The Most Difficult Part of Entrepreneurship Isn’t Building the Business
It’s becoming the person capable of leading it.
When Tim Heyl reflects on the early years of his career, he doesn’t describe the wins. He talks about the moments he felt exposed, the moments when he realized his company had outgrown his abilities, and the uncomfortable truth he had to face: he was the bottleneck.
Throughout the conversation, Tim shares experiences that shaped him: the breakdowns, the breakthroughs, and the lessons leaders never forget. His story is not about tactics. It’s about transformation.
Tim describes a season where everything in his business was moving at hyperspeed — more leads, more clients, more people, more pressure. But behind the surface success, something wasn’t right. Teams were confused. Projects stalled. Accountability vanished.
He realized the company wasn’t struggling. He was.
He admits he hadn’t communicated expectations clearly. He hadn’t built a structure to support growth. He assumed strong performers would “figure it out.”
