Operational Scalability: Susan Goebel Of Scaling Management Consulting Group, Inc. On How To Set Up Systems, Procedures, And People To Prepare A Business To Scale
Build Repeatable Processes If you’re doing a task more than twice, it should be automated. That’s what a former COO of mine used to say, and it’s a lesson I’ve carried with me ever since. In today’s world of AI and automation, the opportunities for operational efficiency are endless.
In today’s fast-paced business environment, scalability is not just a buzzword; it’s a necessity. Entrepreneurs often get trapped in the daily grind of running their businesses, neglecting to put in place the systems, procedures, and people needed for sustainable growth. Without this foundation, companies hit bottlenecks, suffer inefficiencies, and face the risk of stalling or failing. This series aims to delve deep into the intricacies of operational scalability. How do you set up a framework that can adapt to growing customer demands? What are the crucial procedures that can streamline business operations? How do you build a team that can take on increasing responsibilities while maintaining a high standard of performance?
In this interview series, we are talking to CEOs, Founders, Operations Managers Consultants, Academics, Tech leaders & HR professionals, who share lessons from their experience about “How To Set Up Systems, Procedures, And People To Prepare A Business To Scale”. As part of this series, we had the pleasure of interviewing Susan Goebel.
Susan Goebel is the CEO of Scaling Management Consulting Group, where she helps business owners achieve successful exits and sustainable growth. With over two decades of experience across various industries, Susan is passionate about driving economic productivity and creating “brag-worthy” businesses. A lifelong learner and a strong advocate for leadership development, she specializes in aligning business strategies with long-term goals while maintaining a focus on people, profit, and process.
Thank you so much for your time! I know that you are a very busy person. Our readers would love to “get to know you” a bit better. Can you tell us a bit about your ‘backstory’ and how you got started?
I’ve always been driven by the challenge of turning complexity into clarity. My career started in the pharmaceutical industry, where I sat in roles where operational efficiency and strategic foresight weren’t just advantages — they were necessities. But despite the structured nature of the industry, I saw firsthand how businesses struggled with scalability, resilience, and the ability to pivot when needed.
My jump into entrepreneurship wasn’t by choice — it was by necessity.
I was handed a beautiful picture detailing my contributions to the company and a pink slip at the same time. 44 of us were let go in the first round of corporate restructuring. I was in a good place given the events and that moment forced me to ask myself: “What do I want to be when I grow up?” The answer was entrepreneurship, which I initially thought meant control. In hindsight, that’s a bit of a laugh, but one thing was clear — I never wanted to be in a position where someone could walk in and take away my income again.
That shift led me to a new mission — helping business owners build scalable, profitable companies that could thrive in any environment. The transition wasn’t without challenges, but it reinforced my belief that the right systems, financial strategies, and leadership alignment make all the difference in long-term success.
Over time, I realized that many business owners, even highly successful ones, were so entrenched in daily operations that they lacked the scalable systems and financial resilience needed for sustainable growth or a successful exit. This realization led me to found Scaling Management Consulting Group, where my team and I help 7- and 8-figure business owners build operationally sound, resilient companies that don’t just grow — but thrive under any conditions.
My approach is deeply rooted in profitability, adaptability, and process-driven leadership, ensuring businesses have the right structures in place to scale without breaking. Beyond consulting, I’m passionate about economic productivity and leadership development, equipping business owners with the tools they need to make data-driven decisions, prepare for uncertainty, and create “brag-worthy” businesses that stand the test of time.
It has been said that our mistakes can be our greatest teachers. Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?
In hindsight, it’s painfully obvious where I went wrong. At the time? I was clueless.
I had just landed my first ‘real’ leadership role — a big deal for me. The only problem? The other lab tech and I had both been up for the job. He had two years of seniority. I had four months and (apparently) an unshakable sense of optimism.
After three rounds of interviews, management picked me. I was thrilled. I walked in, all wide-eyed and excited, thinking, “This is great! We can finally implement all those changes we talked about!”
Spoiler alert: “We” was no longer a thing.
