Operational Scalability: Michael Bush of GrowthWays Partners On How To Set Up Systems, Procedures, And People To Prepare A Business To Scale
Keep the Exit in Mind: Even if you’re not planning to sell, a business that’s sellable is a strong business. I often work with companies that have never and likely will never consider selling, but those businesses still need to efficiently scale and systematize their business if they are to optimize the value they are creating.
In today’s fast-paced business environment, scalability is not just a buzzword; it’s a necessity. Entrepreneurs often get trapped in the daily grind of running their businesses, neglecting to put in place the systems, procedures, and people needed for sustainable growth. Without this foundation, companies hit bottlenecks, suffer inefficiencies, and face the risk of stalling or failing. This series aims to delve deep into the intricacies of operational scalability. How do you set up a framework that can adapt to growing customer demands? What are the crucial procedures that can streamline business operations? How do you build a team that can take on increasing responsibilities while maintaining a high standard of performance?
In this interview series, we are talking to CEOs, Founders, Operations Managers Consultants, Academics, Tech leaders & HR professionals, who share lessons from their experience about “How To Set Up Systems, Procedures, And People To Prepare A Business To Scale”. As part of this series, we had the pleasure of interviewing Michael Bush.
Michael Bush is an author, speaker, advisor and co-founder of GrowthWays Partners. GrowthWays provides strategic advisory services to entrepreneurs, founders, investors, management teams and related stakeholders to optimize the enterprise value of companies in the natural products industry while ensuring that the value they build provides benefits far beyond the financial.
Michael has more than 25 years of experience leading venture-backed businesses in the natural products, healthcare, and bioinformatics industries. As president and CEO of probiotic innovator Ganeden, Michael grew the market of the company’s patented ingredient to over 65 countries and more than 1,000 SKUS, culminating with the 2017 merger with Kerry, Inc for over $150 million.
He has participated in raising over $200 million in growth capital and has participated in dozens of M&A transactions including the successful exits worth over $325 million.
In addition to his work at GrowthWays, Michael is a husband, father of three fabulous daughters, musician, investor, and board member for several for-profit and not-for-profit organizations. He is passionate about entrepreneurship and the natural products industry and speaks frequently at industry events, including BevNet, Natural Products Expo, and Supply Side. He holds Biomedical Technology and Business Administration degrees and is a certified Meditation Instructor.
Thank you so much for your time! I know that you are a very busy person. Our readers would love to “get to know you” a bit better. Can you tell us a bit about your ‘backstory’ and how you got started?
Like many entrepreneurial paths, my journey into the natural products industry started with a mix of passion, curiosity, and a bit of luck. I started my career in healthcare but quickly realized that there was more good to be done in an industry focused on optimizing health rather than dealing with health issues when it was already too late. I’ve now spent decades helping brands in the natural products space grow and ultimately find the right strategic exit. Along the way, I founded GrowthWays Partners to guide founders through scaling and selling their businesses. I wrote “Guardrailing: Authentically Guide Your Natural Products Company from Spark to Sale” to capture the key lessons from this journey — essentially, how to set up your company in a way that makes success inevitable rather than accidental.
It has been said that our mistakes can be our greatest teachers. Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?
Early on, I tried to do everything myself. I once spent hours designing an Excel model that a junior analyst could have built in 20 minutes. When I finally handed it off, not only was it done faster, but it was also way better than what I had come up with. Lesson learned: delegate early and often. Trusting your team is a superpower.
What do you think makes your company stand out? Can you share a story?
At GrowthWays Partners, we don’t just talk about scaling — we live it. I worked with a startup company that had great science but no fundamental business infrastructure. We put in the right systems and leadership team, and within three years, they were acquired by a global nutrition company. That’s what we do: turn promising startups into highly valuable acquisitions.
You are a successful business leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?
- Clarity — Scaling a business requires knowing exactly where you want to go. I always push founders to define their exit strategy early so that every decision moves them toward that goal. An example is how I have always handled hiring. During the interview process, I ensure the candidate knows that the company is being built to sell to provide investors a return. I offer this information up front so the candidate can make an informed decision, knowing that at some point in time, a transaction will occur.
- Resilience — Deals fall apart, markets shift, and competitors emerge. I once watched an acquisition collapse 48 hours before signing. Instead of panicking, the seller worked with their banker, reassessed, and found a new buyer, ultimately ending up with a better deal.
- Adaptability — The best strategies evolve. One client was dead set on retail, but after we analyzed the numbers, we pivoted to DTC first. That decision doubled their valuation in two years.
