The company is set to grow two, three, or four times its size over the next two to three years.
This isn't just a bigger version of the same company.
The trigger is often similar. The door is open. A product with potential for more customers. A fresh investment round. A client larger than any before. The demand is there, or is being built right now. The decision is made not to stay in the old setup. Significantly more capital is available, or on its way.
Then the growth feels right. Liquidity notices it first.
What emerges is a different operation. Initially, it's not revenue that grows, but expenses. The situation is recognized, but the setup for it isn't built yet. That requires people, and the time until they become productive.
The point is not to hire slower. The CEO's pipeline needs a calculation.
Which role starts at full cost in which month, and what that does to the bank account. What price will cover the costs before Sales sends out the proposal. A clear view of orders, pipeline, signed deals, and open roles—and what monthly results they will drive. And an annual forecast showing exactly where the company is heading.