Shockingly, my now-former teammate did not share my enthusiasm. He wasn’t furious — he was envious. And instead of outright saying anything, he started demonstrating the classic signs of disengagement: quiet frustration, pulling back from collaboration, and the occasional ‘forgetting’ to loop me in on things. At the time, I didn’t recognize what was happening. I just thought he was “busy.” Six months later, he was gone.
Rookie Leadership Mistakes I Nailed:
- Assuming people are excited about your promotion — when they wanted it too.
- Thinking shared goals trump personal disappointment.
- Not recognizing disengagement when it’s right in front of you.
Lesson learned: Leadership is about relationships as much as strategy. And I hadn’t figured out how to build and nurture relationships yet.
What do you think makes your company stand out? Can you share a story?
I believe our approach is truly unique. The fractional COO space is crowded with solopreneurs, but at Scaling Management Consulting Group, we take a firm-based approach, providing wraparound services that go beyond just one executive. Our COOs are rockstars, but even the best leaders need specialized support in areas outside their expertise — and that’s exactly what we provide.
Many of our clients are mission-driven, working hard to change the world in meaningful ways. One such client came to us through a referral. While they were smaller than our typical client, they had the potential for hyper-growth and knew they needed help — but weren’t sure how to scale effectively without overextending financially.
They assumed more sales would solve their cash flow issues, but when we ran the numbers, it became clear that pricing structure and inefficient processes were the real culprits. By adjusting pricing models, streamlining their tech stack, and optimizing resource allocation, we helped them go from barely breaking even to a 32% profit margin — without adding a single new client.
Best easy compliment? They were so excited by our sales and onboarding process that within the first month, they referred us to another business leader. That kind of trust and enthusiasm is what we strive for. It’s proof that our firm-based model delivers real, measurable impact.
You are a successful business leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?
If there’s one thing I’ve learned as a leader, it’s that success isn’t just about strategy — it’s about how you adapt, learn, and lead through uncertainty. The journey of running and scaling a business has taught me that the best leaders aren’t the ones who have all the answers, but the ones who are resilient, curious, and willing to build the right team.
Here are three traits that have shaped my success:
- Resilience: The Power of Letting Go and Moving Forward
One of the hardest lessons I had to learn was that I can’t control everything — no matter how much I wish I could. When I first started my business, I thought being “in charge” meant having complete control over every aspect of the company. Reality check? That’s not how it works. Market forces shift, client needs evolve, and team dynamics change. The real job of a leader is to adapt, not control. I’ve faced tough decisions, like parting ways with talented team members who simply weren’t the right fit as the company evolved. It was painful, but in hindsight, necessary for both sides to thrive. Leadership requires resilience — not just in weathering external challenges but in having the strength to make difficult, but right, decisions. - Curiosity: Leadership Isn’t About Knowing Everything
One of the biggest myths of leadership is that leaders always have the answers. The truth? The best leaders are the ones who ask the right questions. I learned early on that the landscape of business is always shifting, and staying curious and open to learning is critical. My dad was a lifelong learner, and I’ve carried that mindset with me. I’ve never been afraid to say, “I don’t know, but let’s find out.” That mindset has helped me build a team that challenges assumptions, finds better solutions, and keeps us moving forward. - Strategic Delegation: You Can’t Do It Alone
When I first stepped into leadership, I thought I had to do everything myself. I believed that being a strong leader meant handling every detail and personally ensuring everything was done right. I quickly learned that this approach is a one-way ticket to burnout. One of the biggest shifts in my career came when I realized the power of building a team I could trust. Surrounding myself with people who complement my strengths — like my fractional COO and other key team members — allowed me to focus on the big picture instead of drowning in day-to-day tasks. The result? A more scalable business and a healthier, more sustainable leadership style.
Leadership isn’t about control, like I first thought. It’s about resilience, curiosity, and building the right team. If I had known this earlier, I would have saved myself a lot of stress! But that’s the beauty of leadership — it’s a constant evolution.