Leadership often entails making difficult or hard choices between two apparently good paths. Can you share a story with us about a hard decision or choice you had to make as a leader? I’m curious to understand how these challenges have shaped your leadership.
I once had to advise a founder to replace themselves as CEO to unlock growth. It was brutal — but they trusted me. The new CEO took the company to a new level, and the founder still got a fantastic exit. Sometimes, the best leadership move is stepping aside.
Thank you for all that. Let’s now turn to the main focus of our discussion about Operational Scalability. In order to make sure that we are all on the same page, let’s begin with a simple definition. What does Operational Scalability mean to you?
Operational scalability is about setting up a business so that growth doesn’t break it. It means having the systems, processes, and people in place to handle 10x the demand without 10x the stress.
Which types of business can most benefit from investing in Operational Scalability?
Any business looking to grow efficiently — especially those in high-growth industries like natural products, tech, and SaaS. If you plan to sell or expand, you need scalable operations.
Why is it so important for a business to invest time, energy, and resources into Operational Scalability?
Because without it, growth becomes painful instead of profitable. A company with solid systems can scale revenue while keeping costs under control. One without them? Chaos.
In contrast, what happens to a business that does not invest time, energy, and resources into Operational Scalability?
They hit walls — fast. Customer service breaks down, operations become inefficient, and leadership gets overwhelmed. I’ve seen companies with amazing products collapse because they couldn’t handle their own success.
Can you please share a story from your experience about how a business grew dramatically when they worked on their Operational Scalability?
A probiotic brand I worked with was growing fast but struggling operationally. They had no SOPs, no financial visibility, and were constantly fighting fires. We implemented clear procedures, hired key executives, and optimized supply chain logistics. Within three years, they tripled revenue and sold for a high multiple.
Here is the primary question of our discussion. Based on your experience and success, what are the “Five Most Important Things A Business Leader Should Do To Set Up Systems, Procedures, And People To Prepare A Business To Scale”? If you can, please share a story or an example for each.
- Build a Leadership Team Early: Founders burn out trying to do everything. Hire ahead of your needs. As an example, I recently worked with a founding team that was well beyond its abilities in the final few years leading up to the sale of the company so the founders, knowing that ultimately they would like to explore other interests after the sale of their company, hired a top tier management team that was able to stabilize the business and remain with the business after the sale.
- Document and Automate Processes: SOPs make your business scalable and acquirable. I have seen it far too many times to count. Founders keep far too much to themselves as secrets or know-how they could leverage to create personal value. But if the goal is to exit a mature business, that “founder-held knowledge” must be systematized and incorporated into the business’s documented SOPs.
- Know Your Numbers: Without strong financial tracking, you can’t make smart growth decisions. Not knowing key financial metrics is like not knowing your address. I recently sat through a pitch where a company was raising money to expand its manufacturing footprint. Still, when asked about the financial return on investment on the expansion, the CEO kept referring to numbers “in the data we sent” to the potential investor. But the investor saw this as a CEO who wasn’t on top of the details, and they therefore passed on the investment.
- Invest in Culture: A team that believes in the mission will grow with the company. At my previous company, we made a sizable investment (in time and money) to support the culture. Every employee had stock options and was part of the team that would succeed (or fail) together. We even included the extended families of our employees in company events — imagine your mother or father coming to your work function and hearing about all the great things you are doing at work. It made an enormous impact.
- Keep the Exit in Mind: Even if you’re not planning to sell, a business that’s sellable is a strong business. I often work with companies that have never and likely will never consider selling, but those businesses still need to efficiently scale and systematize their business if they are to optimize the value they are creating.
What are some common misconceptions businesses have about scaling? Can you please explain?
– That growth alone is the goal. Profitable, efficient growth is the real win.
– That you can scale without systems. No processes = growing pains.
– That founders should stay in charge forever. Sometimes, the best move is stepping aside.
How do you keep your team motivated during periods of rapid growth or change?
Clear vision, consistent communication, and celebrating wins — big or small. People will go the extra mile if they feel valued and see the bigger picture.
Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?
“Success is not final, failure is not fatal: it is the courage to continue that counts.” Scaling a business is a rollercoaster, but persistence always wins.
You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂
I’d push for a shift in how we think about entrepreneurship — less hustle, more strategy. Building a great business shouldn’t mean sacrificing your health and relationships.
How can our readers further follow your work online?
You can find me at http://www.growthways.com and on LinkedIn. Also, check out *Guardrailing* on Amazon for a deep dive into scaling to exit.
Thank you so much for sharing these important insights. We wish you continued success and good health!
Operational Scalability: Michael Bush of GrowthWays Partners On How To Set Up Systems, Procedures… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.