A leader’s way of working is shaped by what brought them success in the past.

Executives who come from large companies know how to lead managers, navigate complex org charts, and delegate through layers. They know how to manage complexity, policies, and politics while achieving organizational goals.

But sub-$100M companies don’t operate like that.

Smaller companies need leaders who are wired differently – they need leaders who DO.

That’s why scaling small and mid-sized companies demands an owner’s mindset: a hands-on understanding of the business, backed by a broad skill set and a bias towards action.

I’ve led businesses where top-line growth was the mandate – but the real challenge was doing it without increasing headcount, runaway overhead, or creating hierarchies that kill agility and slows decision-making. The only way to do that is with a leadership team who’s biased towards taking action themselves, has the humility to do menial tasks when required, the confidence and know-how to get it right and the work-ethic to make every minute count.

Because the goal for leaders in these environments is predictable, consistent value creation, fiscal discipline must focus every dollar on value creation, not G&A and executive level salaries. When EBITDA is only a few million dollars, the cost of hiring a full suite of experienced executives can easily push a company into the red.

There’s a saying: “Surround yourself with people who are smarter than you.” But at small and mid-sized companies, that’s a luxury CEOs simply don’t have. The challenge becomes: How do you fill the skill gap between what’s available and what’s needed for excellence? A leader with an owner’s mindset knows they personally bring the experience and skills to uplevel the entire team.

The best CEOs in these environments are disciplined operators—hands-on, fiscally focused, humble and obsessed with execution.