Leadership often entails making difficult decisions or hard choices between two apparently good paths. Can you share a story with us about a hard decision or choice you had to make as a leader? I’m curious to understand how these challenges have shaped your leadership.
One of the toughest decisions I’ve had to make as a leader was letting go of a team member who was a great person but no longer the right fit for where the company was headed.
In the early days, we hired based on convenience. A mistake many in start up mode make: friends, former colleagues, even family members. These were talented, hardworking people who had been with us from the start. But as we grew, it became clear that the skills we needed to scale weren’t always the ones we had on the team.
One particular case was especially difficult — a team member who had been incredibly loyal and dedicated but simply couldn’t keep up with the evolving demands of the business. I wrestled with the decision for months, hoping they’d grow into the role. But deep down, I knew that keeping them on would hold both the company and them back.
When I finally made the call, I did everything I could to make it a soft landing — offering support, introductions, and a transition plan. And while it was a painful moment, it ultimately worked out for both of us — they found a role that was a much better fit, and our company was able to bring in the right expertise to continue scaling.
I took away 3 key lessons from this experience:
- Hiring for the future, not just the present — I now prioritize hiring people who can grow with the business, not just those who fit the current moment.
- Facing tough decisions head-on — Delaying hard choices only makes them harder. I’ve learned to trust my instincts and address challenges proactively.
- Leadership is about the long game — Letting go of a good person is never easy, but as a leader, my responsibility is to both the individual and the company’s long-term success.
The hardest leadership decisions aren’t just about business strategy — they’re about people as I mentioned earlier. And learning to navigate those with clarity and compassion has been one of the most important lessons of my career.
Thank you for all that. Let’s now turn to the main focus of our discussion about Operational Scalability. In order to make sure that we are all on the same page, let’s begin with a simple definition. What does Operational Scalability mean to you?
Operational scalability means a business can grow without breaking. It’s about making sure your systems, team, and finances can handle more customers, more revenue, and more complexity without creating chaos.
Which types of business can most benefit from investing in Operational Scalability?
Any business that wants to grow without hitting roadblocks and experiencing chaos needs operational scalability and efficiency. But some businesses feel the pain of not having it more than others.
The ones that benefit the most are:
- Fast-growing companies — If you’re adding customers quickly, you need solid systems in place to keep up.
- Founder-led businesses — If everything relies on you, scaling will feel like drowning unless you build the right processes and team.
- Companies preparing for exit — Buyers look for businesses that run smoothly without the owner. If you plan to sell, scalability isn’t a nice-to-have — it’s essential.
- Businesses with messy operations — If things feel chaotic, you’re likely losing time, money, and opportunities. Fixing it now makes scaling much easier later.
Scaling isn’t just for big companies. It’s for any business that wants to grow without growing pains.
Why is it so important for a business to invest time, energy, and resources into Operational Scalability?
Growth without scalability leads to chaos. When a business isn’t built to scale, things start to break. Systems become overloaded, customer service suffers, cash flow tightens, and leadership ends up overwhelmed. Instead of feeling like progress, growth starts to feel like a constant uphill battle.
A scalable business runs smoothly no matter how much it grows. With the right systems and processes in place, operations don’t slow down when demand increases. Workflows stay efficient, teams remain productive, and leaders don’t have to put out fires every day.
Scalability also protects profitability. Many businesses grow their revenue but see their margins shrink because they don’t have the right cost structures in place. When operations scale properly, businesses can handle more customers and sales without unnecessary expenses eating into profits.
Customer experience is another reason scalability matters. As a business expands, customers expect the same level of quality and service. Without scalable systems, response times slow, mistakes increase, and loyal customers start looking elsewhere. A well-structured business ensures that growth doesn’t come at the cost of customer satisfaction.
Finally, leaders need space to lead. If founders and executives are stuck handling daily operational issues, they can’t focus on strategy and innovation. A business that scales well allows its leaders to step back, make big-picture decisions, and drive sustainable, long-term success.
At the end of the day, scaling should feel like progress, not pressure. Investing in operational scalability now prevents costly fixes later and ensures that growth happens smoothly, profitably, and without breaking the business.
