Do You Want to Work for the Business — or Have the Business Work for You?

The Question That Reframes Growth, Burnout, and Control in Oil & Gas

At some point in every founder’s journey, the business they built begins to feel like a cage.

It starts with excitement — the first deal, the first hire, the first field success. But somewhere along the way, ownership becomes obligation. The company grows… and so does the weight.

Claude Thorpe has seen this story unfold time and again: the founder who scales quickly, only to wake up buried in payroll, operations, and stress.

That’s when this question hits hardest:

Are you working for the business… or is the business working for you?

Growth Isn’t Always the Win You Think It Is

There’s a myth in our industry that says bigger is better. That scaling headcount, footprint, or revenue is always the right move.

But Claude has a different perspective: Growth without purpose leads to burnout, not freedom.

What’s the point of building a million-dollar operation if you can’t take a vacation… or sleep through the night?

3 Signs You’re Working for the Business — Not the Other Way Around

1. Your Calendar Is a Crisis Board, Not a Strategy Session

If every day is fire drills and field calls, something’s broken. Founders should be working on the business, not just buried inside it.

2. The Team Can’t Run Without You

Claude often asks founders, “Can your operation breathe for 48 hours without your input?” If the answer is no, you haven’t built a business — you’ve built a bottleneck.

3. You’re Scaling Without Knowing Why

More trucks, more people, more deals. But no time to reflect. If growth doesn’t point toward a defined goal — margin, exit, freedom — it’s just motion.

Claude’s Advice for Founders Ready to Recalibrate

• Define What “Enough” Looks Like: Is it ownership? Passive income? Time? Get clear before the business grows past your life.
• Systematize Early: The best time to create a process is before you’re overwhelmed. Claude helped operators build playbooks that freed up their time — and increased enterprise value.
• Build Around Trust, Not Control: High-trust teams scale faster than tightly controlled ones. Let people lead. Let go of the wrench.

Final Thought

There’s nothing wrong with working hard — but founders weren’t meant to carry every bolt and invoice forever.

At some point, the business should begin returning what you put into it: time, purpose, and peace.

So ask yourself today — honestly:

Are you working for the business… or is the business finally working for you?