How should a founder split their time between direct selling and business operations when starting out?

Founders typically win more business than hired salespeople because they know the brand better and buyers value direct founder relationships. The optimal time allocation depends on your stage and strategy.

**Early-stage approach:** Focus heavily on direct selling in a small geographic area, building relationships in trade venues and maintaining regular contact. You don't need an expensive salesperson yet—prioritise someone passionate and charismatic who can convince bar owners to stock your products.

**Operational support:** Hire in other areas like ops and finance so you can spend more time selling—the activity that matters most. This keeps your payroll small while freeing you to do what only you can do effectively.

**National/commercial accounts:** Once pursuing bigger accounts, expect longer sales cycles, higher listing fees, and heavy rebates. This is when hiring more experienced (and expensive) sales talent becomes necessary.

**Hybrid distributor model:** Consider using a good distributor with niche, high-quality brands and strong on-trade networks. Let them do the heavy lifting while you focus on making your brand their top performer. Keep your own team small and build profits until you either attract larger distributors or have capital to expand your own sales effort.

**Exit strategy matters:** Members noted that your time allocation should align with your long-term exit strategy—whether you're building for acquisition, sustainable profits, or rapid growth.

Members emphasised that founders often accomplish more in a day than typical salespeople do in a week, making direct selling the highest-leverage use of founder time.