In contrast, what happens to a business that does not invest time, energy, and resources into Operational Scalability?
What a funny question! You could ignore operational scalability — sure. Just like ignoring a “Check Engine” light is an option. But here’s what happens next:
First, the cracks start small. A couple of missed invoices, a bottleneck in your workflow, a key employee drowning in tasks they shouldn’t be doing. No big deal, right? Just hustle harder. Maybe send a few motivational emails to the team.
Then, growth kicks in. Sales double, but so do the problems. Processes that worked when you were small? Yeah, those collapse under pressure. Customers start complaining. Employees start burning out. And suddenly, instead of running the business, you’re running around putting out fires all day long.
Cash flow? Oh, that’s fun. More revenue should mean more profit, right? Except, surprise! Your costs skyrocketed, you’re scrambling to cover payroll, and no one’s sure where all the money is going.
And let’s not forget leadership. You dreamed of building a thriving company. Instead, you’re stuck in the weeds, making 47,000 decisions a day about things you never wanted to deal with. You’re exhausted. The team’s frustrated. And the business? It’s running you instead of the other way around.
So, what happens when you don’t invest in operational scalability?
Simple. Your business grows… in the messiest, most painful way possible. And instead of scaling up, you might just scale out of control.
Operational scalability isn’t a nice-to-have — it’s the difference between a business that thrives and a business that barely survives. Invest in it now, or pay for the chaos later. It is a choice.
Can you please share a story from your experience about how a business grew dramatically when they worked on their Operational Scalability?
One of the most dramatic growth stories I’ve been a part of was a personality-driven brand that transformed into a full-scale course-based business. What started as a passion project exploded into an eight-figure company in just 18 months. The only reason it didn’t collapse under its own weight was because we built the right operational scaffolding at every stage.
At the start, it was just a small team of four, testing whether there was even demand for the course. This stage was all about rapid iteration — refining the offer, narrowing the audience, and making sure the market actually wanted what was being built. We kept workflows lean while testing different messaging, platforms, and delivery methods, creating feedback loops through surveys, beta launches, and direct audience engagement to refine the product-market fit quickly.
Once the demand was clear, the next challenge was making sure the product delivered massive value. The content had to be structured in a way that worked for thousands of students without the creator being involved in every interaction. We built repeatable processes for content production, brought in instructional designers to optimize delivery, and made sure the program was set up for scale.
With a validated course and strong content, we focused on marketing. What started as organic social media quickly expanded into paid ads, partnerships, and email automation. Scaling lead generation without overwhelming the team was a key challenge. We developed a customer acquisition engine with automated email sequences, a structured onboarding process, and a conversion funnel that ran without manual intervention.
As sales grew, the focus shifted to keeping students engaged and ensuring retention. When thousands of people enroll, disengagement and drop-off rates naturally increase. To counteract this, we implemented accountability groups, gamification, and structured coaching support. Automated engagement tools like milestone reminders and progress tracking helped keep students moving through the program.
With so many customers coming in, it became clear that the original pricing model wasn’t sustainable. Customer support costs were climbing, and premium clients wanted more personalized help. We introduced tiered pricing with options for self-paced access, VIP coaching, and subscription-based continuity programs. This not only improved margins but also created a long-term revenue stream.
Hiring scaled quickly, from a team of four to over fifty within a year. Bringing in the right people without culture collapse or misalignment was a challenge. We structured onboarding to ensure new hires became productive fast and created clear leadership roles so the company could function smoothly at scale.
The difference between a business that grows fast and one that survives fast growth is operational scalability. This company didn’t just react to success — it engineered its systems, processes, and team to support it. By prioritizing automation, financial sustainability, and leadership alignment, it turned what could have been overwhelming growth into an opportunity for long-term stability.
Based on your experience and success, what are the “Five Most Important Things A Business Leader Should Do To Set Up Systems, Procedures, And People To Prepare A Business To Scale”?
