Founders warned: 'The business didn't need more of me, it needed a different me' – Why stepping aside can save a growing company

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<h2>Founder of global agency steps down as CEO to unlock growth</h2><p>The co-founder of a renowned creative agency has revealed that his own leadership style was the biggest barrier to scaling the company. According to Anders Frick, co-founder of Kurppa Hosk, his direct and hands-on approach created bottlenecks that prevented the organization from evolving.</p><figure style="margin:20px 0"><img src="https://images.fastcompany.com/image/upload/w_1280,q_auto,f_auto,fl_lossy/f_webp,q_auto,c_fit/wp-cms-2/2026/05/p-2-91533620-buisiness-outgrows.jpg" alt="Founders warned: &#039;The business didn&#039;t need more of me, it needed a different me&#039; – Why stepping aside can save a growing company" style="width:100%;height:auto;border-radius:8px" loading="lazy"><figcaption style="font-size:12px;color:#666;margin-top:5px">Source: www.fastcompany.com</figcaption></figure><p>'The realization was simple, but difficult to act on: the business didn't need more of me. It needed a different me,' Frick said in an exclusive interview. 'Letting go of the CEO position became a deliberate decision to give the company room to grow and to focus on its future.'</p><p>The move comes as Kurppa Hosk joined a larger consultancy collective called Eidra, expanding from a single agency into a 30-company partnership with 1,400 people across 14 offices. Frick saw the merger as an opportunity to channel his strengths into new challenges rather than stay in a role that was no longer serving the business.</p><h2 id="background">Background: The silent growth killer</h2><p>Many founders believe their job is to stay deeply involved as their company grows. But that instinct often becomes the very thing that holds the business back, particularly as teams scale. Founder-led decision-making, strong creative direction, and tight control can create bottlenecks that prevent autonomy and the emergence of new leadership layers.</p><p>Frick saw this firsthand after a decade of building Kurppa Hosk. 'Nothing was broken; we had become a globally renowned creative agency. But growth was becoming constrained in quieter ways,' he explained. 'My leadership style—direct, hands-on, and rooted in constant dialogue—made it hard to scale the company.'</p><p>According to industry data, 58% of founders have difficulty letting go of control. Frick's story highlights a growing recognition that stepping aside is not failure but a strategic move. 'A responsible leader recognises when their style no longer serves the company's growth,' he said.</p><h2 id="what-this-means">What This Means</h2><p>The decision to step down as CEO is never easy, but it can be essential for long-term success. Frick's experience offers a blueprint for other founders facing similar dilemmas. Rather than waiting for a crisis, leaders should proactively assess whether their involvement is helping or hindering.</p><p>Frick suggests asking three critical questions: 'Are decisions slowing down? Is the team overly reliant on you? Are you unintentionally muting other voices or hindering the growth of your talent?' If the answer is yes to any, it may be time to consider a leadership transition.</p><p>However, stepping back requires more than just recognition. Founders must ensure that the new leadership team is not only competent but culturally aligned with the company's DNA. 'Trust also has to be about cultural alignment. A new leader must understand and respect your company's DNA while bringing their own perspective,' Frick noted.</p><h3>Five tips for a successful transition</h3><ol><li><strong>Recognize the need for change.</strong> Don't equate stepping aside with failure. Ask yourself the tough questions about your impact on decision-making and team autonomy.</li><li><strong>Don't just look for competence, look for cultural match.</strong> A new leader must fit the company's values and ethos while offering fresh ideas.</li><li><strong>Plan the handover carefully.</strong> Ensure a smooth transition of knowledge, relationships, and responsibilities.</li><li><strong>Communicate openly with stakeholders.</strong> Share the reasons for the change to build trust and alignment.</li><li><strong>Stay involved in a new role.</strong> Founders can still contribute by focusing on big-picture strategy, innovation, or mentoring the next generation of leaders.</li></ol><p>Frick's example shows that stepping back can unlock the company's potential and allow the founder to focus on what they do best. 'The business didn't need more of me—it needed a different me,' he concluded. 'And that is a powerful realization for any founder to have.'</p>