Scaling a Startup

At first glance, this case tells a classic story: a tech startup expands rapidly, backed by eager investors and a bold vision. But as staff numbers grow, so do internal tensions. Decisions that once flowed fast now backfire. A company that thrived on informality starts to buckle under its own weight.

Meet Daniel, the CFO hired as a “savior” to professionalize the business. He brings experience, structure, and a deep commitment to building something lasting. But what he faces is more than a scaling challenge. Founders pull in opposite directions, informal power trumps formal roles, and critical decisions are influenced by behind-the-scenes alliances. Even hiring a qualified HR professional turns political.

As Daniel tries to impose order, he becomes entangled in conflicting loyalties. Founders undermine middle management, long-standing employees bypass hierarchy, and Daniel himself is caught between being a change agent and a pawn.

With trust eroding and the system turning in on itself, Daniel reflects on his role. Is he still the savior—or just another symptom?

This case study is ideal for a 45 to 90 minute session in:

• Executive and leadership development programs

• Entrepreneurial leadership and startup courses

• Organizational change and scaling workshops

• Coaching or consulting trainings on founder dynamics

Key learning themes include:

• Transitioning from founder-led culture to professional management

• Informal power structures and their hidden impact

• Leadership identity and role conflict in fast-growth environments

• Diagnosing founder tension and systemic dysfunction

• Building HR capacity in resistance-prone contexts

What you will get:

• The full case study for student distribution

• A mini teaching note for quick reference during sessions