1.Build Repeatable Processes If you’re doing a task more than twice, it should be automated. That’s what a former COO of mine used to say, and it’s a lesson I’ve carried with me ever since. In today’s world of AI and automation, the opportunities for operational efficiency are endless.
A perfect example of this comes from the hypergrowth company we worked with. The customer service team started with a basic setup — canned responses, knowledge banks, and simple automations to help manage the influx of customer inquiries. This worked fine in the early days, but as the client base grew, the gaps in the system became obvious.
With thousands of new customers, communication bottlenecks started forming. Questions got lost, response times slowed, and team members were stepping on each other’s toes trying to solve the same problems. It was clear that what had worked at one stage of growth wasn’t enough for the next.
Over 18 months, the customer service infrastructure went through three major transitions. We moved from basic ticketing software to AI-powered chatbots, then to a fully integrated system that linked customer interactions across multiple departments. These systems ensured that clients got fast, accurate responses while keeping internal workflows seamless. Every transition was about eliminating friction, reducing manual work, and making sure growth didn’t create chaos.
Scaling isn’t just about selling more — it’s about making sure your operations can handle it. Businesses that don’t prioritize repeatable processes end up drowning in inefficiency. But when systems are built to evolve, the business can grow without breaking.
2. Strengthen Financial Resilience: I work with so many clients, and less than 2% have and use the basic financial tools they need to scale. It’s one of the biggest gaps I see in businesses that are growing fast but struggling to stay profitable.
When my COO joined my own company, the first thing we did was build out our financial resilience. We adapted a financial model to fit our use case, filled in our data, and started using it to guide decisions. It took a few months to refine, but now, we’re in it every single week — sometimes multiple times — adjusting, updating, and planning ahead. It allows us to see problems before they hit, whether it’s a cash flow dip, an expense creeping too high, or an upcoming investment that needs to be timed properly.
This isn’t just about tracking numbers — it’s about making great decisions when it comes to investing in the business and spending money. It forces us to ask better questions: Do we have the cash flow to support this hire? Is now the right time to invest in new tech? What’s the break-even point on this strategy? When you have that level of clarity, you don’t just react — you proactively build a resilient business that can weather challenges and scale with confidence.
3. Put the Right People in the Right Seats: People often talk about how important it is to have the right people in the right roles, but early in my business, I didn’t fully grasp just how critical it was. Simon Sinek’s concept of Who, not How sounded great in theory, but it didn’t truly click for me until I experienced firsthand the impact of wrong hires.
Like many business owners, we hired based on what we could afford in the early days. We focused on filling gaps quickly rather than thinking strategically about long-term fit. The real turning point came when I hired my own second-in-command — a fractional COO. Yes, I eat my own cooking.
The woman I hired brought incredible wisdom and experience, but more than that, she understood me — how I think, how I work, and where I bring the most value. She matches my energy, builds strong relationships, and, most importantly, helps me stay in my zone of genius. She’s an incredible executor, which has allowed me to focus on vision, strategy, and growth. We’ve been able to accomplish far more together than I ever could have alone.
That experience completely changed how I think about hiring for leadership roles. It reinforced what I now emphasize to all my clients: hiring isn’t just about skills — it’s about fit, chemistry, and alignment with the company’s future. Getting the right people in the right seats doesn’t just make things run smoother — it transforms what’s possible for a business.
4.Create a Decision-Making Framework: A business that depends on the owner for every decision is a business that won’t scale. I learned this the hard way. In the early days, every major choice ran through me — pricing, client approvals, operational tweaks — you name it. It wasn’t sustainable, and more importantly, it was slowing us down.
The real shift came when I hired my fractional COO, and we built a true leadership partnership. One of the first things we tackled was decision-making clarity. What decisions needed my input? What could be delegated? Where were the biggest bottlenecks? Together, we outlined clear responsibilities, authority levels, and escalation points so that the team could move forward without constantly waiting on me.
This is the exact process we guide our clients through. Most business owners don’t realize how much they’re holding things up until we map it out. When every small decision has to go through the CEO, growth stalls — not because of market conditions, but because leadership hasn’t set up the right structure.
