The goal isn’t to replace your energy; it’s to convert it into a repeatable system that any capable salesperson can run.

1. Extract the founder playbook
   Document the “magic” you do instinctively—ideal‑customer signals, discovery questions, demo flow, objection handling, pricing levers. Turn that tacit know‑how into a playbook, so every new rep starts at 80 % competence instead of 0 %.
2. Shift from relationship to process metrics
   Track leading indicators (SQLs per rep, demo‑to‑proposal ratio, cycle length) alongside bookings. Clear metrics let you coach objectively and forecast without founder intuition. If revenue still spikes only when you jump into late‑stage deals, the hand‑off isn’t working.
3. Hire for sales architecture, not just quota‑carriers
   Your first senior sales hire should be able to design territories, compensation plans, and a deal‑review cadence—and close business. Look for operators who’ve built $0‑$20 m machines before, not just managed an inherited team at $100 m.
4. Align product and marketing around the new motion
   Founders smooth over feature gaps on the fly; new reps can’t. Tighten feedback loops so product fixes the “show‑stoppers” quickly and marketing supplies the case studies, decks, and ICP‑focused campaigns that keep the top of funnel humming.
5. Reposition the founder as strategic closer and evangelist
   Step in where your personal credibility is uniquely valuable—board‑level deals, lighthouse logos, investor introductions—but let the team run standard cycles end‑to‑end. This keeps momentum high while signaling to the market (and your staff) that the company, not just the founder, wins deals.