By: Dr. Connor Robertson

Many small business owners unintentionally build companies that revolve around themselves. They take on multiple roles—salesperson, problem-solver, idea generator, and the final decision-maker for every issue. But Dr. Connor Robertson believes that this model is not only exhausting, it can also be unsustainable and difficult to scale. That’s why he focuses on creating operator-led businesses, where the systems, not the owner, drive the day-to-day operations. This approach helps transform ordinary service companies into valuable, resilient, and growth-ready businesses. Dr. Robertson aims for the business to run smoothly without needing him at the center, allowing growth to happen because of the people within it.

What Is an Operator-Led Business?

Dr. Connor Robertson describes an operator-led business as: “A business where every function—sales, operations, service, and administration—is owned by someone other than the CEO.”

It’s not just about delegation. It’s about ownership.

In an operator-led business:

• Each role has clear KPIs
• There’s a manager or leader responsible for each key area
• The team is empowered to solve problems without needing approval from the owner
• Systems capture knowledge and reduce the reliance on individual memory
• Meetings are focused on performance rather than simple updates

Dr. Robertson doesn’t build businesses that rely on him to keep going. Instead, he builds systems that allow the business to thrive on its own.

Why Owner-Dependent Businesses Struggle

When the owner is involved in every detail:

• Growth can slow because no one else is empowered to make decisions
• Vacations, illness, or exits become operational risks
• Staff can become demotivated because they aren’t able to take the initiative
• Acquirers may reduce the business’s value if it cannot run without the seller

Even worse, owner-dependent businesses often create founder burnout. The business is meant to bring freedom, yet it can feel like the owner becomes a full-time employee of their own company.

Dr. Robertson’s model works differently. He designs businesses to operate on process rather than personality.

Step 1: Hire (or Promote) the Right Operator

Not all businesses have an operator in place when Dr. Robertson acquires them. That’s why one of his first moves is to:

• Identify a strong internal candidate to elevate or
• Recruit an outside general manager or operations leader

He doesn’t seek flashy candidates. Instead, he looks for:

• Process-driven thinkers who enjoy solving problems and building systems
• People-oriented leaders who can align teams without ego
• Data-driven individuals who track metrics rather than relying on intuition

In many cases, the ideal operator is already on the team, someone who has been quietly holding the business together behind the scenes.

Dr. Robertson provides this person with the tools, trust, and structure needed to take charge.

Step 2: Create Clarity with Job Scorecards

An operator-led business only works when each team member clearly understands:

• What they are responsible for
• How their success will be measured
• What decisions they are empowered to make without seeking approval

Dr. Robertson creates job scorecards for every key role. These scorecards typically include:

• Role mission
• Primary responsibilities
• Success metrics (weekly/monthly)
• Tools used
• Reporting structure

This eliminates ambiguity and empowers staff to take ownership of their responsibilities without waiting for direction.

Step 3: Install a Consistent Rhythm and KPIs

To prevent the owner from becoming a bottleneck, a consistent performance rhythm must be in place.

Dr. Robertson installs:

• Weekly leadership team meetings (30–45 minutes)
• Daily huddles or standups for frontline teams
• KPI dashboards that are visible to everyone
• Quarterly planning sessions with the operator

Dr. Robertson uses simple tools like Google Sheets, ClickUp, or Notion, rather than complex software systems. The key is maintaining consistency. Everyone knows when to check in, which metrics matter, and how things are progressing.

This rhythm builds momentum and helps spot issues before they become larger problems.

Step 4: Build SOPs That Actually Get Used

Dr. Robertson believes that most SOPs (Standard Operating Procedures) are created and then forgotten. His method is different.

He builds SOPs that are:

• Linked directly to tasks (via checklists or workflows)
• Incorporated into the onboarding process for new hires
• Owned by the operator, not the owner
• Updated quarterly to reflect real-world changes

Each critical task, such as quoting a job, ordering inventory, or handling customer complaints, gets a clear, step-by-step process.

This ensures business resilience. When someone leaves or takes time off, the knowledge stays within the business.

Step 5: Step Back and Stay Out

Once the operator is fully in place, Dr. Robertson does something many owners find difficult: he steps back.

That doesn’t mean disappearing. It means:

• Allowing the operator to make decisions
• Coaching rather than controlling
• Trusting the system and the metrics
• Giving credit publicly, offering support privately

If things go off course, he has visibility through dashboards. However, he doesn’t intervene unless absolutely necessary. This is how true operator leadership is allowed to thrive.

Real Results from Operator-Led Structures

In one commercial services business, Dr. Robertson promoted a field supervisor to GM, gave him a profit share, and installed weekly scorecards. Revenue grew by 48% the next year, and Dr. Robertson didn’t attend a single daily operations meeting. In another case, he hired a remote operator from another industry, paired her with an in-house technician team, and set up KPI reviews. Within four months, customer response times improved by 70%, and customer satisfaction (Net Promoter Scores) increased. In every case, Dr. Robertson was able to step away, leaving the business running more efficiently than before.

Final Thought: Real Freedom Comes from Operator-Led Companies

Dr. Connor Robertson doesn’t just talk about growth; he builds it into the fabric of the business.

By installing operators, creating scorecards, and stepping back strategically, he builds businesses that:

• Run with more efficiency
• Grow at a healthy pace
• Become more valuable

And most importantly, don’t rely on him to operate.

That’s the kind of business that potential buyers value. It’s the type of environment where teams thrive and founders can find the freedom they sought when starting the business.

To learn more about how Dr. Connor Robertson builds owner-independent businesses that scale, visit www.drconnorrobertson.com.

Disclaimer: The strategies and methods outlined in this article reflect Dr. Connor Robertson’s personal approach to building and scaling businesses. While these approaches have shown positive results in various cases, individual outcomes may vary based on market conditions, business specifics, and other factors. The content is intended for informational purposes only and should not be viewed as a guarantee of success. Readers are encouraged to adapt these strategies to their unique business context and consult with relevant professionals for advice tailored to their needs.