Pairing the right COO with the right CEO isn’t just about execution — it’s about freeing up the CEO to focus on the future while ensuring the business runs smoothly in the present. The strongest companies have leaders who trust their team, delegate effectively, and empower decision-making at every level. That’s how you scale without burning out.
5.Plan for Growth Before It Happens: Some of the best lessons in business come from what not to do. We had a client who was ready for growth — at least on paper. Their business had demand, their product was strong, and we came in to build the systems needed to scale. But there was one critical gap: the business model was never designed to go beyond six figures, and the owner wasn’t truly ready for what scaling required.
It was the perfect example of The E-Myth in action. The owner had built a business that functioned well at a certain level, but without a shift in mindset, systems, and investment strategy, it couldn’t break through. We put the right processes in place, optimized operations, and structured things so the business could scale — but the one thing we didn’t address was the evolution of the CEO.
The first sign of trouble came when the owner stepped back too soon. Instead of leading the company through the next stage of growth, they started a new venture and tried to completely hand off responsibility. When the seasonal cycle hit and it was time to follow through on the planned investments, they hesitated. Rather than committing to the next stage of scaling, they pulled back.
They were poised for a breakthrough but chose to stay in their comfort zone. Instead of becoming a multi-seven-figure business, they remained at six figures.
Scaling isn’t just about setting up better operations — it’s about aligning the business, the model, and the leader’s mindset for the next stage of growth. If one of those is missing, the business will hit a ceiling it can’t break through.
What are some common misconceptions businesses have about scaling? Can you please explain?
Scaling isn’t just about getting bigger — it’s about getting better. The businesses that scale successfully aren’t the ones that chase rapid growth. They’re the ones that prepare for it. Here are a few of my favourite quotes that I roll my eyes at. Can you see yourself here?
“Scaling just means selling more.”
Sure, if by more you mean more stress, more chaos, and more late-night panic attacks. More sales without the right systems just creates bigger, faster problems. Your team burns out, customers get frustrated, and suddenly, your “growth” is just an expensive mess to clean up.
“We’ll fix our processes once we grow.”
That’s like saying, “We’ll build the plane while flying it.” Sounds ambitious, but mostly it just means you’re in for a terrifying ride. By the time you realize your operations can’t keep up, you’re already nose-diving at full speed, frantically trying to bolt the wings on mid-air. Growth doesn’t wait for you to get your act together — scalability has to be built in from the start, or you’ll crash and burn.
“More people will solve our problems.”
Throwing more people at inefficiency just makes inefficiency more expensive. If your processes are a disaster, doubling the headcount won’t fix it — it’ll just double the confusion, miscommunication, and payroll bill. Fix the system first, then worry about the team.
“We don’t need to worry about cash flow — sales will cover it.”
Oh, sweet summer child. Scaling is a cash vampire. Growth means hiring, infrastructure, marketing — all before the extra revenue actually lands in your bank account. If you don’t manage cash flow, you’ll be celebrating record-breaking sales one minute and scrambling to make payroll the next.
“I’ll always be in control.”
No, you won’t. Scaling means letting go, building trust, and putting decision-making structures in place. If every little thing still has to go through you, growth slows, stalls, or flat-out stops. The founder/CEO bottleneck is real, and the faster you remove it, the faster you can actually scale.
And here’s the kicker — scaling isn’t for everyone. Some businesses thrive as boutique operations, and that’s okay. Bigger isn’t always better if it comes at the cost of what actually makes your business work and it isn’t always the outcome desired. Scaling should be a deliberate choice, not an automatic assumption. If it’s not built to last, it’s built to break.
How do you keep your team motivated during periods of rapid growth or change?
Keeping a team motivated during rapid growth comes down to clear communication, trust, recognition, development, and well-being. Growth brings uncertainty, and uncertainty breeds stress. The best way to keep your team engaged is to keep them informed. Share the vision, be transparent about challenges, and make sure everyone understands how their role contributes to the bigger picture. People don’t just want to know what’s happening — they want to know why it matters.
