The next thing you do is allocate resources.

It's actually a good thing if you do reference checks on somebody and half the people you call say they are a micromanager and the other half say they actually give me a lot of responsibility. That's a feature not a bug.

You are not going to do most of the work. You shouldn't be doing most of the work... and the way you get out of doing most of the work, is you delegate.

The team you build is the company you build.

The way you scale that is you create notes for every meeting and send it to the entire company.

The more you simplify, the better people will perform. People can not understand and keep track of a long complicated set of initiatives. So you have to distill it down to one, two, or three things and use a framework they can repeat, they can repeat without thinking about, they can repeat to their friends, they can repeat at night.

Force yourself to simplify every initiative, every product, every marketing, everything you do.