A Good Operator vs. A Good Owner
By Erika Baez-Grimes, CM&AP
Founder, The BPH Group, LLC
If you are a business owner, chances are you are very good at running your company — and if you’ve been in business more than 5 years, you’re great at it!
You know your customers, your people, and your numbers. You’re likely involved in decisions every day, and the business works because you are paying attention.
These qualities are not flaws; they’re key characteristics necessary to build wildly successful companies.
But there is an important distinction that many owners never stop to examine:
The skills that make you a strong operator are not the same skills that make you a strong owner.
Because:
- A good operator knows how to run a business.
- A good owner knows how to build one that lasts without them.
The Operator Mindset
Operators live in execution.
They manage day to day.
They put out fires, close deals, oversee staff, and ensure customers are taken care of.
When something breaks, they fix it.
When performance dips, they step in — and business moves forward because of their direct involvement.
Operators optimize for control.
In many cases, control feels responsible. It feels like leadership. But too much control creates dependency, and dependency limits value.
The Owner Mindset
Owners think at a different altitude.
They step back and view the business as a system rather than a series of tasks — or a baby who’s reliant on them for survival.
Their focus is not on today’s issues.
They look at their organization from a different angle, considering things like repeatability, predictability, and risk.
They ask:
- What happens if I step away for a month?
- Who makes decisions when I am not available?
- Where is the business fragile?
- What would make a buyer hesitate?
Owners optimize for leverage.
Leverage requires trust, documentation, and structure. It means building systems that work even when you are not present — and people who can perform without constant oversight.
The Trap Many Founders Fall Into
This is where many founders unknowingly trap themselves.
They believe their involvement is the business’s greatest strength.
In reality, it is often its greatest risk.
The more indispensable you are, the harder the business is to sell, scale, or step away from.
What Buyers Actually Pay For
Buyers do not pay a premium for effort or sacrifice.
They pay for predictability.
They want:
- Clean financials
- Durable margins
- Leadership depth
- Systems that do not rely on one person’s memory or relationships
The Shift That Changes Everything
The shift from operator to owner is not about working less.
It is about working differently.
Operators create income.
Owners create equity.
And the businesses that command the strongest valuations are almost always built by owners who learned when to stop operating and start owning.
Ready to Build Differently?
If you’d like to learn more about how to begin optimizing your business and become the owner you’ve dreamed of, LET’S CONNECT!
Erika Baez-Grimes, CM&AP | Founder
The BPH Group, LLC | A Business Exit & Strategy Co.
📧 Erika@ErikatheBroker.com
📞 804.750.3008