As a company scales, leadership has to let go of the small stuff and trust the team. It’s impossible to be in every decision, and trying to be only slows things down. Giving people ownership over their work, setting clear decision-making guidelines, and creating an environment where they feel trusted to take action keeps things moving forward. The team needs to feel like they are part of the process, not just executing orders from above.
In fast-paced growth, it’s easy to focus only on the next milestone, but people need to feel recognized and appreciated along the way. Whether it’s a big contract signed or a small process improvement, taking the time to acknowledge achievements makes a huge difference. A simple thank-you or moment of recognition can go a long way in keeping morale high when things are moving fast.
Scaling isn’t just about the business — it’s about the people inside it. As roles evolve, so should skill sets. Investing in training, mentorship, and career development ensures that the team isn’t just keeping up with growth but thriving within it. The strongest teams are the ones that grow alongside the company, not just the ones hired to fill gaps when needed.
Finally, scaling at high speed can lead to burnout if left unchecked. Keeping a pulse on team well-being is critical. Workloads need to be balanced, breaks encouraged, and leadership needs to create an open-door policy where employees feel safe discussing challenges. A business only scales successfully if its people stay engaged and energized, and that means making sure they aren’t running on empty while trying to keep up.
Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?
“Do or do not — there is no try”. Yoda
It’s a phrase my daughter has likely heard more times than she’d like, but for good reason. It’s a philosophy that was drilled into me long before I ever encountered Star Wars, and it’s one that has shaped how I approach both business and life.
My dad embodied this mindset in everything he did. Raised in poverty, he never graduated high school, yet he worked his way up to second-in-command in our local police service. He didn’t just try to improve his life — he did. He was always learning, always pushing forward, and never letting circumstances define him. Even early in his career, he found a newspaper article listing the top five traits of great leaders. He carried that small, yellowing piece of paper in his wallet for decades, using it as a guide for his own growth. When he retired, he handed it to me, hoping it would inspire me the same way it had him.
That lesson — commit fully — has shaped my entire approach to leadership and business. I’ve seen too many entrepreneurs hesitate, half-commit, or say, I’ll try instead of just doing the work. But success doesn’t come from trying to scale, trying to lead, or trying to change. It comes from stepping up, making the decision, and going all in. Whether it’s building a company, planning an exit, or taking on a new challenge, the only way forward is through action.
You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 
I’m on a mission to help small business owners create successful exits — so they can reap the rewards of their hard work while ensuring their businesses, employees, and local economies continue to thrive.
In Canada, 76% of business owners plan to exit in the next decade, yet only 2% know the value of their business — which for most, is their largest asset. Many don’t even believe their business is saleable, which often isn’t the case. In the U.S., the numbers are even bigger, with millions of businesses facing the same reality. It’s called the Silver Tsunami, and it’s an urgent issue.
A story that really stuck with me is that of a local spa owner who passed away suddenly. There was no transition plan in place. If it weren’t for an entrepreneur who stepped in at the last minute, the business — and the jobs it provided — would have been lost. But stories where the business continues like this are rare. Most businesses without a succession plan simply close, leaving employees without income and communities without key services.
That’s why I’ve been working on a pilot project to help small business owners prepare for a successful exit. Whether through a sale, employee ownership, or family transition, the goal is to provide business owners with the tools, expertise, and financial knowledge to exit on their terms.
It’s not just about business — it’s about protecting legacies, saving jobs, and keeping communities strong. With the right support, we can help owners turn their life’s work into lasting value.
How can our readers further follow your work online?
So nice of you to ask. I regularly share insights on business, scalability, operational efficiency, and exit planning to help entrepreneurs build profitable, resilient, and saleable businesses.
You can follow me here:
Website: https://www.scalinggrp.com
LinkedIn: https://www.linkedin.com/in/susangoebel/
YouTube: https://www.youtube.com/@ScalingForSuccess
Let’s connect!
Thank you so much for sharing these important insights. We wish you continued success and good health!
Operational Scalability: Susan Goebel Of Scaling Management Consulting Group, Inc. was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.