People frequently believe that involving external help and outsourcing certain tasks is only for bigger players. They say, "We're too small for now", or "We're just a two-person team", or "We need to grow first".
In fact, the opposite might be true.
A small company is not as shielded against risks as its bigger peers. Navigating can thus benefit from extra flexibility to fend off unpredictable turns of events, internal or external.
Owner-only teams are limited to whatever the owner or owners can handle. This applies both in terms of knowledge and availability.
In terms of priorities, while owners can handle “everything” (and frequently try to do so), their time is probably better spent on certain things than on others.
In fact, the best areas the owner can spend their time are the ones where they must stay in charge: strategic decision-making, tough situations, and unpredictable events.
Therefore, freeing up the owner’s time from the least unique activities can shift their attention to areas where it matters more, benefiting the business in the longer term.
“We’re too small for now.”
It’s a phrase we hear often—sometimes said with hesitation, sometimes with quiet confidence, and sometimes as a shield against taking on perceived risk. Many small business owners and early-stage entrepreneurs believe that seeking external help, outsourcing work, or building partnerships is something reserved for larger companies—those with dozens of employees, big budgets, or corporate infrastructure. They say things like, “We’re too small for now”, or “We’re just a two-person team”, or even, “We need to grow first before we can justify getting help”.
But the reality is, the opposite is often true.
Smaller businesses are inherently more vulnerable to disruption. They don’t have large teams to fall back on, diversified revenue streams to cushion the impact of market shifts, or departments dedicated to weathering crises. Precisely because of this, being able to adapt quickly, plug in missing capabilities, or gain outside perspective becomes even more critical. Flexibility isn’t just a luxury for small teams—it’s a necessity for survival.
In tiny companies—especially solo-founder or two-person setups—the business can only move as fast and as far as the individuals running it. Everything relies on what the owner knows, what they can do, and how much time they have. That’s a narrow bandwidth. And although founders are often skilled in wearing many hats, that doesn’t mean every hat should be worn.
Yes, the founders can do everything. But the question is: should they?
Time is a limited and non-renewable resource. For owners, the highest return on that time usually lies in the areas only they can truly lead: strategic planning, vision, crisis management, high-stakes decisions, and the human relationships that form the backbone of their business. If an owner is spending hours on tasks that are repeatable, non-core, or administrative, they are quite literally trading strategic momentum for routine output.
By removing or outsourcing non-essential, repeatable, or specialized tasks—whether it’s operations, design, tech support, customer outreach, or project management—founders reclaim time for the work that actually drives their business forward. It’s not about doing less, it’s about doing what matters more.
Of course, in small teams, every addition is felt. Hiring someone new doesn’t just change capacity—it changes dynamics, culture, even identity. If you're a solo founder, your first hire is a 100% increase in team size. Even if it’s a part-timer, that might still be a 50% leap. Compare that with a 100-person company bringing on a new hire—it barely registers. For them, it's just another piece of a larger machine. But for small businesses, each new addition represents a significant commitment of time, energy, and capital.
And sometimes, that level of commitment simply doesn’t make sense. You might not need a full-time employee—you might just need 10% more bandwidth. You might not want to commit to a new hire when you're unsure about the next three months. You may not have the time to onboard and train someone from scratch. You don’t want to add to your fixed costs when your revenue still fluctuates. That’s where the traditional hiring model fails you. And that’s where we step in.
We give you access to that extra 10%—or 20%, or 30%—precisely when you need it, without the long-term overhead or inflexibility. You don’t need to worry about recruitment, equipment, office space, or employment contracts. If your plans shift or priorities change, you can scale back without friction. No costly exits, no hard conversations, no long-term consequences.
This also applies to skillsets. Building a team of multi-disciplinary talent internally takes time and money—and often, it means hiring for roles before they’re fully justified. But your customers, and your market, don’t wait for you to catch up. You need the capability now, even if only for a few hours a week. Outsourcing gives you that access, immediately. No need to commit to full-time hires or cross-train staff outside their strengths.
Small businesses win because they are nimble. They react faster, adapt more easily, and shift direction without getting bogged down. Our model reinforces that advantage. We support your flexibility, we don’t limit it. We integrate seamlessly, without adding weight. You stay light on your feet—while still punching above your weight.
And if something doesn’t work out the way you planned? No problem. There are no sunk costs. No severance. No awkward transitions. No second-hand laptops to offload. Just a clean, simple adjustment that lets you move on, quickly and smartly.
So when someone says, “We’re too small for that”, what they really might mean is, “We can’t afford to slow down”.
And that’s exactly the point. We help you keep moving.
It is obvious that adding another person to a small team requires a bigger change in percentage terms. The first hire of a one-person business is a 100% increase in headcount (or perhaps 50%, if part-time positions are possible). For a larger company, adding another head might be a 10%, 1%, or even smaller change. At the same time, even small companies might need just another 10% extra capacity. Hiring cannot achieve this, but we can.
The same is true for the availability of skills – for a small company, gradually increasing the available skills that can be put towards building the business or serving customers is difficult. Hiring just a single person, as above, might mean a huge change. This much might not even be needed, or you might simply be uncertain whether you actually need to increase your team.
Small companies are competitive because they are flexible. We add to this flexibility, without compromising competitiveness and your very quick ability to change. And if plans change or don’t work out as expected, you can shed the extra cost without getting stuck … no equipment to sell second-hand, no lawyer to hire for the dismissals, etc.
