnected.

In the second step, you need to understand who will be the people responsible for each of the areas you drew before.

If you don't have these people, you need to analyze profiles that are in accordance with the culture and purpose of your business and then train and develop them to become the managers of the respective identified areas.

These people will be fully focused on the purpose, mission, vision, values and objectives of the areas of sales, operations, marketing, finance, etc. etc.

From this, you can have a more self-managed company, where you become much more strategic for the business, looking for the next steps that the company needs to take.

Don't have enough money yet for that?

So you need to prioritize and understand what's most important at the moment.

Here inside Living Tours I follow the following structure:

1° What will bring us new customers for the business;

2° What will retain more customers;

3° What will bring efficiency;

4° What will reduce costs.

Start comparing each of the areas of the flow drawn at the beginning with the priorities listed above.

Only then will you be able to be clear about what needs to be in the first place.

I understood the need to scale the company and have professional management, that is, to show that within the company there were processes and people trained to coordinate each area (CCO, CFO, COO, CMO etc), to make it clear that even without my presence the gear continued to run full blast.