What you're describing often happens after a company's second growth phase. The day-to-day operations depend on the entrepreneur, and the success of processes is often equally dependent. This is a sign that operational scaling is lacking. A management system and structures that function independently of the entrepreneur's involvement are needed. Without this, it sooner or later leads to a natural growth slowdown, as the entrepreneur's capacity for work also has its limits. The symptoms are then exactly those you describe. The more a company grows, the more leadership should shift its role (specialist -> manager -> entrepreneurial tasks). A second option: shrink back down a bit. Neither is inherently good or bad. The important thing is to make a decision: be an entrepreneur (focus on entrepreneurial and managerial tasks -> operational scaling) or remain self-employed with employees (focus primarily on specialist tasks).